Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Are we really able to change before we have to? This question is probably on many people’s minds as we confront more and more transformations and crises that have major impacts on the way we do business and, most important, on our everyday lives.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Changing Winds Ahead: Japan corporate real estate trendsJLL
Towering expectations and inadequate structures are the conflicting characteristics of the CRE function in Japan today. Over the years, CRE teams in Japan have been facing increasing pressure. Senior business leaders are placing high expectations in productivity improvements, both in terms of increasing output (working better, faster) and reducing input (operating cheaper). This focus on productivity improvements triggers amplified strategic demands placed on CRE, with a strong emphasis placed on workplace development. While workplace transformation is taking on a new resonance and relevance, more companies in Japan are looking abroad for growth. CRE teams are required to provide platforms supporting business ambitions, mostly in emerging and frequently opaque real estate markets.
‘Changing Winds Ahead’ identifies three key trends for CRE in Japan. To learn more, please visit http://bit.ly/1jzd3BV
David Weir And Graham Fisher - Scaling Agility Across the EnterpriseAgile Lietuva
Whilst agile frameworks are excellent at encouraging and tracking velocity for individual projects, when you are running 20+ projects at the same time these can sometimes be at the consequence of the bigger picture. Our discussion, presents a number of techniques that can be used to observe trends and ensure both technical & project strategies are achieved across the enterprise, which complement projects remaining agile. You can study any number of Agile practices. Scrum, DSDM, XP, Kanban, Lean, TDD, Pair Programming, Continuous Delivery..... we'll let you know what's worked in the enterprise, what hasn't and why so hopefully you can avoid some of the many pitfalls along the path to sustained Agility, with some humble suggestions in tow.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.
Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Are we really able to change before we have to? This question is probably on many people’s minds as we confront more and more transformations and crises that have major impacts on the way we do business and, most important, on our everyday lives.
Nowadays, HRM has become an important function in the company and a strategic dimension which led many companies to include in their plans and policies. This importance has gone crescendo since the pressure of external environment is hardly strange to the outbreak of HRM and its conspicuous metamorphosis. Hence, more and more companies are implementing HR practices that can boost their organizational performance. Nevertheless, the link between HR practices and performance is not fully explained due to apparently little empirical research. The concern of the current pape r is to highlight this relationship through seeking to select HR practices that promote performance based on the adopted business strategy. The objective of this research is to explain how the application of HRM practices can increase organizational performance. To answer our research question, we chose the case study of a Tunisian company that has employed over 600 people specialized in metal construction and boilermaking. Methedologically, to understand the company's practices and its business strategy, we conducted two interviews that concerned the HR manager of the company and the head of operations. The interviews that we conducted revealed that the company recorded a substantial difficulty in aligning HRM practices with business strategy and organizational objectives and it invests very little in the development of skills although it offers a product respecting the highest quality standards. The last deficiency shows that there is lack of strategic planning and lack of shared organizational vision that cause constraints to the identification of objectives and management practices to be implemented.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Changing Winds Ahead: Japan corporate real estate trendsJLL
Towering expectations and inadequate structures are the conflicting characteristics of the CRE function in Japan today. Over the years, CRE teams in Japan have been facing increasing pressure. Senior business leaders are placing high expectations in productivity improvements, both in terms of increasing output (working better, faster) and reducing input (operating cheaper). This focus on productivity improvements triggers amplified strategic demands placed on CRE, with a strong emphasis placed on workplace development. While workplace transformation is taking on a new resonance and relevance, more companies in Japan are looking abroad for growth. CRE teams are required to provide platforms supporting business ambitions, mostly in emerging and frequently opaque real estate markets.
‘Changing Winds Ahead’ identifies three key trends for CRE in Japan. To learn more, please visit http://bit.ly/1jzd3BV
David Weir And Graham Fisher - Scaling Agility Across the EnterpriseAgile Lietuva
Whilst agile frameworks are excellent at encouraging and tracking velocity for individual projects, when you are running 20+ projects at the same time these can sometimes be at the consequence of the bigger picture. Our discussion, presents a number of techniques that can be used to observe trends and ensure both technical & project strategies are achieved across the enterprise, which complement projects remaining agile. You can study any number of Agile practices. Scrum, DSDM, XP, Kanban, Lean, TDD, Pair Programming, Continuous Delivery..... we'll let you know what's worked in the enterprise, what hasn't and why so hopefully you can avoid some of the many pitfalls along the path to sustained Agility, with some humble suggestions in tow.
Are you crazy? Using Scrum, Kanban, SAFe and DSDM in one Company!!!Matthew Caine
All four Agile approaches in combination in one company! What a radical thought, especially with the fearsome flames of the agile methodology wars!
It all started with Scrum versus Scrum. Then Scrum versus Kanban. Then everybody against DSDM. And finally late last year things escalated with the global take-up of the Scaled Agile Framework (SAFe).
Sadly dogmatic Agilistas continue to see just one (or two) of the four approaches as the solution to everyones’ problems. Despite the fact that no single one can be the silver bullet.
Yet despite this dogmatism, Agile and Lean has made a massive difference to people’s lives. Hundreds of thousands if not millions of IT professionals and hobbyists benefit daily from these approaches. So we must put our ego to one side and remember that the approaches are not about a particular methodology: They are about people and results.
By putting people and results first we can illustrate in this session why, how and where all four approaches (Scrum, Kanban, SAFe & DSDM) are applicable. Incredibly we will see that a particular type of organization should consider all four!
To support this discussion, we will examine different types of organization, each with their own set of characteristics. For each we will explore which approaches would be the most appropriate now and in the future plus risks.
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
Gooi het communicatieplan maar in de sloot (MARCOM14)MARCOM2014
DE REFLECTIEVE COMMUNICATIE SCRUM EN HET STRATEGISCH COMMUNICATIE FRAME
Onderwerp: Strategie, Allround, Communicatie
Sponsor: Adfo Groep
Methodisch werken in het communicatievak.
Van communicatieprofessionals wordt steeds meer gevraagd. Het werk wordt strategischer, je moet steeds beter aantonen wat jouw bijdrage is, en dat allemaal met minder mensen en minder geld. Dan is het handig om methodisch te werk te gaan. Daardoor kun je sneller werken en ook beter aantonen wat je doet en wat het oplevert. Betteke van Ruler ontwikkelde vorige jaar de Reflectieve Communicatie Scrum, een praktische methode om projecten tot een goed einde te brengen. Eén dezer dagen verschijnt een nieuw boek van haar en Frank Körver: het Strategisch Communicatie Frame. Daarin beschrijft zij een methode om een strategie te ontwikkelen. Over beide methodes vertelt zij op MarCom 14.
This is a presentation on the current state of Agile Coaching as a profession. It was used to illustrate the difference between consulting and coaching and list coaching competencies as well as Agile special focus areas. It graphically describes a possible career growth path using two complementary views. Included are lists of educational resources - tools, courses and books.
HR Summit and Expo Africa 2015 - Seminar Presentation by Brent Herman, Lead C...The HR Observer
Competency mapping is an essential process of identifying the key knowledge, skills and attributes required for specific job functions to execute organisational strategy. Join this session for expert guidance on how to develop a competency framework to drive high performance.
Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
How to Turn Wasted Talent Into Killer LeadershipJohnny Russo
Ryma's May 11th webinar will be presented at noon EST by Si Alhir. In 2010, Ryma's Grandview community hosted a 3 part Tribal Leadership webinar series. Dave Logan’s, John King’s, and Halee Fischer-Wright’s Tribal Leadership is a proven transformational process and leadership model for fostering organizational health, which leverages natural groups to build thriving organizations by focusing on language and relationship structures within a culture.
Happiness at work drives business objectives. Research shows that happy employees are more profitable, more customer-oriented and more productive. They also stand less chances of leaving that company. That’s why some companies have made happiness at work a way of doing business.
According to The Conference Board, Human Capital and Operational Excellence rank first in the Top Global Challenges in 2013. Retaining and rewarding the best employees is a major concern for more than half of HR professionals, along with the development of the next generation of corporate leaders. Employee turnover and employee motivation have an immense impact on revenues, on company culture and on its talent competitiveness in the marketplace.
It doesn’t matter if you’re a small company who just started to build a reputation or if you’re a top 40 company, your Human Capital is your biggest challenge in the upcoming years. It can make you or break you.
In this white paper we examine a very popular yet sometimes controversial subject: Happiness At Work. We’ll talk about some of the latest HR trends, about employee engagement and how you can increase workplace happiness in 2014.
Content Summary
1. Executive summary
2. Latest HR Issues
3. The challenges of employee engagement
4. How is the new HR world resolving these problems?
5. Is employee happiness interesting?
6. The case for employee happiness
7. Conclusions
Download the full White Paper!
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Everyone knows that unmotivated employees create problems
in the workplace. But what’s worse is having people who are
motivated – but cannot turn their enthusiasm into action. An employee effectiveness survey
is truly effective when it also addresses the factors that stop
your staff from performing to the best of their ability.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
The global economic meltdown has radically changed the deal landscape. Research findings from Hay Group reveal that there are several critical success factors for all executives to keep in mind which make the difference between winning and losing in the M&A game.
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Talent Q’s Dimensions provides a cost-effective way to measure the capability of sales staff, especially when assessing large numbers in revenue-critical roles.
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
Future winners are investing in the right leaders today. As in past recessions margins are being cut, costs pushed down, currencies are shifting – and future winning organisations are starting to reposition themselves.
An organisation can be destroyed by its own culture. There’s a slow route to decline and a swift route to catastrophe. In these circumstances, institutional collusion in interpreting key facts leads to pervasive managerial delinquency.
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’
Leadership for tomorrow: Once more, with feelingHay Group India
Know yourself.’ The ancient Greeks considered this a must have
virtue. And they were right, as recent research shows a direct correlation between high leadership performance and accurate self-awareness – in other words, emotional intelligence.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
1. Next
generation
HR Connecting strategy,
people and work
People issues – such as the war for talent, leadership
development and workforce performance – are the
difference between long-term success and failure.
HR functions have, as a result, been asked to step up
to the challenge. However, the performance of HR often
lags behind the expectations of the management team.
The question is, why?
www.haygroup.com
2. The research, which was conducted in March-April
2012, is based on responses from more than 1400
organizations across 80 countries. Of the respondents,
65 per cent were HR managers or directors and 14 per
cent were in senior management or board-level roles.
Another 14 per cent had compensation roles and the
remaining 7 per cent held other HR positions.
For more information about the research,
please email rewardservices@haygroup.com
3. Next generation HR
These are testing times for organizations
and those that lead them. Recession and
economic turmoil in some parts of the
world, and rapid growth in others, have
changed the rules of business.
It’s become increasingly clear that people issues – such as the war for talent,
leadership development and workforce performance – are the difference
between long-term success and failure. As a result HR functions are, quite
rightly, being asked to step up to the challenge.
Human capital management has become central to the business, and that puts
HR firmly in the spotlight. HR is ideally placed to make a significant contribution
to business strategy. However, the performance of HR too often lags behind the
expectations of the management team. The question is, why?
In order to gather a more detailed view of how HR has evolved over recent
years, we questioned more than 1,400 organizations about their HR priorities
and their people management processes. The results suggest that whilst
there have been positive developments in the HR arena, still too many HR
functions are clinging on to a traditional and process-oriented approach, and
consequently the full potential of HR is not being realized.
Human capital management
has become central
to the business
5. www.haygroup.com
Whether in a growth market or not, all organizations have found the last few years
testing. Half of participants said that business performance was on target for the
year, but almost a third said they would be below target this year. Only 13 per
cent of organizations were on track to exceed performance targets.
There is general agreement that organizations are now operating in a very different
world. The list of business challenges is extensive:
n rganizations
O
are looking for ways to exploit growth opportunities and to
improve efficiencies;
n ustomer
C
expectations have increased and must be met;
n nternational
I
borders are coming down and global competition has intensified;
n echnological
T
innovation has become an essential competitive requirement.
Today’s business environment is complex; it’s unpredictable and it necessitates a
new way of working.
Business leaders tell us that they are focused on growth, with less emphasis on
cost reduction and more on increasing profits and maximizing productivity.
Organizations are investing for growth, while closely scrutinizing any expenditure
for its likely return. And this is reflected in a shift in priorities for HR – away from
immediate cost-cutting and towards building for the future.
Table 1: Today’s business environment Table 2: Current business performance
5%
8%
13%
35%
51%
57% 31%
The business environment is: Performance is:
■ More austere / stagnant than ■ Above target
five years ago ■ Below target
■ Dynamic / experiencing more ■ On target
growth than five years ago
■ N/A
■ No different to five years ago
7. www.haygroup.com
Table 4: In the last five years there have been significant changes to:
80
Percentage
70
60
50
40
30
20
10
0
Talent management
programs
Succession plans
Performance
management programs
Roles and grading
Pay and reward
Organization model /
Table 5: Over the next five years we plan to make significant changes to: structure
50
Percentage
40
30
20
10
0
Talent management
programs
Succession plans
Performance
management programs
Roles and grading
Pay and reward
Organization model /
structure
Longer-term concerns, however, lie around developing the workforce for the years
ahead – the development of future leaders; improving the return on investment
through people; attracting talent; and more efficient workforce planning. When
asked about the changes they expect to see over the coming five years, more
than 45 per cent of respondents plan to make significant changes to their talent
management programs, and 44 per cent said they are likely to amend their
succession plans.
Organizations are now more aware that if their business is to perform at its best then
it’s critical to have the right people, in the right roles, doing the right work. This places
HR very firmly in the spotlight.
9. www.haygroup.com
Bringing the discipline of risk to HR
The concepts of risk and risk management have grown steadily
beyond their traditional realms of finance and safety in recent
years. A risk mindset is a useful way to bring a broader set of
parameters into consideration – not just ‘how much will it cost
us to do this’ but also ‘what is the potential cost if we don’t?’
However, managing people-related risk was at the bottom of
the list of priorities – both now and into the future – for the
survey participants.
This is one area where there needs to be a mindset change. Take the
risk of mismatching roles and people: 52 per cent of those questioned
in our survey were not confident that they had the right people in the
right jobs. Often this results from a lack of investment in or focus on
understanding roles, or an inability to easily match people to roles.
Consequently, organizations can end up with critical roles being
badly performed, or potential high performers stuck in roles for
which they are not suited.
Understanding risk enables organizations to invest in improving
the performance of critical functions, teams or even the whole
workforce. It shifts the perception of the resource required to
properly understand, analyze and measure work from that of
a procedural cost to be reduced, to that of an investment that
brings a performance return.
The DNA of a strategic HR function
is based on the interweaving
threads of understanding people
and understanding work
11. www.haygroup.com
The engine behind strategic HR
It is encouraging to see that three quarters of Creating career paths, assessing succession
the survey respondents use some kind of formal candidates or determining who to include in a
work measurement system. Most organizations leadership development program all traditionally
use the insights from that system as the basis for fall under the talent management umbrella;
reward processes – base pay, internal equity, but such decisions require an understanding of
compensation benchmarking and grade the work the individuals are coming from, and
structures. This was largely unsurprising given going to. When asked if work measurement
that when asked about the integration of HR and talent processes were aligned, 60 per cent
processes the most closely aligned were cited of respondents disagreed or were unsure that
to be work measurement and reward (Table 7). there was integration between these areas.
An increasing number of organizations are also Based on our survey results, the relationship
using work measurement to underpin career between work measurement and organization
pathing and identify critical roles. Fewer though, effectiveness also appears to be a tenuous one.
are using it for purposes such as structural However, in our experience, those organizations
analysis and succession planning. This suggests that use work measurement to underpin
that while some organizations are connecting their organization design analysis and
work measurement with other people processes, benchmarking, are able to derive valuable
many are still limiting its use within their own insights. Given that jobs are at the heart of the
comfort zone of traditional applications – and HR processes that drive compensation, talent
assuming that its use is solely confined to pay management and organization effectiveness, it
and grading – which it is not. is critical to understand work (and analyze jobs)
if people resources are to be put to best use to
deliver on business objectives.
Table 8: The primary use of the work measurement program is to:
Set base pay ranges 48%
Manage internal equity 47%
Benchmark against the market 44%
Maintain grade structures 36%
Identify key / critical roles 21%
Manage career pathing 21%
Manage talent 13% 19%
Shape organization design 13%
17%
Control reward / other HR costs 16%
Succession plan 13%
Perform structural analysis 5% 13%
Inform STI, LTI, eligibility decisions 12%
Comply with legislation 3% 8%
Control head count 2%
3%
Other 2%
0%
0 10 20 30 40 50 60
Percentage
13. www.haygroup.com
Everyone’s involved
Effective HR management requires a holistic and integrated approach. All
disciplines in HR need to bring a collaborative mindset that is based on common
frameworks and processes. The clarity and integration that this brings then enables HR
to connect more strongly with the business as a whole. We’re not arguing for a return
to pure generalist roles but we do believe as organizations evolve there is a pressing
need for greater collaboration of disciplines – compensation and benefits, talent
management, organization development etc – and a convergence of thinking on key
HR issues combined with a common framework for understanding work and people.
As well as evidence of disconnected HR processes, our survey also demonstrated
some indication of a failure to connect with line management around the
management of work. The results in Table 9 show that the majority of organizations
do not involve line management (much less employees) in work measurement,
leaving HR with the responsibility – and the blame – for what should be a critical
element in managing the performance of an organization.
Table 9: Who is involved in the work measurement process?
HR practitioners evaluate the jobs
Line managers evaluate the jobs
A committee / panel evaluates the jobs
Employees / employee representatives
(e.g. trade unions) are involved
in the job evaluation process
0 20 40 60 80 100
Percentage
■ Always / often ■ Sometimes ■ Never / rarely
Effective HR management requires a
holistic and integrated approach
14. It’s clear that talent management and other HR-related issues have become
fundamental to business performance. This means that the business as a whole should
have an interest in getting them right. HR has the expertise that organizations need to
meet the challenges, but it cannot hold the sole responsibility for driving through
people management decisions and analysis. These are decisions that affect the whole
organization, so everyone must be involved. Senior leadership, HR and line managers
must all work together to make the connections between organizational structure,
business strategy and talent management.
HR should use their expert understanding of work to leverage management attention
and help create an organizational culture where human capital decisions and
business strategy are unquestionably interconnected. It requires a change in mindset
and processes (within HR and the wider organization) so that all of HR’s areas of
responsibility and the platforms for delivering them connect. It also means that HR
must look beyond the immediate outputs and offer the longer-term strategic counsel
– based on credible analysis – that the board is looking for.
A deeper understanding
An important development in HR in recent years has been the more
intelligent use of data analytics to inform decisions. HR has moved
on from backward-looking and compliance-led information and
is now using sophisticated analysis to support strategic decisions
within the organization.
As technology has developed, the data available to HR has become
much more valuable. It is now possible, for example, to analyze
the capabilities and behaviors required across hundreds or even
thousands of roles, and to measure those requirements against
the capabilities and behaviors of your existing workforce, or of the
talent available in the market. This kind of analysis can form the
basis of sophisticated workforce planning that has the potential
to not just influence, but to drive, corporate strategy.
15. Moving forward
There has been much debate over the Ulrich model in recent years and its logic
– to fill the void between centers of excellence and the business clients; helping
to integrate HR into business processes and align people management with
business strategy – is sound. However, in practice, the burden has often fallen to
HR to articulate its value and to build bridges between the function and senior
management – and in many cases, HR has not yet found its lever to get on to the
strategic agenda.
Whilst there are signs that in recent years the HR function has attempted to
prove itself as a valuable business partner, it’s clear that there is still much work
to be done. Today – and going forwards – organizations need an agile, responsive,
cohesive HR function that is properly integrated, not only as a discipline itself but
within the skeleton of the organization as a whole.
HR has a valuable role to play in driving results and adding value to the business,
but HR must find better ways to contribute to organizational strategy. The traditional
approach to HR will have to change: a technical, compliance-focused mindset will
not be enough and, in many cases, is holding organizations back from achieving
their full potential.
It’s been said often enough, but HR will struggle to make a strategic impact if it
does not adopt a more holistic approach to people management. In the ‘new
reality’, HR must leverage their processes and systems to full potential if they are to
resolve business challenges. It’s critical that all HR disciplines are integrated around
common frameworks – and that there is a convergence of thinking on people
management issues.
In essence, the successful running of any organization relies on having the right
people, in the right roles, doing the right work to deliver on the business strategy
– which is why understanding work and understanding people must be at the core
of next generation strategic HR.
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Enschede São Paulo
Hay Group is a global management consulting firm that works with
leaders to transform strategy into reality. We develop talent, organize
people to be more effective and motivate them to perform at their
best. Our focus is on making change happen and helping people and
organizations realize their potential.
We have over 2600 employees working in 85 offices in 48 countries.
Our clients are from the private, public and not-for-profit sectors, across
every major industry. For more information please contact your local
office through www.haygroup.com.