Imagine, if you will, your company without an HR function. Now suppose you're asked to set up HR: What would you do? Would you create something similar or radically different? Would you create it at all?
Latest trends in hr 2020 - pexitics (people excellence indicator analytics)Subhashini S Tripathi
Top Trends in HR and People Management 2020 – The Surge of the Gig economy
2020 is set to be a momentous year. We , at Pexitics (People Excellence Indicator Analytics) bring to you the important trends in the way People Management will evolve in the near future.
HR Systems 2020: The Challenges and OpportunitiesRob Scott
Rob Scott, Human Capital Services Practice leader at Presence of iT (www.presenceofit.com.au) presents a paper on the future of HR systems and how personal health measurement is influencing HR and the work environment.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Engelstalige essay over HR in 2017.
Deze essay was deelname aan de NVP International Future HR-Award 2003 en bekroond met de eerste prijs!
1e plaats: HR in 2017, Espace-transformation-a future HR-essay
De bijdrage van Mark van den Broek, HR Development Directeur bij FCI, getuigt van een integrale zakelijke visie op de toekomst van de HR-professie. Zijn essay bevat een heldere probleemanalyse en toont een duidelijke link met de actuele en toekomstige HR beleidsdoelstellingen. Zijn bijdrage onderscheidt zich door een creatieve, soms gedurfde toepassing van huidige en/of nieuwe HRM-instrumenten, -methodieken en/of denkwijzen. Zijn bijdrage is verzorgd, prettig leesbaar, degelijk, compleet en zet de lezer aan tot denken.
HR Technology 101: A brief overview of HR tech past, present and futureCeridian MarComm
This document provides an overview of the history and future of HR technology. It discusses how HR technology initially focused on automating payroll processing in the 1960s before expanding to broader HR management systems in the 1980s. The rise of the internet and web-based applications in the 1990s further transformed HR by allowing remote access to information. Today, software-as-a-service solutions and single application HCM systems are prevalent, while emerging areas of focus include talent management, analytics, and mobile technologies. Cloud computing, mobile adoption, and predictive analytics are expected to continue shaping the future of HR.
We are in the middle of reinventing HR and the stakes could not be higher. However, HR is finding its footing as driver of adaptive organizations fit to compete in the new decade. Here is a guide to the most likely trends to affect HR in 2020.
Latest trends in hr 2020 - pexitics (people excellence indicator analytics)Subhashini S Tripathi
Top Trends in HR and People Management 2020 – The Surge of the Gig economy
2020 is set to be a momentous year. We , at Pexitics (People Excellence Indicator Analytics) bring to you the important trends in the way People Management will evolve in the near future.
HR Systems 2020: The Challenges and OpportunitiesRob Scott
Rob Scott, Human Capital Services Practice leader at Presence of iT (www.presenceofit.com.au) presents a paper on the future of HR systems and how personal health measurement is influencing HR and the work environment.
Re-thinking HR through Innovation. Introduction to Hr 2015 focus issuesCayetana Pablos LLona
This document summarizes an article about the need for organizations to become 21st century learning organizations. It discusses how competitive forces, changing job requirements, emerging technologies, an aging workforce, new ways of working and a shorter shelf life of knowledge are driving the need for re-skilling and up-skilling employees. It argues that the focus is shifting from recruitment to employee development. It also discusses how the nature of work is changing from routine manual and cognitive tasks to more complex work requiring tacit skills like judgment, intuition, and expertise. Creativity and innovation are becoming increasingly important skills. Organizations must align learning strategies with business strategies to stay competitive in this environment.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
“Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems,” from LBi Software, brings the insight and wisdom of seven of HR's most recognized thought leaders to one topic: how to use today's powerful HR technology to focus on the people in your organization and become a more strategic business partner.
Our engaging e-book draws on the experience and knowledge of some of the most recognized thought leaders in HR today, including Steve Boese (HR Technology Conference & Expo), Ron Thomas (Human Capital Institute), Lisa Rosendahl (WomenofHR.com), Robin Schooling (HR Schoolhouse.com) and Matt Stollak (True Faith HR).
This e-book gives you succinct and revealing insight into how HR can better understand and rise to daily challenges, such as:
-Assuming too much about what employees think and feel.
-Meeting the increasing demand for workforce transparency and accuracy.
-Understanding the essential characteristics of employees, beyond job skills and goals
-Building your rewards program on your organization's culture
-Adapting to cultural developments and trends
-Using social media to assess the employee experience
-Embracing data to prove HR effectiveness
-Getting real-world use out of the newest HR technology
Engelstalige essay over HR in 2017.
Deze essay was deelname aan de NVP International Future HR-Award 2003 en bekroond met de eerste prijs!
1e plaats: HR in 2017, Espace-transformation-a future HR-essay
De bijdrage van Mark van den Broek, HR Development Directeur bij FCI, getuigt van een integrale zakelijke visie op de toekomst van de HR-professie. Zijn essay bevat een heldere probleemanalyse en toont een duidelijke link met de actuele en toekomstige HR beleidsdoelstellingen. Zijn bijdrage onderscheidt zich door een creatieve, soms gedurfde toepassing van huidige en/of nieuwe HRM-instrumenten, -methodieken en/of denkwijzen. Zijn bijdrage is verzorgd, prettig leesbaar, degelijk, compleet en zet de lezer aan tot denken.
HR Technology 101: A brief overview of HR tech past, present and futureCeridian MarComm
This document provides an overview of the history and future of HR technology. It discusses how HR technology initially focused on automating payroll processing in the 1960s before expanding to broader HR management systems in the 1980s. The rise of the internet and web-based applications in the 1990s further transformed HR by allowing remote access to information. Today, software-as-a-service solutions and single application HCM systems are prevalent, while emerging areas of focus include talent management, analytics, and mobile technologies. Cloud computing, mobile adoption, and predictive analytics are expected to continue shaping the future of HR.
We are in the middle of reinventing HR and the stakes could not be higher. However, HR is finding its footing as driver of adaptive organizations fit to compete in the new decade. Here is a guide to the most likely trends to affect HR in 2020.
HR technology can help HR move from data management to strategic business partnering by providing information craftsmanship. Effective use of HR technology leverages data to provide metrics and analytics that address key business issues of concern to C-level executives, such as meeting strategic needs, optimizing processes, and contributing to financial goals. HR technology allows HR to shift from administrative tasks to strategic expertise by facilitating employee and manager self-service, centralizing information, and standardizing best practices.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
This document outlines 21 potential HR jobs of the future that may emerge over the next decade in response to advances in technology and changes to the workforce. It begins by discussing how the COVID-19 pandemic is accelerating workforce transformation and the importance of HR's role. The jobs are then presented in order of when they may emerge, ranging from mid-high tech roles like HR Data Detective emerging within 5 years to lower tech roles like Workplace Environment Architect emerging within 10 years. Each job includes a brief description and responsibilities. The goal is to help HR leaders prepare workers for the changing nature of work.
6 Ways to change human resources in the millennial ageConduent
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
Forbes Insights - Human Capital Management-REPORT- August 2016Wendy Moran
The document discusses how digital transformation is elevating human capital management. It notes that HR executives are increasingly looking to accelerate digitization to more effectively attract, retain, and manage talent. Digital HR provides cloud-based tools that give a more complete picture of the employment lifecycle. The document also states that 40% of HR executives intend to replace their existing HR systems with cloud-based SaaS solutions to further advance the digital transformation of HR.
- The document discusses how traditional HR systems do not reflect company culture or engage employees, focusing more on back-office processes. It promotes cfactor's Vibe HCM product as a next-generation system that uses an intuitive social experience to drive efficiency and foster employee engagement.
- Vibe HCM is described as a unified system providing HR, benefits, payroll, talent management, learning, and social collaboration features. It aims to improve the user experience over traditional systems and make HR processes more engaging for all employees.
- Customer case studies show how Vibe HCM has increased employee satisfaction, engagement, and retention rates while reducing costs through improved self-service and a more efficient HR service delivery model.
How is HR addressing dual challenge of being digital and doing digital?Abhinav Singhal
HR Leaders today face a dual challenge of doing digital and being digital. They need to drive the digital transformation agenda and re-skilling efforts on one hand while at the same time transforming their own HR function for the future.
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
HR and the Internet of Engagement November 2017Dave Millner
This document discusses how HR can create an "Internet of Engagement" to improve the employee experience in the digital era. It argues that HR must develop new engagement strategies using data analytics, focus on building an optimal employee experience, and leverage both analogue and digital channels. The document also examines how changing workforce expectations, new work practices, and capabilities will impact employees and implications for how leaders connect with the workforce. Finally, it suggests HR needs to reimagine how it works, focus on creating valuable employee experiences, enable the workforce, and establish a value-based approach to demonstrate tangible business impact.
How to use People Analytics to Shape Employee ExperienceTareef Jafferi
From PMAT HR Day 2019, Bangkok Thailand by Tareef Jafferi
Key Takeaways:
1. Key moments in your Employee Experience
2. Getting started with People Analytics
3. Learnings from 4 Case Studies
4. Quick Wins
5. Can Happily.ai help you?
The Power of HR & Automation: How to Keep the “Human” in Human Resource Manag...Aggregage
While the future remains uncertain when it comes to the return of an in-person workforce, HR automation seems to be an ever-increasing inevitability. Shifting existing teams over to new digital processes during remote times can be a massive challenge, especially when teams are focused on maintaining the ever-illusive sense of "culture." But for the next generation now entering the workforce––an immensely tech-enabled generation––what can we as HR leaders do to meet them?
Join Teresa Smith, Senior Managing Partner, HCM Advisory Group at UKG, for this indispensable discussion on the future of work and HR tech. This session will cover:
• What a "work environment" means today and how we go about creating a positive one
• How to ensure your company remains "people-first" in these uncertain times
• Why automating HR tasks doesn't necessarily come at a detriment to culture
• How to effectively introduce digital processes to your company and employees new and old in a way that encourages adoption of these processes
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
The 4 Ingredient Categories Your People Analytics Framework Needs to be Effec...LizzyManz
The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
Technology will be at centre for HR innovations - Aparna SharmaAnil Kaushik
In 2018, the focus is on technology as to how it can be used to find people (attract), connect people, engage people, even replace people - and what to do when that happens. For years, technology has acted as a tool to help with day-to-day tasks, but in 2018, technology will be adopted as a way of life in the workplace.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
1. The document discusses challenges facing HR, including a gap between what business leaders want and what HR can deliver. It argues that technology alone will not transform HR and that a focus on employee experience is needed.
2. Key points made include that performance reviews are outdated and can decrease morale, and that frequent feedback conversations better support employees. Companies that abolished ratings like Adobe have seen improvements in retention and culture.
3. To transform HR, the document recommends considering employee needs, not just technology, and focusing on engagement, talent management, and learning and development, not just efficient transactions. Managers play a key role in engagement that HR must support.
HR technology can help HR move from data management to strategic business partnering by providing information craftsmanship. Effective use of HR technology leverages data to provide metrics and analytics that address key business issues of concern to C-level executives, such as meeting strategic needs, optimizing processes, and contributing to financial goals. HR technology allows HR to shift from administrative tasks to strategic expertise by facilitating employee and manager self-service, centralizing information, and standardizing best practices.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
This document outlines 21 potential HR jobs of the future that may emerge over the next decade in response to advances in technology and changes to the workforce. It begins by discussing how the COVID-19 pandemic is accelerating workforce transformation and the importance of HR's role. The jobs are then presented in order of when they may emerge, ranging from mid-high tech roles like HR Data Detective emerging within 5 years to lower tech roles like Workplace Environment Architect emerging within 10 years. Each job includes a brief description and responsibilities. The goal is to help HR leaders prepare workers for the changing nature of work.
6 Ways to change human resources in the millennial ageConduent
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
Forbes Insights - Human Capital Management-REPORT- August 2016Wendy Moran
The document discusses how digital transformation is elevating human capital management. It notes that HR executives are increasingly looking to accelerate digitization to more effectively attract, retain, and manage talent. Digital HR provides cloud-based tools that give a more complete picture of the employment lifecycle. The document also states that 40% of HR executives intend to replace their existing HR systems with cloud-based SaaS solutions to further advance the digital transformation of HR.
- The document discusses how traditional HR systems do not reflect company culture or engage employees, focusing more on back-office processes. It promotes cfactor's Vibe HCM product as a next-generation system that uses an intuitive social experience to drive efficiency and foster employee engagement.
- Vibe HCM is described as a unified system providing HR, benefits, payroll, talent management, learning, and social collaboration features. It aims to improve the user experience over traditional systems and make HR processes more engaging for all employees.
- Customer case studies show how Vibe HCM has increased employee satisfaction, engagement, and retention rates while reducing costs through improved self-service and a more efficient HR service delivery model.
How is HR addressing dual challenge of being digital and doing digital?Abhinav Singhal
HR Leaders today face a dual challenge of doing digital and being digital. They need to drive the digital transformation agenda and re-skilling efforts on one hand while at the same time transforming their own HR function for the future.
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
HR and the Internet of Engagement November 2017Dave Millner
This document discusses how HR can create an "Internet of Engagement" to improve the employee experience in the digital era. It argues that HR must develop new engagement strategies using data analytics, focus on building an optimal employee experience, and leverage both analogue and digital channels. The document also examines how changing workforce expectations, new work practices, and capabilities will impact employees and implications for how leaders connect with the workforce. Finally, it suggests HR needs to reimagine how it works, focus on creating valuable employee experiences, enable the workforce, and establish a value-based approach to demonstrate tangible business impact.
How to use People Analytics to Shape Employee ExperienceTareef Jafferi
From PMAT HR Day 2019, Bangkok Thailand by Tareef Jafferi
Key Takeaways:
1. Key moments in your Employee Experience
2. Getting started with People Analytics
3. Learnings from 4 Case Studies
4. Quick Wins
5. Can Happily.ai help you?
The Power of HR & Automation: How to Keep the “Human” in Human Resource Manag...Aggregage
While the future remains uncertain when it comes to the return of an in-person workforce, HR automation seems to be an ever-increasing inevitability. Shifting existing teams over to new digital processes during remote times can be a massive challenge, especially when teams are focused on maintaining the ever-illusive sense of "culture." But for the next generation now entering the workforce––an immensely tech-enabled generation––what can we as HR leaders do to meet them?
Join Teresa Smith, Senior Managing Partner, HCM Advisory Group at UKG, for this indispensable discussion on the future of work and HR tech. This session will cover:
• What a "work environment" means today and how we go about creating a positive one
• How to ensure your company remains "people-first" in these uncertain times
• Why automating HR tasks doesn't necessarily come at a detriment to culture
• How to effectively introduce digital processes to your company and employees new and old in a way that encourages adoption of these processes
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
The 4 Ingredient Categories Your People Analytics Framework Needs to be Effec...LizzyManz
The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
Technology will be at centre for HR innovations - Aparna SharmaAnil Kaushik
In 2018, the focus is on technology as to how it can be used to find people (attract), connect people, engage people, even replace people - and what to do when that happens. For years, technology has acted as a tool to help with day-to-day tasks, but in 2018, technology will be adopted as a way of life in the workplace.
HR Trends 2020 should be diverse. After all, it is all about employees or people. Diverse approaches can bring in little yet an impactful change in the day-to-day work of employees.
Read Blog: https://www.openhrms.com/blog/hr-trends-2020
1. The document discusses challenges facing HR, including a gap between what business leaders want and what HR can deliver. It argues that technology alone will not transform HR and that a focus on employee experience is needed.
2. Key points made include that performance reviews are outdated and can decrease morale, and that frequent feedback conversations better support employees. Companies that abolished ratings like Adobe have seen improvements in retention and culture.
3. To transform HR, the document recommends considering employee needs, not just technology, and focusing on engagement, talent management, and learning and development, not just efficient transactions. Managers play a key role in engagement that HR must support.
2022, challenges and opportunities for leadersAna Ber
Pendl Piswanger (P&P) Romania is affiliated to InterSearch, a worldwide executive search firm with more than 100 offices in 50 countries and to SeniorManagementWorldwide, leading interim management provider with global presence as well.
For more information please visit our websites at www.ppromania.ro or www.ro.intersearch.org
With a presence of 40 years in CEE and 25 years in Romania we are totally committed to our clients who gain competitive advantage by hiring great people. To maintain our competitive advantage, we operate across all major industry sectors, learn, diversify permanently and avoid specialization by limiting our client portfolio in a particular industry.
The Year of People: How HR is Evolving in 2020Tamar Kuyumjian
This year forced companies all over the world into a remote work pilot study. Sharing their insights from the front lines, Aptology spoke with leaders in HR like CHROs and marketers in HR tech about how HR is evolving in 2020. They covered: How do we understand and measure the employee experience? What pre employment screening data do we need to get visibility for better talent acquisition and DEI efforts? What tools and behavioral assessments do we need for internal sources of recruitment? How does our understanding of people and communication need to change? Prepare to take notes as this guide gives tactical advice for HR professionals in talent management, learning and development, succession planning, and talent acquisition.
The document discusses how tremendous forces are reshaping the future of work and the HR function. Changing employee expectations, new technologies, increased globalization, and the need for agility are transforming how people work and the relationship with work. This will require a different type of HR organization to support the new world of work. Accenture conducted research on the future of HR to identify trends reshaping HR and how it can adapt to create value for businesses. Key trends include digital disruption of HR, managing a global and flexible talent landscape, tapping skills anywhere at any time, customizing to each employee, leveraging extended workforces, and using data science to improve performance. HR will need to change its mission, responsibilities, skills, roles
Let’s have a look at the HR industry trends that human resource leaders should be aware of in 2022!
If you are looking for cost saving hr outsourcing companies in India, stop hereby to get all the HR management problems sorted within the latest HR industry trends. In India HR services and trends vary as per different rules and regulations statewise. We, at Payroll Management — the best outsourcing services, not just provide effective payroll services but also find the trends in HR to upkeep with the market
PSJ 38.3_Perspectives Commentary by Eric Severson July 2015Eric Severson
This document summarizes an article about the future of work and the role of human resources (HR). It discusses 5 major trends that will impact companies in the coming decade: 1) trend forecasting and change leadership, 2) talent sourcing and community building, 3) organization and performance architecture, 4) culture and community activism, and 5) operational excellence. The article argues that HR must proactively evolve to lead these changes, rather than just follow trends. Commentaries provide examples of how some companies are already addressing these trends and the future of work by thinking differently about talent, networking, and running their business.
Translating the HR Digital Revolution to Everyday Work Bhupesh Chaurasia
The HR digital revolution is here and moving at rapid speed, and organizations are looking for new, effective, productive ways to meet the evolving demands of doing business – agility, 24x7 global access, speed, and accuracy. Leading organizations know they need to disrupt or be disrupted, so they have begun to create entirely new work environments that we now call the digital workplace revolution. It is changing the way we think and approach everyday work.
Translating the HR Digital Revolution to Everyday Work Bhupesh Chaurasia
HR digital transformation is continuing to impact business processes and technology. Learn how you can ride the wave of HR digitization as it rises higher and spreads innovation into the future.
This document discusses redesigning the HR department by transforming it from a transactional role into a strategic business partner. It describes the evolution of HR from basic personnel services to specialized expertise and a strategic role. The business partner model is discussed as a common organizational design, with HR staff aligned closely to business lines. This model includes a customer-facing front end of business partners, a back end of specialist groups, and an operational service center. Challenges of this model include tensions around who owns clients and assembling project teams while still delivering transactional work and organizational development services.
6 Ways to change human resources in the millennial ageAlan Robinson
The document discusses six imperatives for HR to engage changing workforces: 1) Align employee and business goals; 2) Integrate health, wealth and career views of employees; 3) Analyze data to improve decisions; 4) Engage employees as active participants; 5) Personalize programs and communications; 6) Streamline HR processes to focus on strategic priorities. HR must change to address new employee expectations around work flexibility and integration of work and personal lives.
The whitepaper from IBM delves into workforce shifts and how organisations can leverage the shift, redesign work and build a smarter workforce to meet the organisation’s need for talent.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
6 best practices to get started on a digital HR strategyAbhishek Sood
40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
6 best practices to get your strategy started
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
EN_HCM_EO1_How can HR demonstrate the strategic value they provide to the com...Christine Sauvaget
HR plays a key role in helping organizations meet strategic goals by understanding employee values and maximizing productivity. To demonstrate their strategic value, HR should align their approach with the business strategy, carefully manage human capital, and focus on strategic priorities like talent management. Adopting standardized HR processes and an HR management system allows HR to provide consistent reporting, freeing them to focus on strategic initiatives. Understanding generational differences and adapting tools and strategies accordingly also helps HR better support organizational goals.
Capabilities we need now in change managementLena Ross
Titled 'The High 5 of Change Mastery' this presentation is a guide for change leaders and practitioners to future-pace their capabilities with these skills for change mastery. These emerging capabilities will help us optimise our relevance and effectiveness in a disruptive business environment.
Minting the New Currency of HR - InsightsAdrian Boucek
The document discusses how people analytics is transforming HR by providing actionable insights that add value across the function and help elevate HR's strategic role in business successes. It notes that 84% of business leaders surveyed cited people analytics as important. While only 2% of HR organizations currently have mature analytics capabilities, early adopters stand to gain advantages. People analytics insights can optimize various HR processes like recruiting and retention, and transform how HR interacts with both the business and employees. Ensuring data security and developing analytics literacy among HR practitioners are important challenges for organizations to realize the full benefits.
Expand scope and partner closely with business - Chandan ChattarajAnil Kaushik
In spite of all uncertainties, turbulence and digitalization, basis of HR is not going to change wherein the HR has to engage, reward and retain employees.
The document discusses how the future of work may change in the wake of the coronavirus pandemic. It finds that trust in employers is high currently but fragile. Employees desire flexibility in their work roles, hours, and locations. While embracing new technologies, employees demand more training to prepare for their use. A distributed and flexible workforce can increase company resilience and attractiveness while reducing costs by focusing on outcomes rather than time. The crisis may accelerate these trends, so companies should start planning for the "new normal" after it ends.
NGA HR is exploring how blockchain technology could improve payroll processes by establishing trust and transparency. Blockchain ensures accurate tracking of transactions and assets by creating an immutable record that is shared across a distributed network. For payroll, blockchain could give employees control over their own data by storing it securely on a decentralized ledger. This would simplify regulatory compliance and make the payroll process more scalable and cost-effective to handle large volumes of data. The key to a successful blockchain project is focusing on solving business problems like ensuring trust, rather than the technology itself.
There is a lack of trust, and employers must be careful to handle the employee relationship securely. Blockchain can support that trust if you find the right use case.
The document discusses HR delivery models and the paradox of standardization versus customization in HR business process as a service (HR BPaaS). It outlines different HR delivery models ranging from insourced to outsourced. While standardization is needed for HR BPaaS, processes still require some customization for individual organizations. The document also notes that pricing models for HR BPaaS are evolving from fixed fees to variable usage-based pricing tied to outcomes and delivered value. Overall, it examines challenges and opportunities for delivering standardized yet customized HR services in a cloud-based as a service model.
The document discusses a HR shared services platform presentation given by Anita Lettink of NGA HR B.V. on December 9, 2014. The presentation focuses on creating an experience that starts with the user, using social communication and gamification. It also covers mobile technologies, challenges with analyzing big data, benefits of cloud computing, and taking questions.
The document discusses NGA's Global Payroll solution enabled by the Payroll Exchange. The Payroll Exchange connects NGA's payroll capabilities in over 145 countries to best-of-breed HR systems. It provides certified packaged integrations, unified reporting, and enables globally compliant payroll outsourcing services. The Payroll Exchange addresses the complexity of integrating payroll platforms with HRIS and creates a uniform payroll experience across geographies through standardized processes and a single user interface.
In 2011 I wrote in a whitepaper: The workplace will be more flexible, more virtual, more global, more freelance, more collaborative and far less secure.When I was invited to present at HR Change and Transformation in London, I decided to zoom in on the keywords of that quote and discuss the HR & Technology Trends including the Consumerization of HR.
There are 3 main HR service delivery challenges:
Drive down cost
Improve delivery quality
Standardization and best practices
How can you measure the service center contribution to those goals?
Meerwaarde in HR, meer waarde voor uw organisatieAnita Lettink
SAS invited me to present at their Human Capital Intelligence Briefing.I started my presentation with an overview of external trends and then talked about 5 key focal points for HR. And then we focused on 2 key questions:
- How can you make the contribution of Human Capital on the company strategy visible (if at all)?
- What are the Human Capital activities that HR should execute to influence the company results?
STZ invited me to speak on HR (Out)sourcing. We discussed reasons to consider outsourcing (part of) HR services and then talked about what to do to make an informed decision.
The document discusses running HR like a business through operational excellence. It begins with an agenda covering the beginning, financial scenarios, operational excellence in HR, and results, challenges and success factors. It then discusses transforming the HR organization to a business-driven model with HR experts, business partners, and a service delivery focus. The document presents a client case study and outlines challenges around technology, talent, globalization and intangible assets. It proposes applying best practices like standardized processes, self-service, and technology to increase service levels while reducing costs. Finally, it compares sourcing scenarios like an internal HR service center, managed HR services, and full business process outsourcing to achieve benefits like cost reductions, improved customer satisfaction, and
The document discusses moving HR to a service-oriented model. It notes that current HR departments focus too much on administration and are inefficient. A new model is needed where strategic HR services are provided to support the business. This involves transforming HR's role, reviewing processes, and establishing an HR service center and centers of expertise to efficiently deliver transactions and expertise. The goal is for HR to prove its contribution to the bottom line and better serve customers through a unified service delivery approach and technology.
Presentatie over de ontwikkelingen van HR Business Process as a Service, gegeven tijdens het Mini-Seminar BPO en Cloud van Platform Outsourcing Nederland
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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• Present the Onion Diagram, a tool for contextualizing task-level goals
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1. The consumerization of HR: HR’s days as middle man are over
by Anita Lettink
Imagine, if you will, your company without an HR function. Now suppose you're asked to set up
HR:What would you do? Would you create something similar or radically different? Would you create it
at all?
We’ve arrived at a turning point in history where new technology is profoundly changing people's way of
life as well as methods of manufacturing, distributing and selling goods. The changes brought about by
the Digital Revolution will have a deep impact on the way businesses are organized and people look at
work. And though we expect to return to “normal” after we’ve overcome the financial crises, the “new
normal” will be vastly different. The recovery will be jobless, as advancements in technology allow
companies to replace manual labor by automation, robotics and artificial intelligence.
The workforce, HR’s primary focus, is changing: the future workforce will be smaller, as companies rely
more on technology. The future workforce,encompassing 5 generations, wants a career lattice that
caters to individual needs. They will move fluidly between companies and assignments, while the lines
between their work and personal live will become blurred. Workers will bring their own devices and
expect to use them in the enterprise. They will bring their own apps allowing them to complete
assignments as they see fit. The future workforce will be placed all over the world, with people from
different cultural and economic backgrounds working together in virtual teams.
What does the future workforce expect from HR? Start with accepting they don’t need anything at all!
They expect that they will be paid on time and that their benefits are taken care of, but any service
provider can handle that. The future workforce is used to doing things themselves, as the ongoing
automation has cut out the middleman. Just think about how they listen to music, sign up for classes,
buy insurance, book travel: they do it all online. They rely on their business leaders to coach them and
help them achieve results, but they don’t expect any help from HR.
That means that the Human Resources function will have to change too: going forward, HR will be
remote, mobile, social, automated, specialized and smaller than in the past. The consumerization of HR
means that managers and employees expect direct access to HR on their smart devices, thereby cutting
out HR as the middle man. HR must focus on how to get the best results from people while eliminating
anything non-essential from their schedule. Their main focus must be on designing leadership support
programs that bring tangible results.
21st century HR
We expect the new HR to be supported by a high degree of automation and governed by a ‘one to
many’ approach. HR professionals of the 21st
century must be technology-savvy and incorporate new
technologies in their way of working, as it is the most effective way to communicate with current and
future staff. HR must adopt a straightforward, practical and uncompromising digital strategy with
technology embedded in all aspects of HR.
The new HR must base decisions on data: Employers are sitting on a wealth of information about their
workforce stored in HR systems, but are often incapable of finding answers because data cannot be
accessed, is not aligned. As business cycles grow shorter, processing people data quickly and intelligently
2. becomes a matter of survival when making critical decisions. One of HR’s key responsibilities must be to
ensure that relevant, real-time workforce data supports strategic decision-making, and that all people
decisions are based on data and analytics.
No corporate function can exist without being clear about the value it creates. As the knowledge-based
economy transforms into a networked economy, the changes in the outside world mean that HR must
reinvent itself to support a changing workforce. If the workforce of the future is smaller, more diverse,
more dispersed, wanting a career lattice to support individual needs, expects direct access, and is
digitally divided, than HR can’t do anything but adapt to this changing environment. If our business
models become more agile, then agility is a fundamental requirement when designing the HR function.
We’ll see corporate HR develop into an organization which is increasingly centralized, organized at the
global level with local involvement where necessary. HR must think of itself as a function that drives the
business forward. Study after study confirms that people issues are top of mind with CEO’s –
subsequently, dealing with people must be owned by the business as a whole, not exclusively by HR.
We expect the HR function to consist of an HR Service Center (insourced or outsourced) and an HR
Consultancy team (combining the former Business Partners and Centers of Excellence) that delivers HR
services using a project-based approach to quickly respond to changing circumstances that have an
effect on the workforce. Agility and flexibility are key requirements in response to evolving business
needs.
This change is not superficial: It’s about creating a single team responsible for designing programs as
well as implementing them with the business and demonstrating tangible results. It’s about eradicating
the middle man in HR. It’s also about creating a consultancy mind-set in HR, where HR professionals
engage in projects that are required by the business and are responsible for delivering results. It’s about
quickly assessing the highest workforce priorities and agile responses to business needs. And while a
new name in itself does not change anything, it is a constant, visible reminder that the old way of doing
things is gone.
The changes proposed here won’t happen overnight. It will take vision, leadership, dedication and
resilience to change your current HR organization into a consultancy team. You will need to take a step
back and have a good, honest look at the current state of HR and identify what works and what doesn’t.
It needs a special focus on standardization and simplification while making sure that HR focuses on
business priorities. And it means that you must find a way to demonstrate sound business sense and
measure tangible results.
The future of HR is not radically different from what it is today. The changes can’t compare to the big
shifts that are happening in our society. Instead of a revolution, we expect an evolution. But just
because it’s an evolution that does not mean the changes are small. One thing is clear: The future of HR
lies outside the HR department. And if HR professionals don’t grasp that concept very soon, the future
of HR will lie outside the company.
Questions?Comments?
anita.lettink@ngahr.com
@let_Anita
Download the white paper here: http://download.northgatearinso.com/consumerization-hr
3. And the SlideShare here: http://www.slideshare.net/NorthgateArinso/consumerization-of-hr-the-end-
of-hr-as-the-middle-man