The document discusses evolving HR trends highlighting a shift from hierarchical structures to more networked organizations amidst growing technological advancements like AI and big data. It emphasizes the importance of transparency, individualization, and sustainability in the workforce, as well as the challenges posed by fast-paced change and varying generational needs. Additionally, it advocates for evidence-based HR practices and the integration of gamification and purpose-driven organizational culture.

1. HR Trends
September 30, 2015

2. My background in HR

3. Trend area More detail
From Hierachy to network
From closed to open organisatons; the bourders 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. Digital Intelligent Assistants.
Self driving cars. Renewable energy. Artificial intelligence (machine learning). Wearables.
3D printing. Smart offices. Virtual reality.
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. Individualisation.
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

4. From hierarchy to network

5. Kotter: Accelerate
5

6. Network
Analysis

10. Valve
10

11. 11

12. 12

13. 13

14. Permanent > Pop-up Permanent > Pop-Up

15. The invasion of smart tech

16. The Emotiv Headset
16

17. Example Invasion of Smart Tech:
Hitachi Business Microscope
17

18. Emotient: face recognition
18

19. Joy & pride
Muse: analyzing emotions
in e-mail

20. Insight You: DNA test
20

22. A computer with a roof (“The Edge”)

23. Occupations
US (2014)

26. Jimmy, Intel’s 3D
printed robot

28. Digital Intelligent Assistants

29. Enterprise Behavioral Matching

32. HR Analytics
32

33. iPhone/ Cleaning Company

37. Globalisation/ Localisation

38. Tours with Locals
38

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

41. 41

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

43. Ageing population

44. Urbanisation
rate

45. 45

46. Natural Change in Population

47. Making fun is serious business

48. Google NL
48

49. 49

50. Cool Blue: Office Tour
50

51. Arcadis Global Shapers Badges

52. Adobe Kick Box
52

53. Gamification in recruitment: Wasabi Waiter
53

54. Wuppermann Steel Netherlands

55. Purpose before pecunia

56. At AMAZON
meetings
start with
30 minutes
silence

57. Zappos HQ in
downtown Las Vegas
“Casual Colision”
57

59. One waste
basket per floor

63. Impossible.com

65. Increasing speed: fast eats slow

68. From Big Bang change programs
to small experiments

69. Scrum
69

70. IBM CIO Jeff Smith (April 2015)
Developing a culture based on four priorities:
• Clarity is more important than certainty
• Course correction is more important than perfection
• Self-directed teams work better than command and control
• Innovation is for everyone, not just the selected few
70

71. From intuitive HR to
evidence/ fact based HR

72. HR Analytics
72

73. The Vitesse example

74. Accenture Sweden: Diversity

75. Various

76. New Google Campus

77. New Facebook HQ
(by Frank Gehry)

78. New Apple HQ (by Norman Foster)

79. Amazon Towers | Seattle

80. Green
city

81. Water
Sky
Scape
r

82. Some final remarks

83. 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
• ……..
• ……..

84. Success!
Twitter: @tomwhaak, @hrtrendinst
Website: hrtrendinstitute.com