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Trends in HR, update November 2016
The document outlines key HR trends as of November 2016, highlighting shifts from hierarchical to network-based organizations, the impact of smart technology, and the need for individualization in workforce management. It discusses the changing dynamics in the workplace due to globalization, the increasing presence of multiple generations, the importance of purpose over profit, and the acceleration of change through small experiments rather than large-scale initiatives. Furthermore, it emphasizes the transition from intuitive HR practices to evidence-based approaches, utilizing data analytics to enhance workforce efficiency and business impact.
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Trends in HR, update November 2016
- 1. HR Trends 4 november, 2016
- 2. 9 trend areas Short desciption Fromhierarchy to network / from closed to open The invasion of smart tech Globalisation/ Localisation From X to Y to Z: more generations in the workforce Making fun is serious business Purpose before pecunia Increasing speed: fast eats slow From Big Bang change programs to small experiments From intuitive HR to evidence/ fact based HR Version 2.0 | copyright HR Trend Institute
- 3. From hierarchy tonetwork
- 4. From individuals tonetworks of teams
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- 6. Different talent sources Internaltalent pool Online Intermediary Alumni Start-ups Self employed Talent Sharing
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- 16. The invasion ofsmart tech
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- 29. A computer witha roof (“The Edge”)
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- 43. From X toY to Z: more generations in the workforce
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- 45. Individualisation • Not: onesize fits all • Big Data enables individualisation • HR using marketing techniques
- 46. Making fun isserious business
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- 57. At AMAZON meetings start with 30minutes silence
- 58. Zappos HQ in downtownLas Vegas “Casual Colision” 58
- 60. Sitting is thenew smoking Visser, Rietveld & Rietveld
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- 66. Increasing speed: fasteats slow
- 67. Performance management trends Process •Faster feedback • No more annual reviews • No performance ratings • Accenture, Deloitte, Nokia Measurement • How to measure performance? • How to predict top performers? Performance Consulting
- 68. Performance: not aBell curve, but a Power Law distribution Performance Number of people
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- 73. From Big Bangchange programs to small experiments
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- 76. Effort x Impactmatrix Impact Effort High Low High Low
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- 78. From intuitive HRto evidence/ fact based HR
- 79. Periodical reporting e.g. FTE,KPIs and processes Self service tools Optimize analytical use of HR technology Analyze quality and efficiency of workforce programs Forecast impact of workforce programs Support and enable fact based approach Forecast workforce future Executive wide support for workforce analytics Identify cross functional opportunities for analysis (e.g. Sales, SCP, QSE, GMCR etc.) HR OPERATIONAL HR STRATEGIC BUSINESS STRATEGIC BUSINESSIMPACT Help optimize processes Help Increase HR efficiency Help Increase workforce efficiency Measure business impact of HR Harvest cross functional synergies Enable holistic approach to business issues Support HR EFFICIENCY Support business IMPACT Support business STRATEGY 79
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- 86. Human nature doesnot change (so fast) What are people looking for? • Security • A sense of belonging • Clear goals • Being heard • Challenges • Success • Support from the top • Attention • …….. • ……..
- 87. Success! Twitter: @tomwhaak, @hrtrendinst Website:hrtrendinstitute.com FlipBoard: The Future of HR
- 88. The HR TrendScan | To what extend is BuZa adapting to the trends? Please rate your organisation on each of the 9 trend areas
- 89. Trend area Moredetail From Hierachy to network From closed to open organisatons; the borders of organisations become more blurry. More people in the flexible workforce. Increasing importance of communities. Information travels fast. Transparency key. The invasion of smart tech Big data. Data science. The internet of things. Robotisation. Self driving cars. Renewable energy. Artificial intelligence (machine learning). Wearables. 3D printing. Smart offices. Globalisation/ localisation World more connected. Countertrend: consumers want local products. For some professions (design, software) from local to global market. Urbanisation. From X to Y to Z: more generations in the workfoce Different generations with different needs and expectations. Gen Y (millennials) will be a substantial part of the wokforce. As people work longer more generations work together. Diversity. Making fun is serious business Work and fun used to be separated. Today the expectaion is that work should be fun. Gamification is entering work. Purpose before pecunia People are looking for organisations that do good in the world. Just Corporate Social Responsibility is nog enough. Sustainability. Sharing economy. Diconnecting (information overload). Increasing speed: fast eats slow Technology/ Internet enable new business models. Big organisations do not need many people. New entrants can capture the market fast. Exponentiality. From big bang change programs to small experiments Also fueled by technlogy. Experimenting has become easier. Learning by doing. Moving and learning is better that standing still. A-B testing. Agility. Scrum. Traditional change management too slow. From intuitive HR to evidence/ fact based HR HR/ people analytics. Big data entering HR. Not all new: scientific knowledge is often poorly applied in organisations. HR can learn from marketing. HR: understand data + people.Version 2.0 | copyright HR Trend Institute
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- 92. HR with impact Aspect 1.HR speaks the language of the business 2. HR works multidisplinary 3. HR is more leader than follower 4. HR has clear principles 5. HR is flexible 6. HR has a sense of humor 7. HR likes to experiment 8. HR can implement 9. HR dares to innovate 10. HR has a strong network 11. HR can calculate 12. HR comes with practical solutions
- 93. The HR Agenda A.What is the strategy of the organization? A’. What are the current issues? B. What are the capabilities need to strengthened? • Leadership • Technical/Functional • Operational C. What is the required culture, to avoid issues and to be successful? D. What is the gap with the current situation? Clever use of People Analytics E. What are the priorities? What is the plan? • Focus! • Preference for high impact/ low effort initiatives F. What capabilities and what organisation are needed in HR to implement the plan? • Mission/ vision • Roles & responsibilities • External partners • Program/ project mgt • Communication • Measurement Recruitment/ Selection Staffing/ Succession Mgt Training/ Development Talent Development Performance Man Compensation & Benefits Internal communication HR Trend Scan
- 102. The sound oftalent
Editor's Notes
- #49 Het volgende trend gebied. “Making Fun is serious business” Dit het Google kantoor in Amsterdam Zuid. Geheel ingericht in Nederlandse stijl. Google wil trouwens graag dat iedereen naar kantoor komt! Ontbijt en lunch worden gratis geserveerd.
- #59 Bij Zappos kan je via internet schoenen kopen. Zappos heeft het hoofdkantoor neergezet in ‘downtown’ Las Vegas. Dit is een achterstandswijk, in schril contrast met he gebied waar de bekende hotels en casino’s staan. Door hun hoofdkantoor hier te plaatsen, helpt Zappos het gebied te ontwikkelen. In de buurt onstaat nieuwe activiteit: printshops, coffee shops etc.
- #75 Scrum (zo genoemd naar de scrum van rugby, dus geen afgkorting) is een werkwijze die is gestart in IT. Aan het werk, en het werk uitvoeren in ‘sprints’ van een paar weken. Snel terugkoppeling naar de klant, waar nodig aanpassingen maken, en weer door naar de volgende sprint. Scrum (of andere methodieken van ‘Agile’ werken) zijn sterk in opkomst. Ook in het gebied HR goed toepasbaar!