On June 20, 2019, Tom Haak of the HR Trend Institute (https;//hrtrendinstitute.com) conducted a training for the HR interim professionals of RVDB. These are the slides he used.

1. Van HR strategie
naar aktie
Workshop voor RVDB IP’ers
21 juni 2019, 13.00-17.00

2. Agenda
1. Opening en overzicht programma
2. Verbinden
3. Elementen van een HR strategie
4. HR Trends en de HR Trend Scan
5. De HR Priority Scan
6. Wat kan ik hiermee in mijn huidige opdracht?
7. Afsluiting
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3. Doelstellingen
• Vergroten van het vermogen van RVDB IP’ers om:
• Een HR strategie te beoordelen
• Een impliciete HR strategie te herkennen
• Kernelementen van een HR strategie te bepalen, ook als er weinig
informatie beschikbaar is
• Nog meer impact te hebben bij opdrachtgever(s)
• Enkele tools/ templates te leren gebruiken, die nuttig kunnen
zijn om als IP in te kunnen zetten:
• HR Priory Scan
• HR Trend Scan
• HR Plan framework
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4. Elementen in het programma
Voorwerk:
• Link met Tom op LinkedIn
• Stuur Tom uiterlijk 18 juni
een e-mail, met daarin:
• Je specifieke
verwachtingen voor
de sessie
• Je huidige opdracht,
evt met specifieke
uitdagingen in deze
opdracht
• Eerste oefening met
HR priority scan
21 juni (13.00 – 17.00)
• Interactieve/ informele
sessie
• Opening
• Elementen van een HR
strategie
• Vertalen van Strategie in
plan
• HR Trendscan
• De HR Priory Scan (uitleg
en oefenen)
• Kan ik hier wat mee in
mijn huidige opdracht?
• Q&A
• Afsluiting
Na-werk (jul-okt):
• Uitvoeren HR Priority
Scan voor organisatie
waar je werkt
• Skype-sessie met Tom (1
uur, 2-3 personen per
sessie) om uitkomsten te
bespreken
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5. Agenda
1. Opening en overzicht programma Verbinden
2. Elementen van een HR strategie
3. HR Trends en de HR Trend Scan
4. De HR Priority Scan
5. Wat kan ik hiermee in mijn huidige opdracht?
6. Afsluiting
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6. My Background

7. Agenda
1. Opening en overzicht programma Verbinden
2. Elementen van een HR strategie
3. HR Trends en de HR Trend Scan
4. De HR Priority Scan
5. Wat kan ik hiermee in mijn huidige opdracht?
6. Afsluiting
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8. The HR Plan
A. What is the
strategy?
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
• HRIS
Recruitment/
Selection
Staffing/ Succession
Mgt
Training/
Development
Talent Development
Performance Man
Compensation &
Benefits
Internal
communication
HR Trend
Scan
Clever use
of
People
Analytics

9. D. What is the
gap with the
current situation?
E. What are the priorities?
What is the plan?
• Focus on most burning issues
• Preference for high impact/ low
effort initiatives
Clever use of
People
Analytics
B. What capabilities need to be
strengthened?
• Leadership
• Technical/Functional
• Operational
C. What is the required culture,
to be successful?

10. 10

11. 11
HR Trend
Scan
(hrtrendinstitute.com)
Clever use of
People
Analytics
Recruitment/
Selection
Org Design
Talent
Development
Staffing/
Succession Mgt
Compensation &
Benefits
Training/
Development
Performance Man
Internal
communication
Worplace Design
Work Exprience Do nothing ................
Clever use of
People
Analytics
Clever use of
People
Analytics

12. HR Actions
12
Werving & Selectie
Bezetting/ Opvolging
Training/ Development
Talent Ontwikkeling
Performance Man
Compensation &
Benefits
Interne communicatie
Org Design
Capabilities Cultuur

13. [Include the Company Mission
here”]
“To make the world a better place
with our innovative technologies”
HR Plan
in one picture
(example)
Company strategy
• Growth [most companies want to grow…]
• Develop new services for segment X
• Become less dependent on Oil & Gas clients
• Expand into Asia
• Develop synergies with newly acquired companies
• Divest commodity business
Create One Company X Business Units A and B:
develop new services
targeted at Asian market
Move R&D facilities closer
to key markets (in America’s
and Asia)
Invest in new technologies
by participating in startups in
Europe (Berlin, Amsterdam)
Speed up time to market by
introducing and
implementing more agile
ways of working
Improve sales and
marketing
What is the required culture?
• Entrepreneurial
• Innovative
• International
• Collaborative
• Frugal
What are the people/ organizational capabilities
we need to strengthen?
• Sales and Marketing
• R&D Asia
• Agile way of working
• Collaboration/ NetworkingWhat is
the
gap?
International MobilityCollaboration
Talent for now and the
future
People/ org focus
High Quality HR team (basics in
order, capacity for projects, great
external partners)
Measurement (HR KPI’s, clever tools.
using people data for improvement) )
Strengthening
workforce in Asia
New ways of working
(Agile)

14. Pitfalls
• Taking HR too much as starting point
• Wanting to do everything
• Too much in too short time
• Wanting to do things for everybody
• Not working fact based
• Lose sight on employees and management
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15. 15

16. Agenda
1. Opening en overzicht programma
2. Verbinden
3. Elementen van een HR strategie
4. HR Trends en de HR Trend Scan
5. De HR Priority Scan
6. Wat kan ik hiermee in mijn huidige opdracht?
7. Afsluiting
16

17. ImportantTrends

18. 1. Personalisation

19. Personalization
The act of tailoring an experience or
communication based on information a
company has learned about an individual
Personalization: company tailors
Customization: employee tailors

24. Personalisation in recruitment
• Create your own job
• Choose your favorite recruiter
• Fast or slow process?

25. 2. Employee Focus | Employee Experience

26. 3. Speed

27. • First the basics right!We need to clean up the mess!
• First we need to implement our BIG HR system that can do everything
• We need more capacity
Speed: pitfalls and excuses

28. 4. New organisations/
New ways of working

29. Capability
Pool 1
Capability
Pool 2
Capability
Pool 3
Capability
Pool 4
Capability
Pool 5
Capability
Pool 6
Capability
Pool 7
Sourcing/
Staffing
The Organization,
built from teams

30. Also important….
• People analytics
• HR operations in the lift

31. 9 trend
areas
Short desciption
From hierarchy to network / from closed to open
The invasion of smart tech
Globalisation/ Localisation
Personalisation
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 3.0 | copyright HR Trend Institute

32. Trend
0
No, we are kind
of ignoring the
trend
1
Yes, we are
doing what
others do
2
We are
innovating
3
We are real
Trend Setters
4
We are far
ahead!
From hierarchy to network / from closed to open
The invasion of smart tech
Globalisation/ Localisation
Personalisation
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
The HR Trend Scan | To what extend is your organisation using the trends?
Version 3.0 | copyright HR Trend Institute

33. Agenda
1. Opening en overzicht programma
2. Verbinden
3. Elementen van een HR strategie
4. HR Trends en de HR Trend Scan
5. De HR Priority Scan
6. Wat kan ik hiermee in mijn huidige opdracht?
7. Afsluiting
33

34. 34

35. Agenda
1. Opening en overzicht programma
2. Verbinden
3. Elementen van een HR strategie
4. HR Trends en de HR Trend Scan
5. De HR Priority Scan
6. Wat kan ik hiermee in mijn huidige opdracht?
7. Afsluiting
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36. Agenda
1. Opening en overzicht programma
2. Verbinden
3. Elementen van een HR strategie
4. HR Trends en de HR Trend Scan
5. De HR Priority Scan
6. Wat kan ik hiermee in mijn huidige opdracht?
7. Afsluiting
36

37. - hrtrendinstitute.com
- Twitter: @tomwhaak
- Flipboard: The Future of HR
- Pinterest: The Future of HR
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