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Human Resources in the 21th century
The document discusses the importance of digital transformation across various business functions, emphasizing that organizations must shift from traditional models to customer-centric, innovative approaches similar to those of digital-native companies. It highlights the critical role of HR in fostering a culture of collaboration, accountability, and continuous improvement while adapting to technological advancements and changing workforce dynamics, particularly focusing on the millennial workforce. Furthermore, the text underlines the necessity for organizations to streamline processes and empower employees to enhance efficiency and business success in a rapidly evolving digital landscape.
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Human Resources in the 21th century
- 1. NKY Y!r businessmate Nunkyworldnky HR
- 2. Everyonetalksabout... Marketing Transformation Culture Transformation Humanresources Transformation Stakeholders Transformation Customer services Transformation Talent Transformation R+d Transformation Leadership Transformation Stakeholders Transformation Operational Transformation Sales Transformation IS A COMPANYTRANSFORMATION CEO & MKT y HR are critical
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- 7. TheimportanceofHRArea Digitaltransformationis based onmobilize the organizations fromfocusinefficientprocessesto innovativeprocesseswith servicestandardsofaDigitalNativecompany. • Client ALWAYS has been in the centre. • Until now organizations have been designed to do efficient processes to serve the client. • Today the organizations evolve to standards of the Digital Native companies (Amazon, Uber…) • The client has already experimented this models and in a satisfying way.
- 8. Listen actively Learn Change/Adapt Improvecolaboration Empowerment CULTURE (LISTEN ACTIVELY) INNOVATION CULTURE DIGITAL DARWINISM SIMPLIFICATION CULTURE ACCOUNTABILITY CULTURE Lack of resources Success Culture vs Mistake Not move Tunnel Vision Data paralysis Culturalforces(Organization/professional) F=m*a PROACTIVE FORCES - EVOLUTION Not know Not see Excess inf. We are alone REACTIVE FORCES - PARALYSIS
- 9. Culturalforces(Client) Smartphone Social Disruptive technologies Changethe behavior of the customer Data - Business Intelligence - BIG DATA CLOUD CUSTOMER CENTRICMODEL CLIENT” F=m*aDIGITAL TRANSFORMATION
- 10. Wheredowecomefrom? CONTROL SERVICE DEVELOPMENT INNOVATE SIMPLIFY • Backoffice • Designs and Roles • Talent • Leadership • Coaching • Sucession • Open Innovation • Newmodels • Risk • Employee Branding • Digital Work Space • Digital Leader • Expert Network • Lean mentality Maturing of the HR function 1 2 3 4 5
- 11. Maturitylevelsinthedigitaltransformation Beginner Explorer Player Winner Leader INITIAL MANAGED DEFINED TRANSFORMATIVE OPTIMIZED Low level ofcustomer experience Technology as occasional tool Digital solutions isolated Inconsistency and low level of integration Solutions proyect to proyect Progress is not predictable or repeatable IT improves business operations with CX Disruption is not possible Looking for repetition is predictable CX aligns business, processes and IT Digital projects recognized Continuous process of innovation in products and services Learning by mistake is rewarded The disruption is assumed aggressively Innovation come from the ecosystem constantly Redefine markets and creates new ones with his disruptive advantage Agile and fast converter A reference for the competency Customer Centric (CC) + User Experience (UE) =CUSTOMER EXPERIENCE (CX)
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- 13. DIGITALENTERPRISE DIGITALESTRUCTURE DIGITALEMPLOYEEBRANDING DIGITALCUSTOMEREXPERIENCE Long-term vision Short-term implementation Intelligent Algorithms Priority inagility over efficency Digital Work Space Open InnovationFractal Designs Wellcome to the family Community concept Self-sufficency and agility CX Management Digital Front OfficeSincronized ¡WOW! BalancedScorecarddigitalconcept
- 14. Digitaltransformationforcesin3projects Low mass 1 23 Small team cooperating with internal StartUp Model A lot of acceleration Digital transversal team and no digital Multidepartamental CUSTOMER CENTRIC APPROACH Medium mass Medium acceleration A lot of mass All the organization involved Low acceleration
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- 16. EnterpriseDarwinism of the companiesclaim that is importantthechange ofthe corporativeculture of the companies recognize being estar delayedinthedigital transformation Have DigitalCustomerJourneyand know in which parts are under the client expectations 97% 88% 25%Butjust
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- 18. NewBusinessBenchmark Yourcompetitorsarenottheusuals Arethe“NativeDigitalCompanies” Why? Because your traditionalcompetitors... 1. Haven’t been created with the idea of “simplify and improve client’s life” 2. Haven’t been created from the “customer experience” (CX). They are based in predetermined business models. 3. Haven’t been designed with “Customer Centric processes”, have a legacy of infraestructure, bureaucrac and processes that made they think “IN side – OUT” instead of “OUT side – IN”.
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- 20. DigitalWorkSpace 1. CULTURAL DIVERSITY(hire profiles from all over the world, globalization) 2. GENERATIONAL CHANGE: millenials (what they expect) face the aging of the workers (reubicate, redistribution of the resources). Productivity, motivation, innovation potential, disease, Productividad, entornos de cambio, motivación, potencial para la innovación, enfermedad, absenteeism (ex. Health programmes) 3. TECHNOLOGY: have the data, manage the knowledge, measure participation in real time, continuous learning online, collaborative work... TOOLS to facilitate work remotely and networking (skype, gotomeeting, linkedin, glassdoor, videoconferences, project management… 4. ASSES PERFORMANCE: (improve the management of the reward system). Identify benchmarks of professional performance and objectives, not just individual vision but team visin, data and organization (company vision). 5. EMOTIONAL COMPONENTS: (improvement of the communication) 6. NEW SALARY STRUCTURES: (part-time, flexible time, job sharing, work remotely, manage the balance between personal and proffesional life..), more temporary models of hiring 7. INNOVATION: 8. TALENT MANAGEMENT (know the new worker, being a company of LEARNING. Motivate the formation to get flexibility). DIGITAL WORK SPACE Cultural diversity Generational change Emotional components Innovation Talent Management Tools/Technology New salary structures Asses performance
- 21. 21 Reactiveforces Vision Acceptance of the impact Incentivevs retribution Framework evaluation of maturity Strategic plan Road Map Change management Implementation Talent and skills Capabilities Career plan Processes Accountability Simplification policies Corporative government Resiliencia organizativa
- 22. HRRolintheXXICentury WorkSimplification “We dedicate ¼part of our time in reading and answering emails but just 1 in every 7 emails are importants” There is also an overweight in the companies: Managers &Meetings (M&M) “70% don’t know or are unsure about who is the responsible” We have ComplexOrganizationsfocus on partial processes. Whattimedo weleftto provide value?
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- 24. 24 ü MISSION: SIMPLIFYINGTHE WORK ü Be sure that employees enjoy their work, are motivated. ü Strategic profile with a strong emotional component ü Perfil estratégico con un alto componente emocional (must anticipate emotional problems and find a solution. Unipersonal treat). ü Oriented to digital culture, CX culture (customer experience) ü Be able to adapt to the market changes. ü Analize the ageing of the workers and propose solutions el envejecimiento de su plantilla y hacer propuestas (redesign roles), programmes of continuous learning. ü Facilitate a legal framework Facilitar un marco legal (reducing costs ) redesign roles. ü Adaptation to new digital environments. ü Attract talent (war for the talent). Retain talent is hard. ü Development programmes for the eladership (the concern for leadership has been quadrupled from 2014 to 2015). ü Develop new organizative models (structures less basics), with special attention to transparency and collabirative work instead of hierarchies. ü Multicultural - Globalized hastobe thenew HR Manager?
- 25. isthe newworker? How is? ü Moreinformed ü Knows more languages ü Is Digital Native ü Has more job instability (needs more motivation) ü 53% Millenials wants to be first level executive ü 65% workers with any age consider that there is no need of going to the office for working ü Worried about flexibility and professional development as well as salary Whatisdemanded? ü He has to be flexible ü Habilities over knowledges ü He has to have a global vision ü Entrepreneurship attitude ü Habilities for rhe change (that he promotes it) ü Leadership capability
- 26. “We dedicate ¼part of our time in reading and answering emails but just 1 in every 7 emails are importants . And then we have meeting… (M&M Managers&meeting) … how dedicate time to bring value? The employee is overwhelmed (organizational complexity, information overload, 24x7 environment, high volume of administrative tasks) HR has to be the catalyst that the company uses to organize (save time, reduce emails, meeting). Make simplicity a business priority (design thinking, invest in technology, simplify processes…) arewegoing tosimplify work?
- 27. Computers+ software tocomplete cognitive tasks are defying the world of work and the competences that we need to be success. We don´t know what are the consequences. People that don´t bring value in the business chain will lost their position, it will disappear. Oxford University study about the impact of technoloy about different positions in USA show that half os the work in USA could be automatised in the next decade or two decades. Deloitte and another study afirm that 1 in every 3 jobs will be automatised. HR Role is focus on the opportunities that cognitive technologies offer with the collaboration of people and machines to make companies more efficients, productives, profitables and the most significance and attractive jobs. Business leaders and HR professionals must take this opportunity to think creatively in a way to help organizations to take advantage of the emergents cognitive technologies. arewe goingto simplify processes?
- 28. Simplify the process Guideit to develop strenghts and coaching and mentoring.c Qualify managers for being capables of giving feedback Agiles goals y regular updates. Software simple and easy to use Split the conversations about performance from the conversations about salary (they block the ability of the employee of listening) Empower managers Simplify Align the philosophy with the strategy 89% of the Deloitte interviewees have already changed their performance management or have planned to do in the next 18 months.
- 29. • How dowe recruit? • Taxation and regulatory matters of the countries (globalization) • How we manage independent workers (freelance)? • How we manage and supervise contingent workers? • earn more per hour the contingents that the staff? • How can be integrate contingents in our culture? • How can we measure job performance? Workforceondemand– contingent workers, part time, remotes and by contracts are now acriticalpartofthebusiness
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