Digital Disruption, Big Data and HR. Embrace or Avoid? August 2017

Transcription

1 Digital Disruption, Big Data and HR. Embrace or Avoid? August 2017

2 Presentation Agenda 2 What trends are we seeing? What are business' expectations for HR? What the Competencies of HR in the new economy? What are 3 things HR can do?

3 Linking HR to the Business

4 4

5 Four Forces Shaping New Context for HR Context Changes Social, technological, economic, political, environmental, demographic changes Stakeholder Expectations Inside (employee, manager) Outside (customer, investor) HR is not about HR It s about the business. 3 4 VUCA World (volatility, uncertainty, complexity, and ambiguity) Realty TV to realty politics, organizations, life Personal Affect (well being 6 I s) Intensity, individuation, isolation, indifference, immediacy, in-group

6 HR Evolution Perspective: What Is Your Greatest Challenge Today? 6 HR Outside-In (Beyond Strategy, Align Stakeholders) HR Strategy / Business Partnership (Turn Strategies into HR Actions) HR Functional Expertise (Design of Practices, COE s) HR Administrative Utility (Terms & Conditions of Work & Compliance) Time

7 From VUCA to DRET 7 Fig 2: VUCA+: Next-Generation VUCA (DRET) Volatility Pace of change Uncertainty Can t predict the future Complexity Playing chess on five levels Ambiguity Unclear where threat comes from Discovery Speed of reinvention, share of opportunity, Manage expectations Risk Increase agility, reduce variability, create controls Ecosystem Leverage partners, enable differentiated Teams, navigate paradoxes, shape networks Transparency Better sense of ext. changes, access to information and data, open communication

8 Changing Structures Fig 3: Evolution of Hierarchy to Market-Oriented Eco-organization (MOE) 8 Platform Control-Oriented Hierarchy Market-Oriented Eco-organization

9 What is an MOE? Fig 4: Market-Oriented Eco-organization (MOE) 9 Team or Cell Team or Cell Team or Cell Platform Team or Cell Team or Cell Team or Cell

10 The Future of Work-Bersin 10

11 The Future of Work-Bersin 11

12 The Future of Work-Bersin 12

13 New Research on Next Generation HR 13

14 What are the requirements for effective HR?

15 HRCS is the most comprehensive empirical review of the HR profession 15 Conducted jointly by The RBL Group and the University of Michigan with regional partners.

16 Round 7 HRCS is most global ever 16

17 HRCS models have evolved to reflect the changing expectations of HR professionals

18 The HRCS Round 7 Competency model represents the attributes that are needed to deliver results 18 Strategic Positioner Credible Activist Paradox Navigator Strategic Human Culture and Capital Positioner Change Total Technology Analytics and Change Curator Credible Champion Rewards Designer and Interprets Develops talent business Activist Steward Media and context Paradox Champion Integrator Compliance Interpreter Designs meaningful Navigator Manager work Decodes Influences Develops stakeholder leaders and relates expectations others Human Navigates paradox Designs Leverages Manages Capital Understands Earns Drives Gets the trust performance culture right compensation compliance Curator social and through internal data media results business tools Total Manages benefits Integrates operations Develops Interprets Rewards culture technical business technology Steward talent data Technology and Media Integrator Analytics Designer and Interpreter Compliance Manager

19 HR professionals: Competencies 19 Strategic Enablers Core Drivers Foundational Enablers

20 HR Competencies 2016 Domain Averages by Rater Type Purpose: show how average competency scores differ by rater type 20 1 All Raters 2 Self- Ratings 3 Supervisor Ratings 4 HR Associate Ratings 5 Non-HR Associate Ratings Strategic Positioner Credible Activist Paradox Navigator Culture and Change Champion Human Capital Curator Analytics Designer and Interpreter Total Rewards Steward Technology and Media Integrator Compliance Manager Overall Averages

21 How do you get invited to the table? Purpose: show how much of overall individual effectiveness can be explained by each competency domain when we account for the other competency domains at the same time* 21 Regression results Percent of Overall Effectiveness Explained by each Competency Domain (scaled to 100%) Correlation Results Impact of each individual competence on personal effectiveness (scaled to 100%) Strategic Positioner Credible Activist Paradox Navigator Culture and Change Champion Human Capital Curator Analytics Designer and Interpreter Total Rewards Steward Technology and Media Integrator Compliance Manager Total % explained by competencies 83.4

22 Who do you represent when at the table? Purpose: show how much of the value created for different stakeholders can be explained by each competency domain when we account for the other competency domains at the same time* 1 External Customers 2 Investors/ Owners *These results show the percentage of variance in value for stakeholders explained by each of the competency domains (scaled to 100%), cells larger than 10% highlighted for visual emphasis 3 Communities 4 Regulators 5 Line Managers 6 Employees Strategic Positioner Credible Activist Paradox Navigator Culture and Change Champion Human Capital Curator Analytics Designer/interpreter Total Rewards Steward Technology and Media Integrator Compliance Manager Percent of value explained by all competency domains together

23 Prioritizing HR Competence Actions 23 Hi Compliance Manager Credible activist Effectiveness Mean Analytics designer and implementer Culture and change champion Human capital curator Strategic positioner Paradox navigator Technology and media integrator 3.9- Total rewards steward Lo % % Business Impact

24 Value HR Department Creates for Stakeholders 24 Purpose: show how much of the value created for different stakeholders by the HR department can be explained by different categories of data* Overall business performance 1 External Customers Value created for Stakeholders 2 Investors/ Owners 3 Communities 4 Regulators 5 Line Managers 6 Employees HR Professional Competencies Activities of HR Departments Other Variables (e.g. strategy, culture) Multiple Regression adj. R *These columns sum to 100%, representing the percentage of explained variance in the model that can be explained by each variable category

25 Organizational Capabilities: Research on impact and effectiveness 25 Human Capital Focus Speed Focus Questions (importance for success) Talent: have competent and committed employees at all levels of the organization Ensure accountability: deliver on promises; meet performance goals; hold people accountable for performance Leadership: identify and create leadership attributes; distinguish leadership attributes at different levels; ensure that leadership attributes are linked to business results; build leadership brand Operational efficiency: continually find ways to reduce costs and efficiently use resources; increase standardization and routinization of work Customer responsiveness: know customers; be close to the marketplace; anticipate customer needs; build close relationships with target customers Speed: move quickly; change fast; reduce cycle time; have flexibility Mean Business Correlation Percent (100%) % % % % % %

26 Organizational Capabilities 26 Know-ledge Focus Questions (importance for success) External sensing: identify trends in customer and competitive markets; maintain sensitivity to local government, legal, and community trends Innovation: create products and services; identify new ways of getting work done; define new markets and product applications; specify new ways of reaching business goals Leverage technology: acquire and exploit the latest trends in all forms of technology (including electronic; product; and production process technology); apply technology for maximum competitive advantage Culture or shared mindset: identify and create a new culture that is required by the marketplace for products; services; and capital Alliances: form, manage, and leverage partnerships of all types (joint ventures, alliances, mergers, acquisitions, licensing agreements, etc.) Mean Business Correlation Percent (100%) % % % % %

27 Prioritizing Organization Capabilities: Based on Current Effectiveness and Business Impact 27 Hi Talent Customer responsiveness 4.2 Accountability Effectiveness Mean 4.1 Leadership Operational Efficiency 4.0 Innovation External Sensing Lo Lo 6.58% Leverage Technology Alliances Human capital Business Impact Speed/Agility Culture/ Shared mindset Knowledge focus Speed/Agility Hi 11.26%

28 Key Questions for HR Competence 28 What are overall competencies for HR professionals? 9 overall competency domains 3 core drivers; 3 strategic enablers; 3 foundational enablers How do you get invited to the table? Be a credible activist Which stakeholders are you representing while at the table? If inside (employee, line), be credible activist If outside (customer, investor), be a strategic positioner How do you create business value? Navigate paradox (manage tension and divergent convergent cycle) How do you build an HR department? Recognize the importance of HR department Build capabilities (information, speed, culture, collaboration

29 As we create value from the outside-in, we need to answer four crucial questions 29 Why HR Value Where Business Context Stakeholders What Individual Ability Leadership Organization Capability How HR Department HR Professionals HR Practices HR Analytics Search YouTube: Dave Ulrich, The Future of HR

30 30 HR as Digital Disruptors Digital Disruption is everyone s responsibility HR s mindset change Embed thinking across the organization Operate Outside-In Be connected to external trends that impacts the industry, business and function Regular reviews Build an Agile culture No such things as mistakes Ugly babies What are our norms?

31 Thank You. Contact details: