The document discusses implications for HR and talent management in exponential, critical, and changing times. It summarizes trends in the global workforce, economy, and standards that are driving changes. HR must take a proactive, ROI-focused approach to human capital costs through skills optimization, productivity improvements, and culture/engagement changes. HR also needs to transform itself through business skills, analytics, and ensuring compliance on governance, ethics, and risks issues. The future of work demands that HR spearhead organizational transformation and adapt talent practices for a more innovative, technology-driven workforce.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
Talent Management is a competitive advantage, yet so many companies still base their HR metrics on "present state" instead of turning it into business data and "future state" related to strategy and advancing the business. ROI indicators should by definition promote the FUTURE return on your investment by promoting sound business-related programs to predict and influence that future state. Those rules apply to ALL strategic elements in business, yet so few apply it to Human Resource programs. This is a culmination of powerful data while presenting the story of how Strategic Talent Management can impact a business.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
Talent Management is a competitive advantage, yet so many companies still base their HR metrics on "present state" instead of turning it into business data and "future state" related to strategy and advancing the business. ROI indicators should by definition promote the FUTURE return on your investment by promoting sound business-related programs to predict and influence that future state. Those rules apply to ALL strategic elements in business, yet so few apply it to Human Resource programs. This is a culmination of powerful data while presenting the story of how Strategic Talent Management can impact a business.
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Building a Business Case for a Talent Management SuiteSaba Software
This is a pre-recorded webinar session. Join us live! Visit www.saba.com/us/about/events.
Integrated talent management solutions, referred to as talent management suites are the most rapidly growing area within human capital management (HCM) software today, replacing the disparate siloed applications that proliferated in many organizations.[1] These separate standalone products, often considered the leaders at the time of purchase are increasingly becoming displaced by single vendor solutions that are integrated or at least modular and easy to integrate.
Key takeaways include:
1. Software management issues facing HR today
2. The value of the single suite
3. Getting started: Business case planning and preparation
In this webinar, conducted by Dr. Katherine Jones, VP of HCM Technology Research at Bersin by Deloitte, Deloitte Consulting LLP, you will have the opportunity to learn the issues and drivers for this accelerating movement today and how to create the business case to drive investment decisions for unified talent software architecture.
Register here to join us on August 7th at 1:00pm ET to learn key steps in creating a compelling business case for talent suite acquisition.
[1]Talent Optimization for the Global Workforce: The Market for Talent Management Systems 2014. Katherine Jones. Bersin by Deloitte. 2014.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Talent strategy for retaining super talent in the organisation is explained with the help of examples. This can be found in an article in People Matters dated August
What HR Will Look Like in 2020 – A SHRM Research Insight, Brian DicksonThe HR Observer
As part of the SHRM Experience, this session is sourced from leading edge SHRM research coupled with global expert opinion surrounding: how will HR change in the
future, specifically what will HR being doing in 2020. Key topics in this session are the effects of social media on performance and talent management, generational divides and globalisation.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Building a Business Case for a Talent Management SuiteSaba Software
This is a pre-recorded webinar session. Join us live! Visit www.saba.com/us/about/events.
Integrated talent management solutions, referred to as talent management suites are the most rapidly growing area within human capital management (HCM) software today, replacing the disparate siloed applications that proliferated in many organizations.[1] These separate standalone products, often considered the leaders at the time of purchase are increasingly becoming displaced by single vendor solutions that are integrated or at least modular and easy to integrate.
Key takeaways include:
1. Software management issues facing HR today
2. The value of the single suite
3. Getting started: Business case planning and preparation
In this webinar, conducted by Dr. Katherine Jones, VP of HCM Technology Research at Bersin by Deloitte, Deloitte Consulting LLP, you will have the opportunity to learn the issues and drivers for this accelerating movement today and how to create the business case to drive investment decisions for unified talent software architecture.
Register here to join us on August 7th at 1:00pm ET to learn key steps in creating a compelling business case for talent suite acquisition.
[1]Talent Optimization for the Global Workforce: The Market for Talent Management Systems 2014. Katherine Jones. Bersin by Deloitte. 2014.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
Creating a Smarter Workforce - Smarter Business 2013IBM Sverige
71% of Chief Executives today consider their workforce
as the key source of sustained economic value within
their companies. We will walk through the creation of
a competitive edge for your organization by attracting,
motivating, and enabling your people better – creating a
Smarter Workforce. Presenter: Jon Mell, Kenexa Sales Integrations Leader, IBM. Mer från dagen på http://bit.ly/sb13se
This is the slide deck for the workshop that Helen Bevan ran on "Transformational leadership in healthcare" at the International Conference on Residency Education, Vancouver, Canada, on October 24th 2015
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The World of Work Has Changed. How You Scale HR is Through TechnologyJeff Waldman
The world of work has undergone massive transformation, and the “future of work” is NOW. HR teams around the world are being challenged to help their organizations keep up with the pace of change, maintain their competitive advantages within the markets they serve and build world class organizations. There is no correct path to success but those organizations who are able to adapt to the changing realities of our global business community, and leverage technology to support and enhance internal business practices are at the forefront. What can HR do to lead the way in contributing to this? Can they? What does scaling HR through technology mean? In this talk, Jeff Waldman will take the audience on a journey to understanding the following:
1) What does the world of work now look like, and why it matters?
2) What does HR need to be focusing its resources on, and why?
3) Why is technology so important to HR’s success and what is it supposed to help achieve?
4) What does scaling HR through technology mean and look like?
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Strategic Workforce Planning: The Key to Organisational SuccessThe HR Observer
Do you know the DNA of your workforce? Even if you do, how does it sync with your organisation’s core business strategy? Knowing the DNA of your workforce and syncing that info with your business strategy is the key to high performing companies. Strategic Workforce Planning helps organisations understand the talent required to deliver their strategy. Without it, you will be paying a significant cost. Ron talks about how to integrate this proven technique into your business process.
Ron Thomas, Chief Executive Officer – Gulf, Great Place to Work
Global organizations today must navigate a “new world of work” - one that requires a dramatic change in strategies for leadership, talent, and human resources.
Check out the Deloitte’s 2015 Global Human Capital Trends report, one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world.
2. Table of Content
World
of Work
Exponential Times
Critical Times
Changing Times
HR and Talent
management
implications
3. Exponential Times
Its estimated that a weeks worth of New York Times info - more than what
a person was likely to come across in a lifetime in the 18th century.
We are living in exponential times:
• 6.9 billion searches on Google every day
• Number of text messages sent every day - double the population on
the planet (2 x 7.3 billion)
Time spent to reach a market audience of 50 million:
• Radio – 38 Years
• TV – 13 Years
• Internet 4 Years
• I-Phone – 3 Years
• Angry birds space – 35 Days
Human knowledge doubled:
• 1900 – every 100 years
• 1945 – every 25 years
• 2014 – every 13 months
• 2020 – every 12 hours
4. SA: Critical Times
SA can't just
flip switch
on investors
Outlook bleak
for already
battered
consumers
Rand slumps on
US
unemployment
data
Entrepreneur
climate
becoming
hostile in SA
SA
manufacturing
sector 'at a
crossroads'SA fails to
honour
undertaking
to fight
corruption
We're bracing
ourselves for
the worst
Investment in
water
infrastructure
worrying
Municipalities
still saddled
with bad
debts
Eskom
turnaround
strategy
beginning to
bear fruit
7. Economic and Business Environment
Economic Outlook
• IMF – Global economic growth – 2015 outlook of 3.5% growth (Up
from 3.3% in 2014 and 2.8% in 2013)
• National treasury - South Africa GDP Growth 2013-2.2, 2014-1.4,
2015-2.0 and 2016-2.4
• IMF - Forecasts of slow recovery of economies around the world
especially those with legacy issues such as high debt levels (2008
slump)
Business
• Market conditions not conducive for business growth and
development
• In general businesses are contracting, consolidating and
rationalising
• Challenge is reinvention and to adapt to market
changes/conditions
9. World of work
9
Reward 4
Develop
Companies
hiring
Generation Z
for internships
More millennials
are taking
leadership roles.
Honesty becomes the most
valued leadership trait –
especially amongst the
younger generations
The continuous job
search picks up
The strategic strength of HR
through analytics and
information
The skills
gap
continues to
widen.
10. World of work
Source 1
Align 2
Develop 3Reward 4
Source Align
Reward Develop
Women continue
to seize power
positions in the
workplace.
Vital role of HR in
transforming the
organisation
Mobile hiring
and the
mobile job
search
explode
Social media posts
used to attract and
retain talent.
Succession
planning becomes a
top priority.
More people stepping out
of traditional career paths.
12. Global Human Capital Trends 2015
Source 1 Align 2
Develop 3
Source
Develop
Leading in the new world of work: 10 top trends
(Annual Deloitte Human Capital Trend Survey)
1.Culture and engagement
2.Building leadership
3.Learning and development
4.Reinventing HR
5.Workforce on demand
6.Performance management
7.HR and people analytics
8.Simplification of work
9.“Machines” as talent – Collaboration not competition
10.People data everywhere
14. Governance, Ethics and Control
Source 1 Align 2
Develop 3
Source
Develop
1. Executive Remuneration
• Linking remuneration to performance
2. Wage Gap
• Sensitive issue that requires stakeholders to commit to change
3. Minimum Wages
• Living wages
4. Inequalities
• EE Amendment Act - Equal Pay for Work of Equal Value
5. Social and Ethics
• Corporate social responsibilities
• Good corporate citizenship
15. Implications: HR & Talent Management
Driving Force:
Economy
Economic &
Business
Factors
• Innovation
• Futuristic
• Change
Driving Force:
Workforce
Characteristics and
Technology
World of
work
• Regulate
• Justify
• Comply
Driving Force:
Standards,
Ethics, Labour
Laws and Risk
Governance
& Controls
• HR Function Revamp
• Performance
management
• Simplification of work
Driving Force:
Changing
business
needs and
world of work
Human
Capital
Trends
HR & Talent
Manage-
ment
16. Implications: HR & Talent Management
Driving Force:
Economy
Economic &
Business
Factors
HR & Talent
Manage-
ment
• Human capital costs can make up between 50 – 60% of operational cost
• Pro-actively assist organisations in optimisation of this investment (ROI approach
rather than a cost cutting approach)
• Strategic workforce planning - Quantitative and qualitative skills
requirements linked to strategic development of the business
• Back to the basics – Job analysis, job profiling, job evaluation, job valuing
and pay structures
• Increase productivity and engagement levels of staff (Total Reward
Strategies)
• HR analytics and metrics – Use to track trends and guide strategic decisions
in the business
• Retention of critical skills
• Development and reskilling of people
• Succession planning
17. Implications: HR & Talent Management
• Innovation
• Futuristic
• Change
Driving Force:
Workforce
Characteristics and
Technology
World of
work
HR & Talent
Manage-
ment
• HR to transform the organisation - Culture and engagement aligned to
futuristic workforce characteristics
• Leadership
• Values
• Practices
• Employer brand development
• Technology – Internal and External
• Top of mind with Generation Z
• Train, educate and communicate……communicate……communicate
• Access to information and connectedness – Especially the new
generation of employees
• Employees are becoming more and more like consumers (Smarter,
more informed, connected, searching for options and standing on
their rights)
18. Implications: HR & Talent Management
• HR Function Revamp
• Performance
management
• Simplification of work
Driving Force:
Changing
business
needs and
world of work
Human
Capital
Trends
HR & Talent
Manage-
ment
• HR Function
• Call from business for HR to become more analytical,
business orientated and strategic
• Technical skills secondary to business skills
• Performance management
• Cannot be “transactional” anymore
• Mentoring and coaching focused
• Use modern technology
• Performance reward link to be reviewed
• Simplification of work
• Business is becoming more complex
• Information overload a problem
• Assist employees with the simplification of their roles and
responsibilities
19. Implications: HR & Talent Management
• Regulate
• Justify
• Comply
Driving Force:
Standards,
Ethics, Labour
Laws and Risk
Governance
& Controls
HR & Talent
Manage-
ment
• Enhanced accountability and transparency
• Well defined reward philosophy and policies
• Governance and reporting standards on
Remuneration
• Wage gap and pay inequality
• HR Standards
20. Conclusion
• Proactive ROI approach to Human Capital costs
• Optimise existing
• Improved productivity
• HR to spearhead Culture Change and Engagement in organisations
• Leadership and culture change
• Review talent acquisition, management and retention practices
• HR to transform itself
• Business acumen development
• HR Analytics
• Governance, ethics and risks
• HR to ensure compliance and drive key ethical issues
