The document discusses 3 potential futures for how companies will manage their workforces and the role of HR in the 21st century. In the first scenario "Corporate is King", the CPO becomes influential using data and metrics to strategically manage talent. In the "Companies Care" scenario, the CEO and Head of People and Society ensure the company's social responsibility agenda is driven throughout the workforce. The third "Small is Beautiful" scenario sees a shift to networked local businesses where a People Sourcing Director manages flexible workforce sourcing. The rest of the document discusses challenges for HR and strategies to increase productivity of knowledge workers.

1. THE DNA OF REINVENTION
RETOOLING YOUR WORKFORCE
FOR THE 21ST CENTURY

7. I’m the new CIO

9. “HR needs to ensure it is fit for
purpose in order to be proactive
and maintain or develop its
influence in the future.”
-Keith Murdoch, Remuneration and Benefits Manager,
British American Tobacco

11. CORPORATE IS KING COMPANIES CARE SMALL IS BEAUTIFUL

12. BUSINESS MODELS PEOPLE MANAGEMENT THE ROLE OF HR WILL
WILL WILL PRESENT ONE OF UNDERGO A
CHANGE THE GREATEST FUNDAMENTAL CHANGE
DRAMATICALLY CHALLENGES

13. THE BLUE WORLD: CORPORATE IS KING
The globalizers take center stage, consumer preference
dominates, a corporate career separates the haves from the
have-nots.

14. THE BLUE WORLD: CORPORATE IS KING
The Chief People Officer (CPO) is a powerful and influential figure, sometimes
known as the ‘Head of People and Performance’ who sits on the leadership
board.
Metrics and data are used to drive business performance through complex
staff segmentation strategies which identify thousands of skills sets – creating
precision around sourcing the right candidates for the right tasks as well as on
the job performance measurement and assessment.
The people risk agenda is one which is taken seriously by the board – as a result,
the CPO and HR business partners become more influential.
Those responsible for people management increasingly need financial,
analytical, marketing and risk management skills to measure the impact of the
human capital in their organization and to attract and retain the best talent.

17. THE GREEN WORLD: COMPANIES CARE
Companies develop a powerful social conscience and green sense
of responsibility. Consumers demand ethics and environmental
credentials as a top priority. Society and business see their agenda
align.

18. THE GREEN WORLD: COMPANIES CARE
The CEO drives the people strategy for the organization, believing that the
people in the organization and their behaviors and role in society have a direct
link to the organization’s success or failure.
The CEO works closely with the Head of People and Society (HPS) who,
with a team comprising a mix of HR, marketing, corporate social responsibility
and data specialists, drives the social responsibility program.
Employment law drives responsible employer behavior and forces the
HPS to develop innovative solutions in times of downturn – such as sending
employees on secondments to other organizations where they can develop
their skills and contribute to the wider society, bringing employees back in
when the economic environment improves. The HPS is therefore a well-
networked individual.

20. THE ORANGE WORLD: SMALL IS BEAUTIFUL
Global businesses fragment, localism prevails, technology empowers a
low impact, high-tech business model. Networks prosper while large
companies fall.

21. THE ORANGE WORLD: SMALL IS BEAUTIFUL
People strategy is replaced with sourcing strategy, as maintaining the optimum
supply chain of people is key to this networked world.
The People Sourcing Director liaises with expertise networks and guilds to
attract what they need for the best price.

24. "The most important, and indeed the truly unique,
contribution of management in the 20th Century
was the fifty-fold increase in the productivity of the
MANUAL WORKER in manufacturing. The most
important contribution management needs to
make in the 21st Century is similarly to increase
the productivity of KNOWLEDGE WORK and the
KNOWLEDGE WORKER.“
Drucker (1999, p135)

27. knowledge workers need the following characteristics:
(i) Possessing factual and theoretical knowledge
(ii) Finding and accessing information
(iii) Ability to apply information
(iv) Communication skills
(v) Motivation and
(vi) Intellectual capabilities.

29. Staffing for performance must become an ingrained habit. First -
class people must always be assigned to major opportunities.

30. Productivity improvement requires the elimination of whatever
activities do not contribute to performance. Eliminating
sidetracking activities maybe the single biggest step toward
greater productivity in both knowledge and service work.

31. When employees share with each other best internal practices,
the productivity of individuals increases… and, in turn,
organizational productivity skyrockets.

32. PEOPLE TECHNOLOGY PROCESS

33. MAR VI N D EJ EAN
AUTHORFUTURISTKEYNOTE SPEAKER DIGITAL STRATEGIST
AVAILABLE AS KEYNOTE PRESENTATIONS, TRAINING SEMINARS, AND ONE-ON-ONE COACHING
www.the-prime-directive.com
Slideshare.net/mdejean
@mdejean
954-254-9030