View this webinar to hear about a new model which enables HR to deliver a greater value to employees and their organization. http://www.humancapitalgrowth.com/skills-for-the-brave-new-world-of-hr.html

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Skills for the Brave New
World of HR
Webinar Series
August 27th, 2015
Picture Courtesy Huffington Post

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Presenters
Dr. Shreya Sarkar-Barney
HCG President & Founder
Izabela Widlak, M.S.
Research Consultant
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Talent
Strategy &
Consulting
Talent
Analytics
Talent
Management
Education
US India
We help organizations achieve better outcomes through talent using
science, analytics, and empathy.

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Agenda
• The business world has changed, how has HR
adapted?
• Relevance of current HR operating models?
• What's required to be a value provider and a
strategic business partner?
• Five key behaviors to lead in the brave new
world of HR
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30
years ago
The Brave New World of HR
Payroll
Headcount
management
Benefits
Performance
Appraisal
Job Postings
Training
Labor Relations
OSHA
Workers
Compensation
FMLA
Interview
Reference checks
Credit Checks
Engagement
Talent Analytics
360 feedback
Mobility
Global Workforce
Virtual teams
Performance
Management
Social Media
Talent Acquisition
Assessments
Big Data
Employer branding
Mergers and acquisition
Development centers
HR Technology
HRIS
Workforce planning
Succession planning
Old World New World
Change Management
Outsourcing
Contractors
Teams
Work design
Ergonomics
Innovation
Process Simplification
Total Rewards
Health and well-being
Learning & development
Career Planning
Competency modeling
Onboarding
Resources planning
Project Management
Reporting
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30
years ago

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The HR Dashboard
17%
HR does a good job of
demonstrating its value to the
business1
50%
HR does a good job of
developing key talent2
67%
Evaluating Employee
Performance2
40%
Organization is ready for
learning and development4
65%
Understand the HR needs of
the business2
8%
HR has the skills to drive
business impact4
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Opportunities for Improvement
Source: The Economist Intelligence Unit (2012). CEO Perspective How HR can take on a bigger role in driving growth.
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EVOLUTION OF BUSINESS MODELS
& THE ROLE OF EMPLOYEES
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Small Scale
1886: Benz Patent-Motorwagen, First gasoline powered auto-mobile
MARKET DEMAND
Self propelled carriage for
long-distance travel
BUSINESS MODEL
Unorganized, individual
inventors developing new
methods
TALENT
Skilled craftsman with
entrepreneurial inclinations
Craft Industry
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Assembly Line Manufacturing
FORD ASSEMBLY LINE
MARKET DEMAND
Demand for efficient and
affordable cars
BUSINESS MODEL
Broke job to shorter
repeatable tasks
Shortened
manufacturing time
TALENT
Standardized, repetitive
work
Easily trainable skills
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Lean ManufacturingTOYOTA PRODUCTION SYSTEM (TPS)
MARKET DEMAND
Reliable and safe cars
BUSINESS MODEL
Automation with human
touch
Just in time manufacturing
TALENT
Focus on reducing waste
Problem solving skills valued
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Agile Manufacturing
Tesla: Robotic manufacturing
MARKET DEMAND
High-end,
environmentally friendly
car with a unique
customer experience
BUSINESS MODEL
Update software and
hardware at regular
intervals
TALENT
Larger breadth of skills
Specialized talent, contingent
workforce
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3D printingFlexible Manufacturing
Local Motors
MARKET DEMAND
Highly customized Clean
energy, intimately
designed cars
BUSINESS MODEL
Flexible Production
Adapting to changes in
product type, volume,
and capability
TALENT
Co-creation of each car with
customers
Technically deep, customer
focused skills
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Debrief
Scalable
Repeatable
Standardized
Adaptable
Flexible
Customized
Business Model
Narrow scope
Repetitive work
Process adherence
Broader scope
Responsive
Flex with need
Employees
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Evolution in Manufacturing
Craft Industry
•New solutions
Mass Assembly
Manufacturing
•Scale &
affordability
through
standardized
processes
Lean
Manufacturing
•Quality and waste
reduction through
automation and
selective human
intervention
Agile
Manufacturing
•Rapidly
development,
customer-designed
products through
teams involved in
continuous
improvement
Flexible
Manufacturing
•Highly customized
manufacturing through
co-creation
Employees:
Entrepreneurs,
craftsman use
passion, resilience
and tenacity to
invent new and
unusual products
Employees:
Use narrow skill
range, perform
repetitive, low
level tasks
Employees:
Participate in
brainstorming and
problem solving
ways to reducing
waste, improve
quality
Employees:
Problem solve and
innovate in teams and
interface with artificial
intelligence led
technology, to
manufacture products
Employees:
Work in
collaboration with
customers, with
distributed teams
and high-end
technology, to deliver
customized solutions
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Today’s HR: BUILT AROUND A PROCESS
Talent Acquisition
Training and Development
Performance Management
Compensation
Succession Planning
Jan Mar May Jul Sept Nov Jan MarFeb Apr Jun Aug Oct Dec Feb
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Trends Shaping the Business World
• Volatile socio-political
environment
• Shifts in economic
power
• Shifts in consumer-base
• Workforce: Aging,
Global, and mobile
• Changes in the definition
of employees
• Changes in the nature of
work
• Automation
• Big data
• Smart machines
GEO-POLITICAL TECHNOLOGY DEMOGRAPHY
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HR’s New Charter
HR’s role in the future will be to help their business win by solving the
most challenging people problems
Enable
Innovation
Reduce
non-value
added work
Spread
happiness &
inspiration
Promote
collaboration
Co-creation
curation
Advice on
people
implications
of strategy
Grow
capabilities
exponentially
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Inspiration from other Fields
The Pit Crew
Ensures speed and safety of the race car and the driver
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The New HR: Collaborative, Agile, and Responsive
Launch
new
facility
Engineering
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Line Manager’s ApproachHumanResourceApproach
Engaging with the business
HumanResourceApproach
Hire
Empower
Engage
Train
Retain
Motivate
Cost Quality Customer delightCycle time Productivity Profitability
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HCG Projects
• Closing a revenue gap
• Reigniting a failing collaboration
• Helping find efficiencies and cost savings
• Helping a leadership team redefine value creation
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“Close the revenue gap”
Put more feet on the street to close the
revenue gap
Sales Boot Camp
Industry Knowledge, Product , Process, Leaders Teach
Testing Panel Evaluation
60, 180, 360 day goals, coaching
Increase sales
Bottom
Quartile of
Salesforce
weeded out
Revenue up
in two
quarters
Company
sold for twice
the value of
its revenue
Marketing
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What was Unique?
Collaborating with a cross-functional stakeholder group to deliver a time-bound,
targeted solution, to a specific business need.
Not an HR
initiative
Not an
enterprise-
wide process
Not an HR
dashboard
 Clear expectation of
business outcomes
 Targeted solution for a
specific need
 Solution to a unique
business challenge
 Lasting change through
manager involvement
 CEO sponsored
 Jointly owned and
facilitated with the
business
 Success through
collaboration and co-
creation
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HR Impact Study
Non HR
• Break down silos
• Promote collaboration
• Partner and advisor to business
leaders
HR
• Thought leadership
• Deep expertise
• Connectors
• Focus on enabling projects and
business outcomes
• Reduced emphasis on annual
processes, programs for masses
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Interview Results
“How can HR drive business impact?”

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SKILLS FOR THE BRAVE NEW
WORLD OF HR
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Why Businesses are Challenged?
“There is a
mismatch
between
what science
knows and
what
business
does.”
Daniel Pink
TEDGlobal
July 2009
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Choices
9%
29%
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Unstructured Interviews Work Sample
Hiring Decisions
Predicting Job Success

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Choices
14%2%
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Transformational LeadershipSituational Leadership
Leadership
Leadership Effectiveness

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There is a growing need and recognition for
advanced Talent Management education
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1,000,268
HR professionals registered on
LinkedIn worldwide
70% enter the field
without a specific
degree or certification in
business or HR1
Lack of skills severely
limits HR’s ability to
impact business
strategy and advance
business goals
(2014). Deloitte University Press. The reskilled HR team: Transform HR professionals into skilled business consultants
1 Benko C., Bohdal-Spiegelhoff U., Geller J. & Walkinshaw H.

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Skills for The Brave New World of HR
Human
Performance
Business
Knowledge
HR Functional
Knowledge
Provide informed counsel based on expertise in human performance, business
knowledge, and HR knowledge.
Three Essential Capabilities
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Human Performance
Behaviors Attitudes Traits
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Human Performance
Onboard new hire
What onboarding
methods should we use
to retain our new hires
longer?
Socialization
Duration of socialization
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Human Performance
Negotiation training
for leaders
How can we support a
leader with known
weaknesses to
negotiate an important
deal?
Self Awareness
Establishing goals &
controls
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• Who are the
competitors?
• What is the
source of their
competitive
advantage?
• How to employees
create value?
• What core
competencies
does our business
require?
• How does
this
business
make
money?
CompetitorsEmployeesBusiness
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Business Performance

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•
Laws Policies
Local employment
laws
Payroll & benefits administration
Reporting using the HRIS system
Technology
Processes &
Programs
Employee assistance
programs
Recognition programs
Mobility programs
Compensation policy
Performance appraisal
HR Functional Knowledge
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Five Essential Behaviors
• RECOGNIZE: Recognize people implications of
business objectives
• STRATEGIZE: Consult and collaborate with
stakeholders
• PLAN & DESIGN: Develop plan and design
solutions based on understanding of human
performance
• IMPLEMENTATION: Drive lasting change
• EXCEL: Drive outcomes using the evidence and
metrics
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Want more!
17 Science-Based Talent Blue Prints
In-house Sessions
Keynote Speakers
info@humancapitalgrowth.com
www.humancapitalgrowth.com
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Talent
Strategy &
Consulting
Talent
Analytics
Professional
Development
in Talent
Management
& Strategic HR

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“The constant worry of all
personnel administrators is their
inability to prove that they are
making a contribution to the
enterprise. Their preoccupation is
with the search for a “gimmick”
that will impress their
management associates. Their
persistent complaint is that they
lack status.”
Peter Drucker (1954), The Practice of
Management, p. 205
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THANK YOU
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