ARCHITECTURE OF CHOICE DAVID DUCHEYNE CHIEF PEOPLE OFFICER SECUREX 1

Transcription

1 ARCHITECTURE OF CHOICE DAVID DUCHEYNE CHIEF PEOPLE OFFICER SECUREX 1

2 ABOUT SECUREX IT S NOT ABOUT RETENTION CUSTOMIZATION THE 5 TENETS 2

3 1.600 employees/experts in Belgium, France and Luxemburg 28 offices 25 in Belgium 2 in France 1 in Luxemburg Our customers: companies entrepreneurs accountants, brokers individual customers (B2C) Revenues in 2012: 246 million in 2012

4 HR Administration & Payroll HR Services HR Consulting & HR Research Talent Management Employer Employees Health & Safety Precention, Health, Wellbeing HR Insurance Professional Risks 4

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13 ARCHITECTURE OF CHOICE RETENTION THROUGH A DIFFERENT APPROACH 13

14 DO YOU LIKE WHAT YOU DO? IS WHAT YOU DO A BASIS FOR FUTURE SUCCESS? 14

15 IT S NOT ABOUT RETENTION IT S ABOUT DEVELOPMENT

16 WORKING LONGER WITH MORE PEOPLE CHALLENGE SHARED RESPONSIBILITY 16

17 FOCUS ON SUSTAINABLE EMPLOYABILITY THE CAPACITY TO WORK 17

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19 ABILITY SUSTAINABLE EMPLOYABILITY AGILITY

20 PERSONALIZATION OF WORK Adapting the context to the person According to individual charachteristics strengths, needs, ambitions, In orde to increase Sustainable employability Individual Performance

21 HOW? THE IDEAL FIT? CONFECTION? CUSTOMIZATION? 21

22 RESISTANCE NOT EFFICIENT NOT COLLECTIVE NOT FAIR PRECEDENTS SELFISHNESS 22

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24 COST OF LOW JOB QUALITY 20% DISSATISFIED HIGH EXPULSION LOW PARTICIPATION EXCLUSIVITY MENTAL HEALTH 24

25 PERSONALIZATION NOT EASY BUT FAIR INCLUSIVE THE ONLY CHOICE 25

26 RETURN HIGHER EMPLOYEE ENGAGEMENT HIGHERPERFORMANCE HIGHER RETENTION BETER WORK PRIVATE LIFE INTEGRATION RECRUITMENT OF SPECIFIC PROFILES RECRUITMENT OF MINORITIES PREVENTION OF HEALTH ISSUES WORKING LONGER

27 Personalisation is the only way forward EMPLOYEES EMPLOYERS LABOUR MARKET SOCIETY 27

28 5 TENETS PEOPLE VISION CONTEXT ARCHITECTURE OF CHOICE HR PRACTICES EMPLOYABILITY PLAN

29 INTEGRATED PEOPLE VISION

30 What do you want? What are you able to do? 30

31 Bring back the H By integrating human traits into the people strategy.

32 People are the heart of a winning strategy. Great businesses take care of them. 32

33 People are the heart of a winning strategy And great businesses are an asset to their People 33

34 Empathy Reciprocity Kindness Fairness 34

35 A people strategy has individual needs and strengths as starting point. Provides a context in which people can be successful. Aims at adding value to someone s life. 35

36 BUILDING A CONTEXT (IN WHICH PEOPLE CAN BE SUCCESSFUL) 36

37 CONTEXT BUILDING PEOPLE VALUE CHAIN LEADER SHIP CULTURE PROCESSES ORGANISATION ENVIRONMENT AGILITY ABILITY PERSONAL VALUE CUSTOMER VALUE COMPANY VALUE SOCIETAL VALUE 37

38 LETTING GO (AS MUCH AS POSSIBLE) HOLDING ON (AS LITTLE AS POSSIBLE) 38

39 Trust Freedom Responsibility Progress 39

40 ATTENDANCE RESULT PRESENCE AVAILABILITY FIXED PLACE FLEXWORK STANDARDISED CUSTOMIZED STEERING LEADING CONTROL TRUST LIMITATIONS ENABLING

41 ATTENDANCE RESULT PRESENCE AVAILABILITY FIXED PLACE FLEXWORK STANDARDISED CUSTOMIZED STEERING LEADING CONTROL TRUST LIMITATIONS ENABLING 41

42 Time How? Care Values Place Letting go Mean s Vision Holding on Results 42

43 RESULT A CONTEXT THAT ENABLES CHOICE

44 ARCHITECTURE OF CHOICE 44

45 MASS CUSTOMIZATION STANDARDIZED CHOICE I DEALS PERSONALISED CHOICE 45

46 MASS CUSTOMIZATION I DEALS COLLECTIVE SEGMENTATION STANDARD PROCEDURES OPT IN OR OPT OUT ACCESSIBLE INDIVIDUAL AD HOC DEVIATION NEGOCIATION WIN WIN NOT SECRETIVE 46

47 MASS CUSTOMIZATION MANAGEABLE EASY TO ASSESS CONSEQUENCES CAN BE A PART OF COLLECTIVE BARGAINING LESS FLEXIBLE NOT POSSIBLE FOR ALL WORK ISSUES AUTOMATED CLEAR COMMUNICATION PROCEDURAL RJUSTICE 47

48 FTE 50% 80% 100% What could it look like? Flexibili time Plaats 7u30 Thuis 48 Mobiel Satellite 19u00 Career orientation Expert Sales Consultant Manager Profession Health HR Finance IT Career Speed No Slow Fast Accelerate Engagement & Competencies Confirme d Experienced d Premiu m Fix

49 I DEALS VERY FLEXIBLE REGULATION CREATIVE TAILOR MADE LIMITED ACCESS? PRECARITY INTERNAL FAIRNESS WORKLOAD BINDING EFFECT MOTIVATING 49

50 Mass I Deals Job Learning career Remuneration Work Life Health Technology Functions Classroom Career Path Cafetaria Telework, Flex Health Program BYOD Job Sculpting Coaching Career Sculpting Deals Alternating contracts Health Coach BYOD 50

51 I deals Mass Customization Legal Flexibility Law / Rules 51

52 EVERYBODY DOES IT (ALREADY) I DEALS NOT FOR EVER AND FOR EVERYONE NO SHADY DEALS EMPATHY FAIRNESS KINDNESS RECIPROCITY COLLECTIVE BARGAINING? 52

53 PERSONALIZATION IS AN INSPIRATION FOR HR HR PRACTICES EVOLVE 53

54 HR PRACTICES JOBS LEARNING CAREER REMUNERATION WORKING LONGER 54

55 PERSONALISED JOBS QUALITY OF WORK JOB SCULPTING 55

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57 JOBSCULPTING TAILORED JOBS EMPLOYEE IN CHARGE FREE OF JOB ARCHITECTURE INFORMAL / FORMAL 57

58 Meaningfulness Flow Talent Learning Autonomy Dynamic and temporary Enables success Dignity Recovery Individual Support 58

59 FUNCTIONAL ARCHITECTURE GIVING SPACE JOB EVALUATION SUSTAINABLE EMPLOYABILITY 59

60 CUSTOMIZED LEARNING LEARNING STYLE LEARNING NEED

61 The Budget Paradox 61

62 Customized Learning Starting Point = concrete individual development question Take into account personal preferred learning style Self paced Coaching Technology 62

63 CAREER SCULPTING STEERING? MOTIVATION ABILITY 63

64 Back then Now # organisations Degree Essential Start Job tenure Long Short Hierarchy Many layers Flat Knowledge Stable Volatile Learning Job Employability Responsibility Organisation Individual Career Reactive Proactive 64

65 Classic Career Challenge Performance Competencies Establish Maintain Detach Explore Age 65

66 Boundaryless Physical Mobility Mental Mobility Protean Valuedriven Self Steering Briscoe & Hall,

67 Shutz & Olson 67

68 A career becomes a sequence of assignments across companies, industries, levels, content areas and (employment ) contracts CAREER COMPETENCIES CAREER COACHING CREATE MARKET VALUE THROUGH WORK EXPERIENCE 68

69 CUSTOMIZED REWARDING? SENIORITY? MARKET VALUE PERFORMANCE LIFE CYCLE 69

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74 AVOID I DEALS ON REMUNERATION MASS CUSTOMIZATION VIA CAFETARIA LEGALITY DO NOT UNDERESTIMATE ADMINISTRATION & COMMUNICATION PERFORMANCE RELATED REWARDING FOCUS ON APPRECIATION AND RECOGNITION 74

75 WORKING LONGER EXPULSE SPARE DEVELOP NUDGE 75

76 CLOSE ESCAPE ROUTES START DEVELOPMENT EARLIER THAN 45+ AVOID AVOIDANCE NUDGING: THE NEW PATERNALISM

77 Develop Spare Job Learning Career Rewards Work Life Health Culture 77

78 WORKING LONGER TARGET? APRRECIATE AVOID STIGMATA FOCUS ON PERSONAL ISSUES DEVELOP BUDGET 78

79 COLLECTIVE EMPLOYMENT PLAN INDIVIDUAL EMPLOYABILITY PLAN 79

80 MY ABILITY PHYSICAL AND MENTAL HEALTH MY AGILITY TALENT RESILIENCE ENGAGEMENT

81 PERSONAL LEADERSHIP DIGNITY AND COMPETENCE THERE S ALWAYS A CHOICE START FROM STRENGTHS AND NEEDS SUSTAINABILITY = ASSIDUOUSNESS IT S DEBATABLE NO TABOO MY WORK IS CUSTOMIZED 81

82 82 WHAT ABOUT SECUREX?

83 30% WORKS ON A PART TIME BASIS 25% STRUCTURAL TELEWORK 42% OCCASIONAL TELEWORK 8% INTERNAL MOBILITY 5% I DEALS INCREASED AGE AT ENTRY DATE HIGHER GENDER BALANCE 83

84 Attrition 84

85 Absenteeism 85

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87 87 Vitality

88 IT S NOT ABOUT RETENTION IT S ABOUT DEVELOPMENT

89 A COMPANY THAT DOES THIS CREATES GRAVITY

90 5 TENETS CREATE A PEOPLE VISION BUILD A CONTEXT INSTALL ARCHITECTURE OF CHOICE ADAPT YOUR HR PRACTICES STIMULATE EMPLOYABILITY PLANS

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92 David Ducheyne Chief People Officer, Securex

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