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HR Challenges in 2020

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HR Challenges in 2020
- In-house HR will downsize
- Outsourcing will increase
- Better technology, more self-service
- Many Departments will disappear e.g. ‘benefit-in-a-box’ models e.g. Cost-effective, bundled health and welfare, wellness and retirement plans to organizations.

The new role of HR
- Strategic value
- Ability to make accurate projections
- Understanding the goals of the business
- Using metrics that have business impact
- Strategic planning requires in-house expertise
- Strategic thinking will be in-house HR’s new core competence
- HR Business Partners to HR Business Professionals who understand business operations & strategy

Published in: Recruiting & HR
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HR Challenges in 2020

  1. 1. Vivek Mehrotra Director HR (Last Mile) Head - Academy for Supply Chain Dean - Flipkart University
  2. 2. • Ambanis & Birlas of supermarket chains to join the e-commerce landscape. • Aditya Birla Group launched its e-commerce portal for apparel, abof.com • Spencer’s Retail acquired online grocery portal Meragrocer.com, to venture into fast growing e-commerce space. • > 60 per cent of the brick and mortar retailers have developed their e- commerce capabilities • Newer business models are coming up; On-line ticketing, Ordering, Delivery organization to Chat based ordering and delivery, • Government has shown their inclination towards e-commerce sector by opening up FDI in the business to customer (B2C) segment in a calibrated manner. Darwin’s theory – “Survival of the fittest” The Dawn of e-commerce
  3. 3. Supply Chain Organization
  4. 4. Supply Chain Organization HR as an independent function will no longer exist…
  5. 5. • In-house HR will downsize • Outsourcing will increase • Better technology, more self-service • Many Departments will disappear e.g. ‘benefit- in-a-box’ models e.g. Cost-effective, bundled health and welfare, wellness and retirement plans to organizations. HR Challenges in 2020
  6. 6. The new role • Strategic value • • Ability to make accurate projections • Understanding the goals of the business • Using metrics that have business impact • Strategic planning requires in-house expertise • Strategic thinking will be in-house HR’s new core competence • HR Business Partners to HR Business Professionals • HR Business Professionals who understand business operations & strategy
  7. 7. Generalist Independent Contributor Or Specialist Shift in HR functioning
  8. 8. 2020: Where four worlds co- exist Baby Boomers (born 1946 to 1964) Gen X (born 1965 to 1976) Gen Y (born 1977 to 1990) Gen G or Z (born 1995 to 2015)
  9. 9. HR Chalenges in 2020
  10. 10. • Tech Orientation (No manual transaction, Internet, App, Tab, Smart Phone) • Disruptive Thinking (Old Practices will be challenged, may it be Rewards, PMS, Comp & Benefits etc.) • Typical bell curve 10:80:10 will go away • Individual contracts, More work : More pay HR Challenges in 2020
  11. 11. Disruption through Technology
  12. 12. Language of New Generations End of manual transactions…Search for appropriate Mobile phones Laptop Tablets Video games Email SMS Twitter WhatsApp Chat Facetime Facebook
  13. 13. Mobile Access & Penetration
  14. 14. Mobile Access & Penetration
  15. 15. 2020: Where four worlds co- exist
  16. 16. Shift in HR functioning • Contract field force even at senior level, stability is no more a concern or is required • Managing a remote workforce • Leverage employees where and when they are most productive and impactful • New technologies to analyze the Work production V/s. Working time • Result-driven performance analysis
  17. 17. • Identify specific micro-segments of job seekers or job holders • Target them to bring into your firm, just like a marketing firm • Benefits to be informed at the time of hiring e.g. on the basis of performance delivered (A trip to … • To use unique individual tools to gauge social life e.g. (linkedIn/Facebook). This will throw insights for employee preferences, remuniration, including benefits... HR as Marketing Department
  18. 18. The new role • Each customer is acknowledged as unique? • Individuals have unique needs, yet HR policies remains the same • Uniform policies for all, why? And why not ‘My Plan’ from Airtel • “Show me the person and I will show you the policy” • Customized approach for each employee, and yet be a fair employer • e.g. Intranet site for employees to apply for any policy exceptions by giving reasons.
  19. 19. Performance Management
  20. 20. Need for us to CHANGE…
  21. 21. Employee Engagement…
  22. 22. Employee Engagement…
  23. 23. Rewards & Recognition… Customized Rewards
  24. 24. Learning & Development…
  25. 25. Learning & Development…
  26. 26. New Learning Paradigm Old way (Training) New way (Learning) Trainer driven Employee driven Just in case Just in time Event based 10-20-70 Classroom Multiple methods Input driven Output driven Individual process Team process Corporate curricula Personalized curricula Push Pull and push Efficiency Effectiveness
  27. 27. New Learning Paradigm • Maturity and emotional intelligence • Gen Y are more knowledgeable, more savvy, and sharper in many ways but this does not necessarily mean more maturity and that they are emotionally intelligent • Managing self - Issues like physical and psychological health have increased and the cost to organizations is increasing • People coming into the workforce are not aware about how to manage their physical, emotional, intellectual and spiritual health
  28. 28. Simulated Work Space…
  29. 29. • Conflicting expectations • Empowerment and independence • Gen Y questions as an attack on leader’s authority Gen Y’s: • Suggestions are radical • Life style - provocative • As if they want to break the rules Independence (Autonomy)
  30. 30. Independence (Autonomy) • Higher flexibility and work- life balance • Customised career paths • Transparency - 99:100:100 • Opportunity to make a difference globally • Major Dichotomy • Entrepreneurship and Job security • Well defined roles and variety at work • Challenging work and work- life balance
  31. 31. The new role • Opportunities for entrepreneurship • Google Foundation is willing to fund ideas that Google is not • Microsoft • Broad based Roles and bands e.g. Infosys has 24 career streams • Attrition goes up if an employee do the same job for 3 years or more • Frequent changes in jobs, while promoting multi-skilling, prevents the employee, and the organization, from acquiring depth
  32. 32. Flexible Timings • Gen Ys do not believe in fixed timings • ‘Work from home’ or ‘Flexi timings’
  33. 33. ‘Yeh Dil Maange More’ (Higher ROI) • Higher ROI both in terms of money and time • Gen Y expect more, but they can deliver more • Performance with corresponding rewards
  34. 34. Craving for Feedback • Infatuation about getting feedback • Eager to hear good words about their work • Small work such as, a presentation or just a memo • Used to getting instant feedback • Hunger for feedback an opportunity • Constructive criticism
  35. 35. Instant gratification • Gen Ys need instant gratification • Slightest discomfort or dissatisfaction triggers ex • Poor relationships with line managers (Immediate • Gen Y resists top-down • With parents or teachers they could negotiate wel • Do not resist the person but the approach
  36. 36. Monotony at Workplace • Averse of monotony at work place • Early career fatigue just 7 to 8 months • Innovative / Challenging projects • Team projects at work place and non- workplace
  37. 37. What is in it for me? • Understand psyche of Gen Y • “What is in it for me” • Gen Y boldly seeks explanation • Do not expect them to silently follow instructions • Involve them in decision making • Am I contributing to organization or to the world
  38. 38. MMS philosophy • MMS philosophy (Mujhe Mat Sikhao) • Exposure cannot be a substitute to experience • Criticism V/s. Opportunities to encounter ground realities • Self realization will force them to improve • Need to build lasting interpersonal relationships • Need to be careful about body language or tone of
  39. 39. • NO RULES fit ALL • “You Matter – We Care” • “You can’t clap with one hand” • WORK HARD but SMARTLY. Conclusion
  40. 40. Summary…
  41. 41. Supply Chain Organization Thank You www.vivekmehrotra.com Acknowledgement – bersin by deloitte

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