The document discusses several trends shaping the future of HR based on research from various organizations. It identifies challenges for HR professionals over the next 10-20 years, including adapting to a changing workforce, understanding varied worker qualifications, engaging employees, aligning technology strategies, managing global risks, and balancing worker and workplace expectations. Emerging skills like strategic management, talent management, change management, and workforce planning are seen as critical for HR. The use of games and gamification in HR functions to attract, engage and retain employees is also mentioned.

1. HR Trending
into the Future

2. • The new world of work
• Trends that are shaping HR:
– SHRM
– ACCENTURE
– Gibson, Ziskin and Bourdreau
– Josh Bersin
• HR Readiness
Overview . . .

3. The new world of work . . .

4. • “Whether you’re ready for it or not, the new
way of work is multi-generational, multi-
geographical, location agnostic, and device
dependent” (Holland et al., 2015, p3).

5. • “The past decade has seen a seismic shift in the
employment landscape in Australia, not only in
the amount and type of changes workers can
expect to make during their lives but also in the
type of roles people are choosing to explore…”
(Emerson, 2013, p.2)

6. Trends that are shaping HR:
The findings from SHRM . . .

7. • “a mere 20 years ago, not many people would
have been able to predict the sheer scale of
technology’s impact on the nature of work and
the culture of the workplace”.
• From this point it can be asked:
“What will the world of work look like
20 years from now?”
>>Society for Human Resource Management (SHRM)<<
[http://futurehrtrends.eiu.com/report-2014/challenges-human-resource-management/]
20 years from now . . .

8. • In 2013, SHRM sponsored research conducted by
the Economist Intelligence Unit (EIU).
• The Economist Intelligence Unit ran a survey that
involved 636 middle and senior executives and
the report presented the HR challenges that
emerged from the findings.
• These included . . .
The Research

9. The Findings – Challenges facing Organisations

10. • THE NATURE OF THE WORKER
1. Adapting to a rapidly changing worker profile
2. Understanding the subtleties of workers’ qualifications
3. Retaining and engaging a changing workforce
• THE NATURE OF THE WORK
4. Aligning technology best practices to global
management strategy
5. Managing the risks of a global operation
• CONFLICTING EXPECTATIONS OF WORKERS AND
THE WORKPLACE
6. Hiring and retaining talent while lowering labour costs
7. Winning the war for talent
The Findings – HR Challenges

11. Some key findings . . .

12. 2. Understanding the subtleties of workers’ qualifications

13. 2. Understanding the subtleties of workers’ qualifications

14. 2. Understanding the subtleties of workers’ qualifications

15. 3. Retaining and engaging a changing workforce

16. 3. Retaining and engaging a changing workforce

17. 3. Retaining and engaging a changing workforce

18. 4. Aligning technology best practices
to global management strategy

19. 5. Managing the risks of a global operation

20. Another SHRM report . . .

21. Over the next 10 years, what do you think will be the three biggest
challenges facing HR executives at your organization?
Note: Percentages do not total 100% due to multiple response options. Respondents who answered “don’t know” were
excluded from this analysis.

22. Over the next 10 years, what do you think will be
the biggest investment challenge facing organizations?
http://www.shrm.org/research/surveyfindings/articles/pages/challengesfacinghroverthenext10years.aspx

23. Over the next 10 years, which of the following tactics do you believe will be
most effective in attracting, retaining and rewarding the best employees in your
organization?
Challenges Facing HR Over the Next 10 Years ©SHRM 2012 23
Note: Percentages do not total 100% due to multiple response options. An asterisk (*) indicates option was not included on 2010 survey.

24. Ten years from now, which of the following competencies do
you see being most critical for the HR professional?
Challenges Facing HR Over the Next 10 Years ©SHRM 2012 24
Note: n = 472. Percentages do not total 100% due to multiple response options.

25. • What bodies of knowledge do HR professionals rate as
being the most important in 10 years?
– The four bodies of knowledge that were rated as most
important were:
• strategic business management
• talent management
• change management
• workforce planning and employment
[see over]
Challenges Facing HR Over the Next 10 Years ©SHRM 2012 25
Key Findings
http://www.shrm.org/research/surveyfindings/articles/pages/challengesfacinghroverthenext10years.aspx

26. Rate the importance of these bodies of knowledge for HR
professionals 10 years from now.
Note: n = 446. Respondents rated each body of knowledge on a scale from 0 (not important) to 10 (very important).
Body of Knowledge Average Rating (0 to 10)
Strategic Business Management 8.8
Talent Management 8.6
Change Management 8.5
Workforce Planning and Employment 8.5
Compensation and Benefits 8.3
Human Resource Development 8.2
Employee and Labor Relations 8.1
HR Technology 8.0
Risk Management 7.7
Global and International Human Resources 6.9
http://www.shrm.org/research/surveyfindings/articles/pages/challengesfacinghroverthenext10years.aspx

27. Further trends that are shaping
HR: Insights from ACCENTURE

28. 1. Digital radically disrupts HR
2. Reconfiguring the global talent landscape
3. Tapping skills anywhere, anytime
4. Managing peoples as a workforce of one
5. The rise of the extended workforce
6. Shattering the boundaries of HR
7. Talent management meets the science of human behaviour
8. HR drives the agile organisation
9. HR must navigate risk and privacy in a more complex world
10.Social drives the democratization of work
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Future-of-HR-Overview.pdf
http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

29. 1. Digital Radically Disrupts HR
Digital technology, including social,
gamification, cloud, mobile, big data and
consumer applications, is transforming
how people carry out their work—and how
HR supports them in that effort.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-digital-radically-disrupts-hr.aspx

30. 2. Reconfiguring the Global Talent
Landscape
HR will transform to adapt to a more global
world, including adopting new talent
sourcing strategies to match talent with
task all over the globe, and adopting new
management methods, such as supporting
mobile workforces across geographic
barriers.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reconfiguring-global-talent-
landscape.aspx

31. 3. Tapping Skills Anywhere, Anytime
Skills gaps are widening, and HR will be
increasingly hard pressed to ensure their
organizations have the right talent. To do
this, HR will need to quickly tap skills when
they’re needed—and where.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reshaping-skills.aspx

32. 4. Managing Your People as a Workforce
of One
Customization is poised to revolutionize
the way organizations manage their
people. They will no longer treat their
workforce as a single entity but instead,
treat each employee as a “workforce of
one,” offering customized HR and talent
management solutions..
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reshaping-workforce-
one.aspx

33. 5. The Rise of the Extended Workforce
Organizations will leverage the new
extended workforce: a global network of
outside contractors, outsourcing partners,
vendors, and other nontraditional
employees. HR will redefine its mission
and mandate to maximize the extended
workforce’s strategic value.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-rise-extended-workforce.aspx

34. 6. Shattering the Boundaries of HR
HR will evolve from being a clearly
defined, stand-alone function that
administers HR and talent management
processes to one that spans disciplines
and crosses boundaries to deliver cross-
functional, seamless employee
experiences.
http://www.accenture.com/us-en/Pages/insight-shattering-boundaries-hr.aspx

35. 7. Talent Management Meets the Science
of Human Behavior
As new insights into brain science and
human behavior emerge – and as
analytics finally enable organizations to
test hypotheses and form conclusions by
analyzing a newly available treasure trove
of data – HR will arm itself with the tools
and insights of a scientist to drive better
performance from their workforces.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-science-human-
behavior.aspx

36. 8. HR Drives the Agile Organization
In a pervasively unpredictable world,
organizations that can adapt to changing
business conditions will outperform the
competition. HR will reshape itself so that
the function becomes the critical driver of
agility.
http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-agile-organization.aspx

37. 9. HR Must Navigate Risk and Privacy in a
More Complex World
HR will adopt risk management strategies
covering everything from protecting
confidential information and data, to risks
associated with weak hiring or turnover of
talent.
http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

38. 10. Social Drives the Democratization of
Work
Instead of relying on solutions dictated
from the top of the organization,
organizations will be populated with
knowledge workers who harness social
media to create solutions in conjunction
with each other, thereby radically
disrupting organizational structures,
hierarchy, and job titles.
http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

39. • As the popularity of video and online gaming has increased
exponentially in recent years, companies keen to attract, engage,
incentivize, and retain today’s generation of workers have begun
to take games and gaming concepts very seriously indeed.
• These concepts have now begun to work their way into key human resource
(HR) functions in two distinct forms:
– "Serious games"—a game whose main purpose is
something beyond entertainment—education,
advertising or behavior shaping, for instance.
– "Gamification"—the use of game mechanics and/or
game design principles in contexts other than games.
• Manish Mehta and Alex Kass of Accenture Technology Labs take a closer
look at this growing area.
Gamification
http://www.accenture.com/us-en/Pages/insight-changing-human-resources-games-gamification.aspx

40. • In Workforce of One, Susan Cantrell and
David Smith show how exceptional
companies are tailoring work experiences to
employees' talents and interests by
customizing job duties, training, recognition,
and even compensation, work schedules,
and performance appraisals.
• Their reward? - - - Lower turnover, greater
productivity, improved profit margins.
Workforce of One
https://books.google.com.au/books?id=HZAUbNaPvdcC&dq=Workforce+of+One:+Revolutionizing+Talent+Management+thr
ough+Customization&source=gbs_navlinks_s

41. • In Workforce of One, Susan Cantrell and
David Smith show how exceptional
companies are tailoring work experiences to
employees' talents and interests by
customizing job duties, training, recognition,
and even compensation, work schedules,
and performance appraisals.
• Their reward? - - - Lower turnover, greater
productivity, improved profit margins.
Workforce of One
https://books.google.com.au/books?id=HZAUbNaPvdcC&dq=Workforce+of+One:+Revolutionizing+Talent+Management+thr
ough+Customization&source=gbs_navlinks_s

42. Further trends that are shaping
HR: From the writings of Carrie
Gibson, Ian Ziskin, and John
Boudreau . . .

43. Andrea del Sarto
• “Andrea del Sarto”
• by Robert Browning
• Andrea del Sarto
• (1486–1530)
• an Italian painter
• from Florence
Gibson, Ziskin and Bourdreau
• “the demands of day-to-day HR may be
crowding out the focus, passion and
spirit that are necessary if practitioners
are to take a leading role in helping
organizations capitalize on opportunities
offered by emerging trends such as big
data and gamification”.

44. What is the future of HR?
http://www.workforce.com/articles/20179-what-is-the-future-of-hr
Gibson, Ziskin and Bourdreau acknowledge that much of
the work addressing this issue has defined the future of HR
in terms of competencies, workforce demographics, or
professional techniques or practices.
Twenty (20) to 30 HR professionals within each company
participated in the consortium.

45. What is the future of HR?
http://www.workforce.com/articles/20179-what-is-the-future-of-hr
They examined the trends of:
1. globalization,
2. generational diversity,
3. sustainability,
4. social media,
5. personal technology,
6. mass customization,
7. open innovation,
8. big data
9. gamification.
. . . explained on next slide . . .

46. Table 1. Lofty Ambitions but Less-Elevated Reality
Globalization: Integrating world economies
through the exchange of goods, services and
capital.
Personal technology: Mobile platforms such as
smartphones, laptop and tablet computers, future
technology such as wrist devices and Google Glass,
and the apps that support them, seamlessly and
constantly connecting people and Web-based
content.
Generational diversity: The presence of many
different age groups among workers, citizens
and consumers.
Mass customization: Combining mass production
with customization for specific individual consumers
or groups to meet people’s needs with the
effectiveness and efficiency of mass production.
Sustainability: Meeting the needs of the present
without compromising the ability of future
generations to meet their needs.
Open innovation: The inflow and outflow of
knowledge to increase innovation, including user
innovation, innovation ecosystems, co-development,
innovation contests and crowdsourcing.
Social media: Online networks and two-way
communication channels that connect users in
the virtual world, establishing new relationships
that expand users’ networks and facilitate user
participation in interactions and exchanges.
Big data: Data that are too big, too unstructured or
too diverse to be stored and analyzed by
conventional means, processes or tools.
Gamification: Applying game mechanics to
nongame situations to motivate and change behavior.

47. What is the future of HR?
http://www.workforce.com/articles/20179-what-is-the-future-of-hr
The prominent barriers were more traditional:
•lack of time
•budget
•expertise
Barriers and Opportunities to Close the Gap . . .

48. Andrea del Sarto
• “Andrea del Sarto”
• by Robert Browning
• Andrea del Sarto
• (1486–1530)
• an Italian painter
• from Florence
Browning wrote of the painter:
“Ah, but a man’s reach should exceed
his grasp/Or what’s a heaven for?”
To paraphrase Browning:
Does HR’s reach exceed its grasp?

49. Further insights for HR tending
into the Future: Josh Bersin
[Principal and Founder, Bersin
by Deloitte] explains . . .

50. The New World of Work

51. • As was found from the Deloitte’s Global Human Capital
Trends 2015 survey (more than 3,300 organizations from
106 countries): 10 major trends emerged from the
research and these trends reflect four major themes:
1. Leading
2. Engaging
3. Reinventing
4. Reimagining
http://www2.deloitte.com/content/dam/Deloitte/at/Documents/human-capital/hc-trends-2015.pdf

52. http://jobmarketmonitor.com/2015/04/25/the-10-trends-in-the-2015-global-human-capital-trends-report/

53. HR as Controller, Server, Enabler and Supporter . . .
(Josh Bersin et al., 2015)
http://www.slideshare.net/jbersin/hihr-asia-13

54. “driven by a new world of work, the #1 issue
companies now face is employee engagement,
retention, and culture, and HR's readiness to
address these issues has slipped significantly in
the last year”
Josh Bersin, Principal and Founder, Bersin by Deloitte
https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin
The New World of Work

55. https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin
Josh Bersin says, As we analysed the data we
realized that companies and HR teams are
struggling to deal with the "New World of Work,"
an always-on, 24x7 environment, led by younger
leaders, where employees have more power in
the job market than ever before”.

56. • Mark Bertolini, the CEO of Aetna
– He has revitalized Aetna's shift into the consumer
market for healthcare by increasing wages, improving
employee benefits, and bringing yoga and mindfulness
to the workplace
• The new model is simple:
employees come first
 a need to simplify
The New World of Work

57. HR’s readiness . . .

58. • One of the big findings from the research that Josh Bersin and
his team conducted, is the fact that HR does not seem to be
ready.
• In the research, Josh Bresin and his team computed an
"importance index" and a "readiness index," with a
"readiness gap" which is the difference between the two.
HR Readiness Gap

59. HR Readiness Gap
https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin

60. Josh Bersin, says . . .
http://hrtimesblog.com/

61. Three critical principles are at the heart of driving High-
Impact HR:
1. It is about the business. Business imperatives and
insights about the workforce have to guide how HR
operates, not the other way around.
2. Nimble is key. When HR demonstrates agility, flexibility,
and coordination, it unlocks high business performance
throughout the organization.
3. Beyond the organization. Industry and social networks,
organization’s customers, and the external market must
be integrated within how HR operates.
High Impact HR . . .
https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf

62. Global HR Transformation: The Journey Continues. . .
http://www.mondaq.com/x/166700/Human+Resources/The+Global+Talent+Challenge+Getting+New+People+In+New+Jobs+In+New
+Places

63. Into the future . . .
https://plus.google.com/+DecodedCo/posts

64. Thank-you . . .