The document summarizes 7 key trends that will influence HR in 2009 and beyond. It discusses trends around globalization of HR requiring governance and compliance, talent management moving beyond hype to focus on workforce planning and skills, and employer branding. Other trends addressed include social innovation driving new ways of working, developing leadership and organizational structures, addressing global sourcing challenges, and using key performance indicators to measure HR's impact. The document provides analysis of each trend and how HR should respond.
The document discusses how companies are increasingly recognizing that more value comes from human factors like customer relationships, employee skills and knowledge, rather than just financial assets. It highlights the importance of understanding and measuring these intangible, human sources of value. The research found that CEOs see customers and employees as the most influential forces shaping their future businesses. In the next 18-24 months, companies plan to focus on reducing costs while also investing in innovation, marketing, upgrading talent and strengthening management - showing consideration of both financial and human factors. Overall the document argues that properly understanding and reporting on the human sources of a company's value is key to long-term sustainable success.
“Labor markets now are like raging river rapids.
Scrambling to the bank to escape it is not an option
because it will flow on without you. You have to follow
the river and master it, constantly paddling and
navigating. There is no calm blue ocean at the end;
the process never ends.”
— Jeffrey Joerres, ManpowerGroup Chairman and CEO
The third Management Conclave organized by the Indian Institute of Management Rohtak will be held over two days from October 5-6, 2013. The conclave aims to bring together industry leaders, academics, and management professionals to generate ideas on how businesses can promote growth during times of economic uncertainty through effective leadership. The event features keynote addresses and panel discussions on topics related to marketing, operations, finance, strategy, human resources, and information technology. The panelists will discuss strategies for adding value and adapting practices during constrained business growth.
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
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
Human Capital Strategies In A Slow Recoverytmccarrey
The document discusses a survey of 164 senior finance executives about their companies' human capital strategies in a slow economic recovery. Key findings include:
- Most companies plan to increase hiring over the next two years while keeping labor budgets steady, requiring them to maximize productivity from existing employees.
- Competition for qualified employees is expected to intensify as demand increases and the labor pool shrinks due to trends like an aging workforce.
- Companies will focus on maximizing workforce output over the next two years by improving performance management, training, and development rather than primarily minimizing labor costs.
- Establishing cost control practices is seen as an important initial step to provide an effective foundation for maximizing productivity through other human capital initiatives
Cfo magazine research human-capital strategies in a slow recoverypcoria
The document discusses a survey of 164 senior finance executives about their companies' human capital strategies over the next two years. It finds that most companies plan to increase hiring rates while maintaining similar labor budget levels, indicating an need to maximize workforce productivity. Competition for qualified employees is expected to intensify due to rising demand and a shrinking labor supply. While companies will focus on both minimizing labor costs and maximizing output, the majority will prioritize improving employee recruitment, retention, training and development over reducing costs. Establishing cost control measures is seen as an important initial step before focusing on boosting workforce output.
The document discusses how companies are increasingly recognizing that more value comes from human factors like customer relationships, employee skills and knowledge, rather than just financial assets. It highlights the importance of understanding and measuring these intangible, human sources of value. The research found that CEOs see customers and employees as the most influential forces shaping their future businesses. In the next 18-24 months, companies plan to focus on reducing costs while also investing in innovation, marketing, upgrading talent and strengthening management - showing consideration of both financial and human factors. Overall the document argues that properly understanding and reporting on the human sources of a company's value is key to long-term sustainable success.
“Labor markets now are like raging river rapids.
Scrambling to the bank to escape it is not an option
because it will flow on without you. You have to follow
the river and master it, constantly paddling and
navigating. There is no calm blue ocean at the end;
the process never ends.”
— Jeffrey Joerres, ManpowerGroup Chairman and CEO
The third Management Conclave organized by the Indian Institute of Management Rohtak will be held over two days from October 5-6, 2013. The conclave aims to bring together industry leaders, academics, and management professionals to generate ideas on how businesses can promote growth during times of economic uncertainty through effective leadership. The event features keynote addresses and panel discussions on topics related to marketing, operations, finance, strategy, human resources, and information technology. The panelists will discuss strategies for adding value and adapting practices during constrained business growth.
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
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
Human Capital Strategies In A Slow Recoverytmccarrey
The document discusses a survey of 164 senior finance executives about their companies' human capital strategies in a slow economic recovery. Key findings include:
- Most companies plan to increase hiring over the next two years while keeping labor budgets steady, requiring them to maximize productivity from existing employees.
- Competition for qualified employees is expected to intensify as demand increases and the labor pool shrinks due to trends like an aging workforce.
- Companies will focus on maximizing workforce output over the next two years by improving performance management, training, and development rather than primarily minimizing labor costs.
- Establishing cost control practices is seen as an important initial step to provide an effective foundation for maximizing productivity through other human capital initiatives
Cfo magazine research human-capital strategies in a slow recoverypcoria
The document discusses a survey of 164 senior finance executives about their companies' human capital strategies over the next two years. It finds that most companies plan to increase hiring rates while maintaining similar labor budget levels, indicating an need to maximize workforce productivity. Competition for qualified employees is expected to intensify due to rising demand and a shrinking labor supply. While companies will focus on both minimizing labor costs and maximizing output, the majority will prioritize improving employee recruitment, retention, training and development over reducing costs. Establishing cost control measures is seen as an important initial step before focusing on boosting workforce output.
This document discusses a survey of finance executives at manufacturing companies about their human capital strategies.
1) Most manufacturers plan to increase hiring over the next two years while keeping labor budgets steady, indicating they will need to maximize productivity from existing and new employees.
2) Finding skilled employees is becoming more difficult and competitive due to high demand, regional factors, and an aging workforce.
3) While cost control remains important, most manufacturers will primarily focus on improving recruitment, retention, training and development to maximize workforce output and productivity over the next two years.
The document summarizes key findings from the 15th Annual Global CEO Survey conducted by PwC. It discusses declining confidence in the global economy among CEOs. While confidence in their own companies' growth prospects is higher, no CEOs are "very confident" about 12-month revenue growth. CEOs are focusing on adapting their operations to local markets, addressing risks from greater integration, and making talent a strategic priority to overcome execution challenges and position for longer-term growth.
This document provides information about the 2009 Federal Workforce Policy Forum conference held from June 10-12 in Washington, DC. The conference focused on strengthening the federal workforce through strategic recruitment, development, retention and determining the appropriate balance of contracted versus government work. It provided highlights of keynote speakers and sessions that addressed topics such as employee engagement, retention strategies, learning and development, leadership competencies, and succession planning. Breakout workshops on June 12th covered succession planning and employee retention best practices. The event was hosted by the Performance Institute and sponsored by Federal News Radio.
This document summarizes key leadership practices at top companies that allow them to successfully drive organizational transformation and change. It discusses how Procter & Gamble transformed under new CEO A.G. Lafley in the early 2000s. It then outlines a leadership blueprint for managing continuous change, consisting of six core components: 1) Weaving leadership with strategy; 2) Starting leadership transformation at the C-suite level; 3) Investing in developing the best talent; 4) Institutionalizing formal leader development processes; 5) Grooming future leaders with the skills needed for tomorrow; and 6) Reinforcing desired future leadership behaviors. Top companies closely link leadership development to business strategy and have CEOs heavily involved in talent management.
The document discusses opportunities for recruiters in Asia Pacific. It notes that while Western economies are still recovering from the financial crisis, Asian economies like China, Hong Kong, Singapore, and others are experiencing strong growth and a booming recruitment market. Recruitment in the region is described as dynamic and growing rapidly across many industries. The region represents opportunities for experienced recruiters to help companies meet their growing talent needs.
This document discusses the role of the CFO as a corporate catalyst for change through process excellence. It argues that process excellence, rather than technical innovation alone, provides a sustainable competitive advantage. The document identifies several key processes that can give companies an edge, including shared services centers, centers of excellence, centralized procurement, and performance management. It provides examples of companies like Oracle, Experian, and Guohua Electric Power that have leveraged process excellence in these areas to improve efficiency, support global expansion, reduce costs, and gain competitive advantages.
The document discusses how companies can use economic downturns as opportunities to upgrade their talent. It suggests that companies redesign jobs to increase engagement, protect training programs, identify strong performers, and focus on internal culture and external reputation. This will allow them to strengthen their value to current and potential employees and position themselves well for future growth. The document provides examples of how Cisco Systems and International Paper successfully retained talent and culture during past recessions.
This presentation provides an overview of mergers and acquisitions (M&A). It defines mergers as a combination of two firms on an equal basis, while acquisitions involve one firm purchasing a controlling stake in another. Mergers can be horizontal, vertical, congeneric, or conglomerate. Cultural and organizational fit are important factors in M&A success or failure. Human resources play a key role by managing communications, training, retention of key employees, and addressing cultural clashes post-merger. Common mistakes include lack of early HR involvement, understanding employee needs, empowering leadership, and appreciating the time required for integration.
This business proposal outlines a training and human resources development venture called Takween that will provide customized training courses to state-owned organizations in Libya.
The proposal conducts a feasibility study that finds a gap between the skills produced by Libya's education system and the skills demanded by the labor market. Takween will aim to bridge this gap by designing and delivering high-quality, certified training programs in areas like English, IT, and business skills.
Takween will target ministries, oil and gas companies, and banks with common training needs. It will differentiate itself by offering free HR assessments and tailored courses. Financial projections estimate Takween will break even within 13 months, achieve a 92% return on investment after 5 years
This document provides a situation analysis of PetroLib, an oil and gas services company. It analyzes PetroLib's marketing approach and orientation, finding that the company lacks a marketing department and takes a production-oriented approach rather than being customer-focused. The document also examines PetroLib's organizational culture and power structure. While PetroLib has a large network and equipment fleet, it relies heavily on expat workers and ignores training and development of local staff. A PESTEL analysis of the macro environment and SWOT analysis of PetroLib's internal strengths and weaknesses are also included.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
The 15th Annual Global CEO Survey found that CEO confidence has declined as the global economic outlook remains uncertain. Half of CEOs expect the global economy to decline in 2012. However, CEOs remain more confident in their own companies' growth prospects over the next year. They are focusing on adapting their strategies and operations to important local markets, managing talent, and addressing risks in a more integrated global environment. Key priorities for CEOs include reconfiguring operations, developing talent strategies, and managing newly amplified risks from greater economic integration.
This document provides a report on managing human capital at ARC, a state-owned oil refining company in Libya. It discusses ARC's current human resource management practices and challenges. ARC currently lacks a formal HR department and faces issues like overstaffing, favoritism in recruitment and training, and a lack of performance management. The report evaluates different HR models and recommends ARC adopt an integrated strategic HRM approach to develop HR policies that fit its unique context. It suggests short-term planning to address overstaffing and other obstacles before developing long-term HR strategies to better support the business and retain talent. Overall, the report analyzes ARC's HR challenges and provides recommendations to improve practices and link them to
This is the full version of "Enter the Dragon", a whitepaper by Anthony Raja Devadoss, which is exploring the new talent challenges for asian economies.
This paper will give you a deeper insight in how to:
• Finding and securing talent in a tight employment market
• Retaining and managing existing resources to best effect
• Building the kind of corporate culture that overcomes challenges in the APAC region
• Obtaining the right talent to shift from a cost focus to a quality focus
• Managing rising costs
MBA assignment about Management Skills & Entrepreneurship Yousef S. Hamad
This document summarizes key reasons why new business start-ups often fail. It discusses poor financial management and cash flow issues as common causes of failure. Maintaining customers and acquiring new customers is also important, as losing customers means losing sales and profits. Additionally, losing key suppliers can severely impact production. The document emphasizes that a business needs a sustainable competitive advantage to succeed, and outlines factors like customer value, business tactics, and effective marketing that contribute to competitiveness. Finally, it notes that unforeseen events can also lead to business failure if not properly managed and planned for.
This document discusses business transformation in Asia and managing organizational growth across different regions. It suggests that while companies often adopt a geographic approach, viewing neighboring countries as similar, their business climates and talent environments can differ significantly. As an alternative, the document recommends using the "three horizons" model to group businesses according to their stage of growth rather than geography. Managing businesses according to these horizons allows for a common approach to priorities and challenges regardless of location. The rewards piece is also important, as total rewards strategies can help organizations achieve sustained growth during transformation.
This document discusses a survey of finance executives at manufacturing companies about their human capital strategies.
1) Most manufacturers plan to increase hiring over the next two years while keeping labor budgets steady, indicating they will need to maximize productivity from existing and new employees.
2) Finding skilled employees is becoming more difficult and competitive due to high demand, regional factors, and an aging workforce.
3) While cost control remains important, most manufacturers will primarily focus on improving recruitment, retention, training and development to maximize workforce output and productivity over the next two years.
The document summarizes key findings from the 15th Annual Global CEO Survey conducted by PwC. It discusses declining confidence in the global economy among CEOs. While confidence in their own companies' growth prospects is higher, no CEOs are "very confident" about 12-month revenue growth. CEOs are focusing on adapting their operations to local markets, addressing risks from greater integration, and making talent a strategic priority to overcome execution challenges and position for longer-term growth.
This document provides information about the 2009 Federal Workforce Policy Forum conference held from June 10-12 in Washington, DC. The conference focused on strengthening the federal workforce through strategic recruitment, development, retention and determining the appropriate balance of contracted versus government work. It provided highlights of keynote speakers and sessions that addressed topics such as employee engagement, retention strategies, learning and development, leadership competencies, and succession planning. Breakout workshops on June 12th covered succession planning and employee retention best practices. The event was hosted by the Performance Institute and sponsored by Federal News Radio.
This document summarizes key leadership practices at top companies that allow them to successfully drive organizational transformation and change. It discusses how Procter & Gamble transformed under new CEO A.G. Lafley in the early 2000s. It then outlines a leadership blueprint for managing continuous change, consisting of six core components: 1) Weaving leadership with strategy; 2) Starting leadership transformation at the C-suite level; 3) Investing in developing the best talent; 4) Institutionalizing formal leader development processes; 5) Grooming future leaders with the skills needed for tomorrow; and 6) Reinforcing desired future leadership behaviors. Top companies closely link leadership development to business strategy and have CEOs heavily involved in talent management.
The document discusses opportunities for recruiters in Asia Pacific. It notes that while Western economies are still recovering from the financial crisis, Asian economies like China, Hong Kong, Singapore, and others are experiencing strong growth and a booming recruitment market. Recruitment in the region is described as dynamic and growing rapidly across many industries. The region represents opportunities for experienced recruiters to help companies meet their growing talent needs.
This document discusses the role of the CFO as a corporate catalyst for change through process excellence. It argues that process excellence, rather than technical innovation alone, provides a sustainable competitive advantage. The document identifies several key processes that can give companies an edge, including shared services centers, centers of excellence, centralized procurement, and performance management. It provides examples of companies like Oracle, Experian, and Guohua Electric Power that have leveraged process excellence in these areas to improve efficiency, support global expansion, reduce costs, and gain competitive advantages.
The document discusses how companies can use economic downturns as opportunities to upgrade their talent. It suggests that companies redesign jobs to increase engagement, protect training programs, identify strong performers, and focus on internal culture and external reputation. This will allow them to strengthen their value to current and potential employees and position themselves well for future growth. The document provides examples of how Cisco Systems and International Paper successfully retained talent and culture during past recessions.
This presentation provides an overview of mergers and acquisitions (M&A). It defines mergers as a combination of two firms on an equal basis, while acquisitions involve one firm purchasing a controlling stake in another. Mergers can be horizontal, vertical, congeneric, or conglomerate. Cultural and organizational fit are important factors in M&A success or failure. Human resources play a key role by managing communications, training, retention of key employees, and addressing cultural clashes post-merger. Common mistakes include lack of early HR involvement, understanding employee needs, empowering leadership, and appreciating the time required for integration.
This business proposal outlines a training and human resources development venture called Takween that will provide customized training courses to state-owned organizations in Libya.
The proposal conducts a feasibility study that finds a gap between the skills produced by Libya's education system and the skills demanded by the labor market. Takween will aim to bridge this gap by designing and delivering high-quality, certified training programs in areas like English, IT, and business skills.
Takween will target ministries, oil and gas companies, and banks with common training needs. It will differentiate itself by offering free HR assessments and tailored courses. Financial projections estimate Takween will break even within 13 months, achieve a 92% return on investment after 5 years
This document provides a situation analysis of PetroLib, an oil and gas services company. It analyzes PetroLib's marketing approach and orientation, finding that the company lacks a marketing department and takes a production-oriented approach rather than being customer-focused. The document also examines PetroLib's organizational culture and power structure. While PetroLib has a large network and equipment fleet, it relies heavily on expat workers and ignores training and development of local staff. A PESTEL analysis of the macro environment and SWOT analysis of PetroLib's internal strengths and weaknesses are also included.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
The 15th Annual Global CEO Survey found that CEO confidence has declined as the global economic outlook remains uncertain. Half of CEOs expect the global economy to decline in 2012. However, CEOs remain more confident in their own companies' growth prospects over the next year. They are focusing on adapting their strategies and operations to important local markets, managing talent, and addressing risks in a more integrated global environment. Key priorities for CEOs include reconfiguring operations, developing talent strategies, and managing newly amplified risks from greater economic integration.
This document provides a report on managing human capital at ARC, a state-owned oil refining company in Libya. It discusses ARC's current human resource management practices and challenges. ARC currently lacks a formal HR department and faces issues like overstaffing, favoritism in recruitment and training, and a lack of performance management. The report evaluates different HR models and recommends ARC adopt an integrated strategic HRM approach to develop HR policies that fit its unique context. It suggests short-term planning to address overstaffing and other obstacles before developing long-term HR strategies to better support the business and retain talent. Overall, the report analyzes ARC's HR challenges and provides recommendations to improve practices and link them to
This is the full version of "Enter the Dragon", a whitepaper by Anthony Raja Devadoss, which is exploring the new talent challenges for asian economies.
This paper will give you a deeper insight in how to:
• Finding and securing talent in a tight employment market
• Retaining and managing existing resources to best effect
• Building the kind of corporate culture that overcomes challenges in the APAC region
• Obtaining the right talent to shift from a cost focus to a quality focus
• Managing rising costs
MBA assignment about Management Skills & Entrepreneurship Yousef S. Hamad
This document summarizes key reasons why new business start-ups often fail. It discusses poor financial management and cash flow issues as common causes of failure. Maintaining customers and acquiring new customers is also important, as losing customers means losing sales and profits. Additionally, losing key suppliers can severely impact production. The document emphasizes that a business needs a sustainable competitive advantage to succeed, and outlines factors like customer value, business tactics, and effective marketing that contribute to competitiveness. Finally, it notes that unforeseen events can also lead to business failure if not properly managed and planned for.
This document discusses business transformation in Asia and managing organizational growth across different regions. It suggests that while companies often adopt a geographic approach, viewing neighboring countries as similar, their business climates and talent environments can differ significantly. As an alternative, the document recommends using the "three horizons" model to group businesses according to their stage of growth rather than geography. Managing businesses according to these horizons allows for a common approach to priorities and challenges regardless of location. The rewards piece is also important, as total rewards strategies can help organizations achieve sustained growth during transformation.
Strukturerad dokumentation, uppföljning och utvärdering av stödgruppsverksamheter. Lokal uppföljning av stödgruppsverksamheter i samarbete med CAN, Journal Digital och Socialstyrelsen.
En presentation av Nicklas Kartengren, CAN vid konferens arrangerad av Socialstyrelsen och Socialdepartementet i Stockholm 100902.
Wp 7 Key Trends Influencing H Rin2009 And Beyond En V1Vivi Stening
The document discusses 7 key trends that will influence HR in 2009 and beyond:
1. Globalization of HR will require increased governance and compliance as work becomes more distributed internationally.
2. Talent management must move beyond hype to focus on strategic workforce planning in light of changing demographics and economic conditions.
3. Employer branding will be important to attract and retain talent.
4. Social innovation and smart working models will drive changes in how work gets done.
5. Developing organizational leadership for the future will be key as skills needs change.
6. Addressing the challenge of global sourcing of labor will remain important.
7. Use of key performance indicators can
The document discusses the changing role of human resource management (HRM) in modern organizations. It states that HRM must now focus on organizational outcomes like strategy execution, administrative efficiency, employee representation, and continuous transformation. Globalization, profitability through growth, technology, intellectual capital, and constant change are creating new challenges that require organizations to develop new capabilities. HRM has an opportunity to help organizations meet these challenges by becoming a strategic partner, optimizing work processes, championing employees, and enabling organizational agility and learning. The role of HRM is shifting from traditional activities like staffing to developing an organization's talent and culture to achieve competitive advantage.
The document discusses how many companies are shifting to globally integrated operating models where the home country is just one of many markets. This trend is being driven by the rise of global customer and talent markets, hyperconnectivity, cost pressures, and increased regulation. As companies make this transition, HR is playing an important role by helping design new global operating models, manage global talent, and lead change efforts across the organization. The shift represents a significant transformation that will require changes to structures, processes, and mindsets.
This document summarizes key findings from a survey of over 2,000 HR executives across 35 European countries on important HR topics. The four most critical topics identified are: 1) Managing talent, 2) Improving leadership development, 3) Transforming HR into a strategic partner, and 4) Strategic workforce planning. While executives see the importance of these topics, their capabilities are lagging, suggesting challenges in actively embracing the needed changes. The document also discusses trends shaping the senior management agenda, such as globalization, and how social media presents both opportunities and risks for HR that require integration and guidelines.
The document discusses the skills needed for project managers to thrive in disruptive times of technological change. It finds that the top six digital skills identified by HR professionals at innovative organizations are: data science, an innovative mindset, security and privacy knowledge, legal/regulatory compliance knowledge, ability to make data-driven decisions, and collaborative leadership. While these skills were ranked highly, the document notes that customer focus and change management skills could also be important for digital transformation. Overall, the document examines how organizations can best develop their project talent to manage disruptive technologies through skills training, tools/approaches, and culture.
1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
The document discusses predictions from 60 global HR experts on the top HR trends to expect in 2016. It shares summaries from experts on topics like talent management, leadership, employee engagement, and more. The experts predict that talent management, data-driven recruiting, tailored development, and workforce agility will be important. They also discuss trends in leadership like emotional intelligence, performance management changes, and benefit corporations. For employee engagement, experts suggest keeping HR simple, using predictive analytics, and focusing on continuous skills development.
This document provides predictions from 60 global HR experts on the top HR trends to expect in 2016. It summarizes the key trends discussed at HR conferences hosted by The P World over the past 5 years. The document is introduced by the organizer, who thanks participants and discusses the creation of the 2016 Global HR Trends Report. It then lists trend topics and provides short quotes from HR leaders on each topic, including talent management, leadership, employee engagement, employee experience, wellbeing and resilience, and people development. The experts discuss the importance of these topics and how organizations can better focus on them in the coming year.
This document discusses the emerging role of talent advisory services in organizations. It argues that talent has become a key factor in organizational success and competitive advantage. Effective talent management is needed to guide decisions around attracting, developing and retaining talent, while linking talent capabilities to business outcomes. Three forces are driving the need for sophisticated talent advisory services: (1) a risk argument that outlines how poor talent management can destroy shareholder value; (2) a value-creation argument showing a correlation between effective talent management practices and improved financial performance; and (3) a regulatory argument around compliance requirements. The document advocates for talent advisory functions to assess and mitigate talent risks, in a similar way that internal audit assesses financial and compliance risks.
The document summarizes discussions from two roundtables organized by PeopleStrong to discuss HR transformation in India. Key topics included defining core vs non-core HR functions, the need for HR to focus more on strategic activities and less on transactions, and how HR can transform its operating model through shared services and outsourcing non-core activities in order to become a more strategic business partner. Participants shared that HR must improve operational excellence, align more closely with business goals, and play more of an advocacy role to add value and enhance employee capabilities.
I base this presentation on the work of Ram Charan, whom I admire as a business leader and specialist practitioner.
I also include many of my own experiences and insights into Organisational Development, Growth and Long Term Sustainability
Caryn Walsh
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
This document discusses how inadequacies in talent management are negatively impacting companies' financial performance and ability to innovate. Some key points:
1) There is disagreement at the C-level about strategies for talent development, such as skills needed for senior roles and investment in training.
2) Many companies do not have effective succession planning processes in place for senior roles like CEO and CFO.
3) Common talent management tools used by companies, such as training, are seen as ineffective.
4) There is a lack of clarity around who is responsible for measuring the effectiveness of talent management strategies.
The document calls for companies to better embed human capital strategies in overall business strategies,
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
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Wp 7 Key Trends Influencing H Rin2009 And Beyond En V1
1. W HITE PAPER
7 KEY TRENDS INFLUENCING HR IN 2009
AND BEYOND
T REND #1 – G LOBALIZATION OF HR CALLS FOR
GOVERNANCE & COMPLIANCE
T REND #2 – T ALENT M ANAGEMENT : MOVING BEYOND
THE HYPE
T REND #3 – E MPLOYER BRANDING
T REND #4 – S OCIAL INNOVATION DRIVES SMART
WORKING
T REND #5 – D EVELOPING THE ORGANIZATION AND
LEADERSHIP OF TOMORROW
T REND #6 – A DDRESSING THE GLOBAL SOURCING
CHALLENGE
T REND #7 – K EY P ERFORM ANCE INDICATORS :
M ANAGING HR MEANS MEASURING HR
Version1.0 – Aug
2. INTRODUCTION
Human resource management will be a key focus area in
2009 as companies put in place strategies to cope with the
financial and economic crisis. In the past 10 years, HR has
spent much time re-inventing itself in order to be better
equipped to serve the business. Coming from a traditional
administrative role, HR has worked hard to revitalize its
services, aiming to better fulfill its strategic and tactical role.
Administrative services have been optimized and made as
(cost-) efficient as possible. Now that most organizations
have introduced new service delivery models, the focus
can be turned towards strategic and tactical support of the
business. External factors, in addition to the increasing
complexity of the business environment, all indicate that
companies must gather their strengths to try and
differentiate themselves from the competition in order to
survive in the turbulent world economy.
The start of a new year is a good moment to reflect on
current activities and create new plans. Are HR goals still in
line with company strategy or are external factors changing
so rapidly that the goals must be re-evaluated to enable the
company to meet new challenges? In this article we
challenge HR to reflect on this subject by describing the
most important external factors and how these findings will
influence HR in 2009.
ABOUT THE AUTHOR
Anita Lettink is Director HR Outsourcing at
NorthgateArinso in the Netherlands. She supports clients
in the creation of a more effective and efficient Human
CONTENT Resource function with a focus on outsourcing, shared
services and e-HRM. Anita has participated in many HR
Introduction 2 Transformation projects and HR Outsourcing engagements
for large-scale companies. Her major focus lies in HR
External drivers 3
service delivery, process improvement and technology
Trend #1 – Globalization 5 design. She has worked in a variety of roles ranging from
Trend #2 – Talent Management 6 expert consultant to project manager.
Trend #3 – Employer Branding 7
Prior to her current position, Anita was responsible for the
Trend #4 – Social Innovation 8 business unit Innovations & Technology Services. She has
Trend #5 – Leadership & Organizational extensive experience working for Dutch organizations and
development 10 acquired a high amount of international experience,
working on different global projects with multinational
Trend #6 – Global sourcing 12
teams. Anita is a regular guest speaker on the subject of
Trend #7 – Key Performance Indicators 13 HR Transformation and Outsourcing and has published
Conclusion 15 many articles and white papers.
#
7 key trends influencing HR in 2009 and beyond
Copyright 2009 NorthgateArinso www.northgatearinso.com | page 2
3. E X TE R N AL DRIVERS
From an economic and financial point of view, 2008 was a turbulent year. It
was the year in which stock markets lost on average 40% of their value, the
largest decline in one year since the Great Depression of 1929. It was the
year that saw large banks collapse or being acquired by others, and even the
nationalization of some. Commodity prices surged lower, oil prices traded at
an all-time high ànd low, central interest rates went down and the exchange
rates of currencies showed huge variations with the British pound trading at
the lowest point in many years. The instability in the financial sector
eventually lead to a worldwide recession, which impact will be uncertain for a
long time.
A number of national governments took emergency measures that gave
banks and companies some short term breathing room. The long term effects
of these measures remains to be seen. Therefore, 2009 will be a very
uncertain year: some companies will benefit from these circumstances, while
others have requested government aid to prevent them from going out of
business. Due to the lack of confidence within the financial sector, it is difficult
en more expensive for both organizations and consumers to borrow money.
This confidence however is crucial to grow the economy at home and abroad.
If the crisis made one thing abundantly clear, it is how closely knit the world’s
economic and financial systems have become: there are no countries in the
world that are not hit by the crisis. There are however differences. Asian
economies seem in a better place: the double-digit growth is over, but there
is room for single-digit expansion that relies on a stimulus of the internal
consumer market. The Western model, with its emphasis on shareholder
value and growth is heavily under pressure: it seems very likely that the world
after the recession will have different distribution of power than before.
7 DRIVERS FOR TOMORROW ’ S HR
Many organizations are preparing themselves for a period where large efforts
are needed to sustain them at the current level, and where downsizing more
than growth will be a reality. Based on the changes in the economic
environment, HR must reassess its strategy and realign to company
circumstances. We expect the following 7 factors to dominate the agenda; a
combination of short and long term factors at the national and international
level.
1. Economic: the financial crisis led to a lack of confidence in the financial
system. Economic growth stagnated in 2008 and brought a worldwide
recession. Unemployment, which was at a low level in many countries, is
rising, with the highest levels expected in 2010.
2. Over the next years many baby boomers will retire. The demographic
makeup of society is shifting: young people (generations X and Y) can in
numbers and in experience not replace the retiring generation, meaning
that after a temporary slow-down the “war for talent” will continue
unabated.
3. Compliance: Companies, in particular those listed on the stock market,
must comply with an increasing amount of rules and regulations to be
allowed to operate. As a result of recent scandals, regulations will come
under scrutiny, since they have not prevented them.
4. Globalization: New technological advances allow for work to be
performed where knowledge is most readily available, or where the price
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 3
4. is lowest. Terms such as nearshoring, offshoring and outsourcing
describe this phenomenon.
5. Business is changing from a capital-intensive to a knowledge-intensive
economy. Capital belongs to the company, whereas knowledge belongs
to the individual.
6. Partnerships: Companies are creating partnerships with each other for
the duration of a project (think of Philips and Sara Lee to create Senseo).
This even occurs between competing companies. As a result, the borders
between companies are fading.
7. Individualization: Society no longer consists of groups of people, but of
individuals, each with their own goals. These individuals belong to one or
more ‘tribes’. They demand individual solutions, not only with respect to
the place and type of work, but also to compensation and benefits, free
time and work-life balance.
When assessing HR strategy, it is crucial to review these external factors in
light of the current company context: if the company is downsizing, the fact
that baby boomers are retiring might not pose much of a problem. A tight
labor market has a different effect on a company that focuses on customer
intimacy than it has on a company that prides itself on operational excellence.
The role of HR is ultimately to focus on those factors that will have a large
direct effect on the company and that support growth.
Even though we expect that in 2009 many companies will make cost
reduction a priority, the long term focus must remain on strategic workforce
planning and diversity. Due to the retirement of baby boomers the total
makeup of the workforce will shift dramatically. Younger generations simply
will not be able to replace the leaving workforce. A short term decision to
reduce the company workforce due to the current crisis can be economically
sound, but can also substantially influence the long term sustainability of the
organization. HR must be creative in finding ways to retain the workforce in
size as well as in makeup and quality. HR also has to find ways to deal with a
more diverse workforce, where people from all ages and backgrounds must
work together in teams towards a mutual goal. We expect that more often
companies will at the same time hire and fire employees, albeit in different
parts of the world. We also see the growth of work-related communities
where people rotate between companies for the duration of projects.
In the remainder of this article, we will translate the factors to 7 trends that we
observe within the HR profession. Not all HR trends will be equally applicable
to all organizations, some trends can be more important than others,
depending on the current stage of a company. It is therefore important to
read these trends and assess their impact in light of your own organization.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 4
5. T R E N D #1:
G L O B AL I Z AT I O N O F H R C AL L S F O R G O V E R N AN C E &
C O M P L I AN C E
As companies operate more frequently in different parts of the world, they are
confronted with unfamiliar local rules and regulations. This is especially true
for HR, as in most countries labor is subjected to a combination of legal and
fiscal measures. This places demands on the HR organization when it comes
to governance and compliance, compensation and benefits, and workforce
mobility. It can be very costly if an organization does not comply with national
standards: not only can companies be fined, but the fact itself usually
damages the corporate reputation for a long time. As a result of the financial
crisis, we expect that additional international regulations will be introduced in
the financial industry.
It is not an easy undertaking to establish a unified HR governance model in
an international environment. However, when HR governance is setup in a
clear and concise way, it is far easier to ensure compliance. In an
organization with high mobility, a multi-country, consistent HR service
delivery model is a must, because employees increasingly expect similar, if
not the same treatment, regardless of their current location. To meet this
demand, many multinationals now organize HR in functional centers of
excellence and deliver HR through a worldwide shared services model. This
way of working ensures that expertise is centrally available, that there is an
agreed upon way of working and that local knowledge is involved when
necessary.
HR I NFORM ATION SYSTEMS
If HR service delivery is organized at the global level, HRIT support must
follow in order to deliver high-quality service. Systems must support a
consistent information delivery, with lower maintenance and integration cost.
HR Information Technology has matured in the past years and is better
equipped to support global organizations. These developments have led to
the introduction of global HR systems that enable multinational payroll and
are updated frequently by suppliers.
These updates include support for national legal and fiscal changes in order
to guarantee that the system is in compliance with current local standards. In
addition, vendors have developed templates and service delivery models to
enhance and accelerate the rollout of these HR information systems. Last but
not least, technical developments in the area of networking and security have
made the physical placement of systems nearly irrelevant: they can be
hosted anywhere in the world, provided data privacy legislation allows it.
The benefit of these developments is that an international HR Information
System can be hosted, implemented and maintained at a central location,
where it can be easily audited for compliance and data privacy. We also
observe a trend towards OnDemand applications (also known as Saas or
Software as a service) for HR, a model where the costs of a system are
determined by its usage, and the vendor is responsible for availability,
reliability and compliance. This not only leads to a cost reduction for HR IT
support, but also enables HR to phase out the fragmented system landscape
based on local HR systems. OnDemand makes it easier for companies of
any size to implement software and benefit from using the latest
developments.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 5
6. To further support compliance, organizations are introducing digital personnel
files. The digital personnel file offers a number of benefits compared to the
paper version: it is easier to locate documents, it saves office space and it is
easy to automate the periodical removal of expired information from the
digital files. Legal documents can be coded with a validity date, and elapsed
(work) permits and certificates are automatically reported. A digital file is
readily available to anyone who is granted permission to view it, including the
employee. This increases transparency and makes it easier to timely signal
deviations.
By moving to an international HR delivery organization, supported by a
worldwide HR database, multinational payroll and digital personnel files,
organizations not only improve their HR service delivery and ensure
compliance, but also have an accurate overview of the workforce at all times.
This allows for more reliable decision-making based on relevant data, making
it easier than before to anticipate to changes externally and/or internally.
T R E N D #2:
T AL E N T M AN AG E M E N T : M O VI N G B E Y O N D TH E H Y P E
The extent to which a company can respond to external opportunities and
1
threats is more than ever being determined by the talent of its employees ;
the knowledge and skills of the workforce and the manner in which the
organization is able to turn these assets into value are all determining factors.
If talent is managed professionally, and the interests of the employee and the
organization are tuned into one another, this will be to the advantage of both
parties. The employee will be competent, and the company will offer him or
her sufficient opportunity to develop.
The talent lifecycle (see illustration) initially focuses on determining the
required abilities, then on strategic workforce planning. Workforce planning
allows HR to establish a relationship between the company strategy and the
abilities of (future) employees: can the strategy be achieved with the current
●
1
To put this volatility into perspective, one has to note that the company profits from the
intelligent combination of the knowledge of several individuals. The departure of one employee
thus does not lead to the loss, but to the leakage of knowledge.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 6
7. skill sets or does a lack of certain skills pose problems in reaching the goals?
All of the data to answer this question are usually available within the
company. The question is if it is easy to turn this data into useful information.
We observe that companies are increasingly investing in stand-alone talent
management systems, without getting the basics of HR data right. Rather
than creating islands of talent management functionality in a sea of
disconnected, incorrect and erroneous data, companies should invest in a
reliable base containing HR information, in order to be able to drive higher
ROI when they invest in Talent Management. The ability to base strategic
workforce decisions on reliable HR information will leverage the investment in
any of the Talent Management processes.
In the service economy, knowledge is extremely important: if the company
does not have access to the right competencies and skills, the company
strategy cannot be executed, and this will affect the future of the enterprise.
Knowledge and skills can thus be seen as a part of the ‘company assets’,
comparable to a machine or tool. Shortages are typical for specialized and
experienced workers, and can coexist with relatively high overall
unemployment in the external environment. With the help of workforce
planning, HR can predict any excesses and/or shortages of skills and act
upon this before it is too late.
As knowledge exists in the mind of the employee, company capital has
become a lot more volatile than in the past, and the company will have to put
more effort into holding on to its employees. The way we look at employees
is changing: where organizations were used to think in terms of employee
groups, companies are now starting to differentiate based on rare abilities:
some employees are simply crucial to the company.
HR will have to ensure that this differentiation is emphasized in appraisal and
reward schemes, so that crucial employees feel recognized and valued and
other employees do not feel ignored. HR also has to support the business by
ensuring that adequate knowledge-sharing methods, training and
development opportunities are in place, so that a sufficient capacity (in terms
of skills) is available.
Differentiation is also required to ensure that career plans are carried out. A
manager relies on a stable team, and will not be inclined to allow a well-
performing employee to move into another part of the company: this would be
at the expense of his own results. This is not in the interest of the larger
whole, though. For the company, it is better that HR identifies new talent,
stimulates their development, and offers these employees challenging
opportunities within the company. This is especially true when dealing with
members of the new generations: they are used to think in projects, and will
switch to a different employer that offers them more challenging work as soon
as they view their current work as uninteresting.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 7
8. T R E N D #3:
EMPLOYER B R AN D I N G
Talent is not only present within the organization, but also exists outside of it.
It is HR’s role to identify talent, to develop it, and to incorporate it into the
organization. If a company must sustain itself within a tight labor market
containing a limited amount of talent, the ability to spot and attract talent is
crucial. Principles that are true on the commercial market are equally true on
the labor market. Just as you have to convince clients that your product or
service is indispensable, you have to convince new employees of your
uniqueness, and tie current employees to your company. This is about brand
awareness: who you are and what you stand for is important in the eyes of
the employees that spend a large portion of their week in your organization.
E MPLOYER M ARKETING
Achieving brand awareness as an employer is not easy: an elaborate
campaign is simply too expensive for most companies. HR must find creative
ways to create a coherent image, so that the same image is portrayed both
on the inside and on the outside, and the company’s identity is properly
reflected. The story being told during campaigns must match the inner
workings of the company.
Future employees have enough channels available to them to check the
validity of a story against the truth. If an innovative digital campaign is set up,
making use of social networks, or multimedia tools, the new employee will
expect to see this approach reflected within the organization. New
generations have been exposed to a wide variety of marketing-techniques,
and see straight through them. If the external corporate image does not
match the internal view, then it will be considered inconsistent and new
employees will leave the company soon after arrival.
G ENERATION Y
Employer branding is complicated by the fact that for the first time in history
four generations, with very different expectations, can be found on the labor
market and work together in companies. Whereas baby boomers tend to
spend long periods of time with one organization and advanced their career
based on knowledge and experience, the younger generations tend to follow
a non-linear career path with broad interests. They want to gain as much
knowledge and experience as possible, and do not hesitate to change paths
repeatedly.
Furthermore, the use of channels is different: baby boomers respond to
advertisements in the printed media, whereas generation Y is used to
working digitally, and makes use of social networks and similar options. They
will probably not even see your ads, but are made aware of the job by a
friend. As most companies only have a limited budget for promoting
themselves on the labor market, HR has to make intelligent decisions. This is
only possible if HR has a deep understanding of the people that possess the
needed skill sets, and how these future employees can be contacted on the
labor market. Differentiation and segmentation can also be a useful tool in
this domain: a social network can be a good way to bind a particular group to
your organization.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 8
9. T R E N D #4:
S O C I AL I N N O V AT I O N D R I V E S SM AR T W O R K I N G
The fluctuating labor market, combined with a multitude of technical
innovations, forces companies to look at ‘work’ differently. Social innovation
is about renewing the labor process, with the goal to increase productivity
2
and participation . Social innovation revolves around working more
intelligently and organizing work differently. The days when employees all
came to the office to spend their days together are behind us, but only a
handful of organizations are actively promoting this change.
In the IT-sector it is more common to work in virtual teams, split up an
assignment and contribute to it from all over the world, so that this
assignment is being worked on 24/7. Even though this is not a viable option
for all sectors, the way work is being assigned is becoming more flexible and
more project-based. In doing so, a company accesses the knowledge they
need at a particular moment.
Because the knowledge is with the employee, and the employee can choose,
he or she will be less tempted to opt for a traditional manner of work, and is
more likely to associate him or herself with the company only for the duration
of a project. More often, people will associate themselves with networks, and
participate in projects that are offered through these networks.
F LEXIBLE TIME AND PLACE
The decreasing mobility and ageing of the population put pressure on the
availability of talent and ensure that companies must actively pursue
alternative solutions (working from home, flexible work-times, policies that
take into account the personal situation of the employee) to commit talent to
the company. Here, we observe an interesting paradox: on one side,
employees demand a better balance between work and private life, and on
the other, work and private lives are becoming increasingly intertwined, as
people are working from home at times that are most convenient for them.
As employees collaborate remotely with each other, from different parts of
the world, the usability and reliability of tools and infrastructure becomes very
important. Employees are increasingly ready to perform all their transactions
via the web. Great adoption however requires a great user interface, and
minimal hurdles or clicks to perform HR transactions. Getting a spotless user
interface into place is a key requirement, especially with users that are
getting used to RIA (rich internet applications), Google-simplicity, and
iPhone-like interfaces.
Social innovation also leads towards a flexible attitude in work relationships:
we observe an increase in flexible contracts, temporary contracts,
mother/father contracts and flexible payment and benefits. More experienced
employees are switching to freelance work, or are working on assignments
towards a final result, where employees can determine themselves (within
reason) the time and place of work, as long as results are produced at a
certain time. Organizations are also introducing employment contracts of
fixed length (e.g. three years), where the employability of the worker is
evaluated very closely before an extension of the contract is offered.
●
2
According to the definition of the AWVN (Algemene Werkgeversvereniging Nederland –
Association of Dutch Employer). Wikipedia states that, although the term social innovation is
more common, the concept of innovative organization covers the topic better.
7 key trends influencing HR in 2009 and beyond
www.northgatearinso.com | page 9
10. R ESPONSIBILITY OF HR
Social innovation demands a change in the way both management and the
employee work, and emphasizes the need for a new form of coaching of
(both permanent and flexible) employees during the process of working
towards an end result, instead of daily guidance. HR has to take a leading
role in organizing this change and establishing this new way of working. For
example, how do you evaluate employees if they are working towards a
result? And how must compensation schedules be adjusted to support this
change? HR has the responsibility of equipping managers with the answers
to questions such as these. This is, after all, a new way of working for
managers, too.
More than before, HR must be aligned with the strategy of the company, and
turn these choices into viable policies. HR will have to initiate the discussion
on how this changes relationships within the company, and how this affects
contractual terms and conditions. Which skill sets are only employed on a
project base? What is an acceptable ratio between flexible and fixed
contracts for the company? To what extent can one individualize the
contractual conditions? To avoid conflicts, HR must develop clear statements
when determining who belongs to the core of the organization, who belongs
to the network, and who does not. It is the responsibility of HR to not
implement social innovation as a solution to a problem, but as a new way of
working, where both the employee and the employer can be challenged to
innovate as part of a mature working relationship in an attempt to increase
productivity.
T R E N D #5:
DEVELOPING TH E O R G AN I Z ATI O N AN D L E AD E R S H I P
O F TO M O R R O W
The borders of the traditional company are fading: depending on the contract,
another company can be either a competitor or a partner, or sometimes even
both at the same time. The result of this is that companies work together in
various combinations: sometimes assignments are fulfilled in-house, and
sometimes an assignment is carried out by a team consisting of various
partners and/or other external parties. To further develop an enterprise, it is
essential to create a network. This is above all a business responsibility.
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11. L EADERSHIP
If the borders of the company are becoming less strict, there is a strong need
for leaders with a vision, who can tie employees to the company by keeping
them aligned to a common goal. The role of HR in this is clear: they must
ensure that there are sufficient leaders, and that leadership is enabled to take
charge of the changes. Leading a virtual team spread out over several time-
zones and cultures in a complex network-environment is completely different
from managing an office in one location or within a national context. New
business leaders must be ready to act in complex, rapidly changing
environments. Research shows that most companies have not instituted a
succession process that covers critical roles, and many still lack formal
executive succession planning. Due to the imminent retirement of baby
boomers, companies may suddenly realize that their current management
teams will no longer be available. This poses a direct threat to the future of a
company, and puts a lot of pressure on HR to identify the leaders of
tomorrow, and to fill this gap with strategies for succession planning and
leadership development.
Not only are the borders with the external world fading: the internal side of
the business is also undergoing great changes. Due to the financial crisis
many companies are involved in major restructuring and cost cutting
operations. Because of the influence of private equity and sourcing
strategies, mergers and acquisitions are more common these days, leading
to a constant need for both integration and separation of business units.
Changes in the company force HR to ensure that employees are treated well
during any takeovers or separations. Changes not only have to be
implemented, but must be incorporated into the behavior of the employees.
Stubbornly doing things as before leads to a company becoming stuck in a
rut, and does not bring the desired agility and flexibility. The ability of HR to
show leadership during company changes is therefore becoming a crucial
asset. If HR has introduced changes within its own department and has
shown leadership in adapting to them, this can significantly contribute to how
they support changes related to the business environment.
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12. T R E N D #6:
AD D RESSI NG TH E G L O B AL S O U R C I N G C H AL L E N G E
The extent, in which HR is accepted by the business as strategic partner, is
based on the credibility of the HR department. If HR operates as a business
partner, it must ensure that the HR department is run in a professional
manner. Too often the operational tasks of the HR department influence their
capability to operate on a strategic and tactical level. HR must keep its tasks
under control, and ensure that the department is organized for maximum
efficiency and effectiveness. The collective opinion that HR is handling its
budget in a business-like manner can significantly contribute to the
acceptance of HR as a strategic and tactical partner.
The execution of a sourcing strategy means that every HR service (or HR
process) is evaluated based on certain criteria, amongst which the highest
quality, the best execution, the lowest costs and the most added value. The
HR service is then executed by an internal (or external) provider that offers
the best value for money. The range of services and suppliers that results is
called the sourcing mix – also referred to as ‘selective sourcing’. Mix is the
key word here: it is a misunderstanding that outsourcing is the only option. It
is important to determine which services HR wants to provide, and who best
provides these services.
The rapidly changing economic conditions encourage the creation of new,
flexible HR service delivery models. We expect companies to be looking
increasingly at piecemeal outsourcing: rather than selecting a single service
delivery model across all HR processes, companies will be combining
different delivery options. One can easily imagine a company combine
comprehensive outsourcing (BPO) for HR admin, a standardized managed
service for payroll, OnDemand delivery for talent management, and custom
RPO assignments to deal with sudden local hiring needs. On this point, we
expect the rise of OnDemand models in 2009, as they will bridge the gap
between BPO and in-house software solutions, balancing control over
process with cost control (Opex versus Capex).
S OURCING STRATEGIES
HR Outsourcing of administrative and transactional processes is becoming a
common phenomenon for many companies. HR nowadays is more inclined
to accept the expertise of the outsourcing provider and implement best
practice standards. The traditional “lift and shift” approach is rapidly
becoming a thing of the past, as experience has shown that better results
both in efficiency and quality can be reached by radically adhering to the new
standards offered by the vendor. Despite the current recession, research
show that outsourcing vendors are selected based on their expertise,
reputation and reliability, and that the cost factor is of lower priority.
3
In NorthgateArinso surveys performed 2005-2007 , we concluded that 80% of
respondents use external parties for HR services. External expertise is
contracted in matters such as policy development, training, recruitment &
selection and career advice: exactly the services that HR professionals want
to spend more time on in their new, more strategic roles. As HR is now hiring
external experts to carry out these tasks, the question arises if this is due to a
lack of time, or due to a lack of expertise. In most countries, the number of
●
3
‘HR in beweging, wat beweegt HR?’ ARINSO/Reed Business 2005, 2006,2007 (Survey: HR on
the move, what moves HR? - surveys performed in 2005, 2006, 2007 by NorthgateArinso in the
Netherlands)
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13. small companies that specialize in offering value added HR services is still
growing.
The success of outsourcing depends largely on good contract management.
In our research we found that only 16% of contracts are governed by an SLA.
This creates a problem, as without an SLA, HR cannot adequately evaluate
the service the vendor offers. This means that it is difficult to assess the
quality and the execution of the HR service. It also entails that HR does not
have enough insight into the service, and cannot adapt it to the growth or
downsizing of the company. Good contract management ensures that HR
understands what the outsourcing partner delivers, but equally important, that
the vendor understands how the company is changing, and how the services
should be adapted to these changes. Knowledge acquired like this can then
be applied by the HR department within the company to benefit sourcing
strategies in other departments.
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14. T R E N D #7:
K E Y P E R F O R M AN C E I N D I C ATO R S : M AN AG I N G HR
M E AN S M E AS U R I N G HR
If (turbulent) developments in the external environment lead to the need for
change within the company, this must be based on reliable data and
analyses. This is to avoid that organization continually reacts to changes at
the expense of its chosen direction incorporated in the mission and vision.
For HR this means having detailed (quantitative and qualitative) information
on workforce performance, leading to the ability to create business scenarios
based on a thorough analysis of all the available factors.
As mentioned previously, over the past few years many HR organizations
have taken the time to implement backend systems (often to comply with
legal obligations) including dashboards and warehouse solutions. As these
systems save data in a non-ambiguous manner, they can offer a valuable
insight into the performance and the make-up of the workforce. Business’
demand for key performance indicators is being continually better addressed
by HR.
A NALYSIS
The next step is processing this data in the context of business scenarios and
analyzing the consequences. Beyond this level, the company needs to
analyze more complex data to determine its productivity: utilization,
contribution, turnover and profit. HR must step up to meet the company’s
demand for adequate analysis of key performance indicators. This analysis is
crucial to the success of the company strategy and to the achievement of
HR’s role as strategic partner.
An example: Last year a client was planning to build a new factory on the
other side of the country. They hoped to circumvent the problems posed by
the tight labor market and wanted to be located close to certain large clients.
The negotiations with the municipality were at an advanced stage, and the
selection of a project developer had been initiated. In the meantime, HR took
the initiative of conducting a labor market analysis, from which could be
concluded that, due to an ageing population, this region would not have
enough qualified employees (with the required skill sets and certifications)
within five years. Furthermore, moving employees to the region was not an
option because of the cost associated with relocation policies. Most likely the
new factory would only be able to work at half capacity. This conclusion led to
the whole project being cancelled, and an expensive mistake was avoided.
When dealing with key performance indicators, it is important to reflect on the
inclusion of data resulting from best-of-breed system landscapes. In order for
management information to be reliable, clear definitions are needed. This is
increasingly difficult when aggregating information from various systems, due
to the fundamental differences in the way data is entered, processed and
stored. If data can not be shared, and does not contain exactly the same
information, it can not be consolidated. HR must keep this aspect in mind
when developing the HR system landscape and any potential extensions.
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15. CONCLUSION
In the previous paragraphs we have tried to explain what external factors we
observe in the market, and how these translate to HR trends. How can this
help you as an HR professional?
It is most certainly not our intention for the reader to apply the described HR
trends systematically to their own company and services over the course of
the coming year. Chances are that this will not take the current situation of
your own company into consideration, thus completely foregoing the goal of
managing HR in a strategic manner.
A thorough analysis, based on the opportunities and threats in the external
environment, and comparing these to the strengths and weaknesses of the
internal environment of the company will give better insight into which goals
HR has to adopt to advance the business. In our experience, methods from
4
marketing , like a SWOT analysis, can be easily adapted for use within HR,
and lead to good results.
The most valuable advice that we can offer to HR when determining the
strategy: if we assume that most knowledge-intensive companies consider
their workforce as assets, then it is essential that HR starts pro-actively
providing the company management with reliable information and adequate
analysis and predictions about this asset to support the company strategy.
They must supply accessible information about the population, future
expectations with respect to talent and skills, productivity and availability.
We have noticed that the average company has no idea of the impact a lack
of talent combined with a retiring population will have on their strategy. HR
must, just like business managers, be able to translate external trends to
future scenarios and determine the consequences for the company workforce
(“what if”). HR can thus instigate the discussion about the potential and the
effectiveness of human capital, and can take responsibility. This strategic
contribution to the achievement of company goals is the only way in which to
become a serious and respected sounding board for management.
●
4
See for example ‘Succesvolle marketingplannen’ by S. Santema et al., 1999
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16. NorthgateArinso is a leading global Human Resources software & services
provider offering innovative HR business solutions to employers of all sizes,
including Global Fortune 500 companies and many Public Sector organizations.
They help HR executives optimize their HR service delivery through smarter
process and more efficient technology, supporting key HR areas like workforce
administration, payroll, benefits, recruitment, learning, and talent management.
www.northgatearinso.com
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