The document outlines key HR trends as of November 2016, emphasizing a shift from hierarchical structures to network-based organizations, increased use of smart technology, and the rise of individualization in workforce management. It discusses the need for speed in recruitment processes, the move from traditional change management to small experimental approaches, and the importance of purpose in the workplace. The document also highlights the growing diversity in the workforce, with multiple generations working together, and the integration of data science and analytics in HR practices.

1. HR Trends
24 november 2016

2. My background in HR

3. 9 trend
areas
Short desciption
From hierarchy to network / from closed to open
The invasion of smart tech
Globalisation/ Localisation
From X to Y to Z: more generations in the workforce
Making fun is serious business
Purpose before pecunia
Increasing speed: fast eats slow
From Big Bang change programs to small experiments
From intuitive HR to evidence/ fact based HR
Version 2.0 | copyright HR Trend Institute

4. From hierarchy to network

5. Kotter: Accelerate
5

6. Different talent sources
Internal talent
pool
Online
Intermediary
Alumni
Start-ups Self employed
Talent Sharing

7. Job crafting
7

8. Job Piling
8

9. From Individuals to
individuals + their
Network

14. 14

16. 16

17. Explore your potential

19. The invasion of smart tech

23. Hitachi Business Microscope
23

25. Joy & pride

32. Jimmy, Intel’s 3D
printed robot

35. Digital Intelligent Assistants

41. Globalisation/ Localisation

44. From X to Y to Z:
more generations in the workforce

45. 45

46. Individualisation
• Not: one size fits all
• Big Data enables individualisation
• HR using marketing techniques

47. Making fun is serious business

49. 49

50. 50

51. 51

52. 52

54. 54

57. Purpose before pecunia

61. At AMAZON
meetings
start with
30 minutes
silence

62. Zappos HQ in
downtown Las Vegas
“Casual Colision”
62

64. Sitting is the new smoking
Visser, Rietveld
& Rietveld

67. Increasing speed: fast eats slow

68. Recruitment proces often too slow
Profile Recruitment Selection
Offer Onboarding Start

70. Performance management trends
Process
• Faster feedback
• No more annual reviews
• No performance ratings
• Accenture, Deloitte, Nokia
Measurement
• How to measure
performance?
• How to predict top
performers?
Performance
Consulting

71. Performance: not a Bell curve,
but a Power Law distribution
Performance
Number of people

74. Would you hire this person again?

77. 77

78. 78

79. From Big Bang change programs
to small experiments

80. 80

81. Tribes/ Chapters/ Squads

83. From intuitive HR to
evidence/ fact based HR

85. 85

88. The Vitesse example

89. Accenture Sweden: Diversity

90. Some final remarks

91. Human nature does not change (so fast)
What are people looking for?
• Security
• A sense of belonging
• Clear goals
• Being heard
• Challenges
• Success
• Support from the top
• Attention
• ……..
• ……..

92. Success!
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FlipBoard: The Future of HR

93. Trend area More detail
From Hierachy to network
From closed to open organisatons; the borders of organisations become more blurry. More
people in the flexible workforce. Increasing importance of communities. Information travels
fast. Transparency key.
The invasion of smart tech
Big data. Data science. The internet of things. Robotisation. Self driving cars. Renewable
energy. Artificial intelligence (machine learning). Wearables. 3D printing. Smart offices.
Globalisation/ localisation
World more connected. Countertrend: consumers want local products. For some
professions (design, software) from local to global market. Urbanisation.
From X to Y to Z: more
generations in the workfoce
Different generations with different needs and expectations. Gen Y (millennials) will be a
substantial part of the wokforce. As people work longer more generations work together.
Diversity.
Making fun is serious business
Work and fun used to be separated. Today the expectaion is that work should be fun.
Gamification is entering work.
Purpose before pecunia
People are looking for organisations that do good in the world. Just Corporate Social
Responsibility is nog enough. Sustainability. Sharing economy. Diconnecting (information
overload).
Increasing speed: fast eats slow
Technology/ Internet enable new business models. Big organisations do not need many
people. New entrants can capture the market fast. Exponentiality.
From big bang change programs
to small experiments
Also fueled by technlogy. Experimenting has become easier. Learning by doing. Moving and
learning is better that standing still. A-B testing. Agility. Scrum. Traditional change
management too slow.
From intuitive HR to evidence/
fact based HR
HR/ people analytics. Big data entering HR. Not all new: scientific knowledge is often poorly
applied in organisations. HR can learn from marketing. HR: understand data + people.Version 2.0 | copyright HR Trend Institute