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HR Trends
9 February , 2016
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
From hierarchy to network
Kotter: Accelerate
4
Different talent sources
Internal talent
pool
Online
Intermediary
Alumni
Start-ups Self employed
Talent Sharing
Outsourcing
Job crafting
6
Job Piling
7
Network
Analysis
HR Trends February 2016
HR Trends February 2016
11
12
Explore your potential
The invasion of smart tech
Example Invasion of Smart Tech:
Hitachi Business Microscope
15
16
Joy & pride
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
Insight You: DNA test
23
HR Trends February 2016
A computer with a roof (“The Edge”)
Jimmy, Intel’s 3D
printed robot
HR Trends February 2016
HR Trends February 2016
Digital Intelligent Assistants
Enterprise Behavioral Matching
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
Globalisation/ Localisation
HR Trends February 2016
HR Trends February 2016
From X to Y to Z:
more generations in the workforce
40
Individualisation
• Not: one size fits all
• Big Data enables individualisation
• HR using marketing techniques
Making fun is serious business
43
44
45
46
HR Trends February 2016
HR Trends February 2016
49
HR Trends February 2016
Booking: Crack the Code! Hackaton for IT staff
X.XXX
HR Trends: Shell’s Explorer Game
X.XXX
HR Trends: Office at Day, Bedroom by Night!
X.XXX
Purpose before pecunia
At AMAZON
meetings
start with
30 minutes
silence
Zappos HQ in
downtown Las Vegas
“Casual Colision”
56
HR Trends February 2016
Sitting is the new smoking
Visser, Rietveld
& Rietveld
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
Impossible.com
HR Trends February 2016
Increasing speed: fast eats slow
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
Performance: not a Bell curve,
but a Power Law distribution
Performance
Number of people
67
HR Trends February 2016
HR Trends February 2016
70
L
From Big Bang change programs
to small experiments
72
Tribes/ Chapters/ Squads
Effort x Impact matrix
Impact
Effort
High
Low
High Low
Scalability
From intuitive HR to
evidence/ fact based HR
Periodical reporting
e.g. FTE, KPIs and processes
Self service tools
Optimize analytical use
of HR technology
Analyze quality and efficiency
of workforce programs
Forecast impact of
workforce programs
Support and enable
fact based approach
Forecast workforce future
Executive wide support
for workforce analytics
Identify cross functional
opportunities for analysis
(e.g. Sales, SCP, QSE, GMCR
etc.)
HR OPERATIONAL HR STRATEGIC BUSINESS STRATEGIC
BUSINESSIMPACT
Help optimize processes
Help Increase HR efficiency
Help Increase workforce efficiency
Measure business impact of HR
Harvest cross functional synergies
Enable holistic approach to business
issues
Support HR
EFFICIENCY
Support business
IMPACT
Support business
STRATEGY
77
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
The Vitesse example
Accenture Sweden: Diversity
On recruitment / selection
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
Explore your potential
Would you hire this person again?
New Google Campus
New Facebook HQ
(by Frank Gehry)
New Apple HQ (by Norman Foster)
Amazon Towers | Seattle
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
HR Trends February 2016
Some final remarks
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
• ……..
• ……..
Success!
Twitter: @tomwhaak, @hrtrendinst
Website: hrtrendinstitute.com
FlipBoard: The Future of HR
Enclosures
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
HR Trends February 2016
105
HR with impact
Aspect
1. HR speaks the language of the business
2. HR works multidisplinary
3. HR is more leader than follower
4. HR has clear principles
5. HR is flexible
6. HR has a sense of humor
7. HR likes to experiment
8. HR can implement
9. HR dares to innovate
10. HR has a strong network
11. HR can calculate
12. HR comes with practical solutions
The HR Agenda
A. What is the
strategy of the
organization?
A’. What
are the
current
issues?
B. What are the
capabilities need to
strengthened?
• Leadership
• Technical/Functional
• Operational
C. What is the required
culture, to avoid issues
and to be successful?
D. What is
the gap with
the current
situation?
Clever use of
People
Analytics
E. What are the
priorities?
What is the plan?
• Focus!
• Preference for high impact/
low effort initiatives
F. What capabilities and
what organisation are
needed in HR to
implement the plan?
• Mission/ vision
• Roles & responsibilities
• External partners
• Program/ project mgt
• Communication
• Measurement
Recruitment/ Selection
Staffing/ Succession
Mgt
Training/ Development
Talent Development
Performance Man
Compensation &
Benefits
Internal
communication
HR Trend
Scan

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HR Trends February 2016

  • 2. 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
  • 5. Different talent sources Internal talent pool Online Intermediary Alumni Start-ups Self employed Talent Sharing Outsourcing
  • 11. 11
  • 12. 12
  • 14. The invasion of smart tech
  • 15. Example Invasion of Smart Tech: Hitachi Business Microscope 15
  • 16. 16
  • 23. Insight You: DNA test 23
  • 25. A computer with a roof (“The Edge”)
  • 39. From X to Y to Z: more generations in the workforce
  • 40. 40
  • 41. Individualisation • Not: one size fits all • Big Data enables individualisation • HR using marketing techniques
  • 42. Making fun is serious business
  • 43. 43
  • 44. 44
  • 45. 45
  • 46. 46
  • 49. 49
  • 51. Booking: Crack the Code! Hackaton for IT staff X.XXX
  • 52. HR Trends: Shell’s Explorer Game X.XXX
  • 53. HR Trends: Office at Day, Bedroom by Night! X.XXX
  • 56. Zappos HQ in downtown Las Vegas “Casual Colision” 56
  • 58. Sitting is the new smoking Visser, Rietveld & Rietveld
  • 65. 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
  • 66. Performance: not a Bell curve, but a Power Law distribution Performance Number of people
  • 67. 67
  • 70. 70 L
  • 71. From Big Bang change programs to small experiments
  • 72. 72
  • 74. Effort x Impact matrix Impact Effort High Low High Low
  • 76. From intuitive HR to evidence/ fact based HR
  • 77. Periodical reporting e.g. FTE, KPIs and processes Self service tools Optimize analytical use of HR technology Analyze quality and efficiency of workforce programs Forecast impact of workforce programs Support and enable fact based approach Forecast workforce future Executive wide support for workforce analytics Identify cross functional opportunities for analysis (e.g. Sales, SCP, QSE, GMCR etc.) HR OPERATIONAL HR STRATEGIC BUSINESS STRATEGIC BUSINESSIMPACT Help optimize processes Help Increase HR efficiency Help Increase workforce efficiency Measure business impact of HR Harvest cross functional synergies Enable holistic approach to business issues Support HR EFFICIENCY Support business IMPACT Support business STRATEGY 77
  • 83. On recruitment / selection
  • 90. Would you hire this person again?
  • 92. New Facebook HQ (by Frank Gehry)
  • 93. New Apple HQ (by Norman Foster)
  • 94. Amazon Towers | Seattle
  • 100. 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 • …….. • ……..
  • 101. Success! Twitter: @tomwhaak, @hrtrendinst Website: hrtrendinstitute.com FlipBoard: The Future of HR
  • 103. 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
  • 105. 105
  • 106. HR with impact Aspect 1. HR speaks the language of the business 2. HR works multidisplinary 3. HR is more leader than follower 4. HR has clear principles 5. HR is flexible 6. HR has a sense of humor 7. HR likes to experiment 8. HR can implement 9. HR dares to innovate 10. HR has a strong network 11. HR can calculate 12. HR comes with practical solutions
  • 107. The HR Agenda A. What is the strategy of the organization? A’. What are the current issues? B. What are the capabilities need to strengthened? • Leadership • Technical/Functional • Operational C. What is the required culture, to avoid issues and to be successful? D. What is the gap with the current situation? Clever use of People Analytics E. What are the priorities? What is the plan? • Focus! • Preference for high impact/ low effort initiatives F. What capabilities and what organisation are needed in HR to implement the plan? • Mission/ vision • Roles & responsibilities • External partners • Program/ project mgt • Communication • Measurement Recruitment/ Selection Staffing/ Succession Mgt Training/ Development Talent Development Performance Man Compensation & Benefits Internal communication HR Trend Scan

Editor's Notes

  1. Het volgende trend gebied. “Making Fun is serious business” Dit het Google kantoor in Amsterdam Zuid. Geheel ingericht in Nederlandse stijl. Google wil trouwens graag dat iedereen naar kantoor komt! Ontbijt en lunch worden gratis geserveerd.
  2. Met de Emotive Headset (nog niet in de handel) kan je de emoties van mensen beinvloeden. Hier zitten zeker ethische aspecten aan. Alle medewerkers een headset die op de stand ‘Gelukkig” staat….
  3. Met de Emotive Headset (nog niet in de handel) kan je de emoties van mensen beinvloeden. Hier zitten zeker ethische aspecten aan. Alle medewerkers een headset die op de stand ‘Gelukkig” staat….
  4. Met de Emotive Headset (nog niet in de handel) kan je de emoties van mensen beinvloeden. Hier zitten zeker ethische aspecten aan. Alle medewerkers een headset die op de stand ‘Gelukkig” staat….
  5. Bij Zappos kan je via internet schoenen kopen. Zappos heeft het hoofdkantoor neergezet in ‘downtown’ Las Vegas. Dit is een achterstandswijk, in schril contrast met he gebied waar de bekende hotels en casino’s staan. Door hun hoofdkantoor hier te plaatsen, helpt Zappos het gebied te ontwikkelen. In de buurt onstaat nieuwe activiteit: printshops, coffee shops etc.
  6. Scrum (zo genoemd naar de scrum van rugby, dus geen afgkorting) is een werkwijze die is gestart in IT. Aan het werk, en het werk uitvoeren in ‘sprints’ van een paar weken. Snel terugkoppeling naar de klant, waar nodig aanpassingen maken, en weer door naar de volgende sprint. Scrum (of andere methodieken van ‘Agile’ werken) zijn sterk in opkomst. Ook in het gebied HR goed toepasbaar!