Strategies for Disrupting HR in Times of Change

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1 Strategies for Disrupting HR in Times of Change NHRMA 2018 Tacoma, WA Ceil Tilney Talent Management Principal 6 September 2018

2 Think About How does your organization address workplace change today? Do you know what impact new technologies and generations will have on how you get work done? What things are you changing in response? What things do you wish you could do? How do you measure success? What is it most important to preserve as you transform to survive in the new world? 2

3 Agenda Four Forces of Workforce Change New Models of Leadership Implications for Talent Acquisition and High Potential Q&A 3

4 Forces Driving Workforce Change Technological Revolution Greater Individual Choice Shifting Power Dynamics Shifting Demographics 4

5 New Models of Leadership 20 th Century Leadership Profile Leaders have the answers Chosen for experience, tenure, past results Developed as individuals through assessments, training, coaching 21st Century Leadership Profile Leaders innovate, collaborate to find new solutions Chosen for agility, creativity, ability to lead and connect teams Developed through culture, context knowledge sharing, risk taking, exposure to others - Adapted from Deloitte 2017 Human Capital Trends 5

6 What New Models Tell Us 6

7 Implications: Hiring the Best Traditional Model of the HR Leader New Model of the HR Leader VP HR Healthcare Provider 8-10 years employment, compensation, organizational planning, organization development, employee relations, safety, and training & development. 3-5 years management experience in healthcare field. SHRM-CP or SHRM-SCP, active affiliation with HR networks and organizations. Experience managing benefits, compensation, employee engagement, strategic planning, data analytics. Demonstrated ability to represent organization s human resources needs to the executive management team and influence leadership and direction. Knowledge of Federal and California labor laws Experience with ADP Payroll Solutions preferred. Computer proficiency in Microsoft Word, Excel, Outlook and PowerPoint CHRO - Pharmaceutical 20+ years successful global experience leading cross-functional HR or business/hr teams Critical thinking (risk, reward, potential outcomes) based on insights & data Uses research, networking, experience, and internal/external data to drive decisions in line with company s strategy, goals, mission and values Experience successfully managing significant change initiatives that drive business Sought out for advice and solutions Knowledge of significant HR areas of responsibility Track record of extremely high integrity, strong execution through diverse teams Passion for patients; champion of company values, diversity & inclusion Understands how business strategies affect the workplace and culture Influence across the company as a member of a senior management team 7

8 Implications: Succession Planning Qualities of Future Leaders Agility, creativity Ability to create highly engaged teams Innovative process, product, resource management Problem-solving ability Inclusiveness comfort with difference Considerations When in an individual s career do these emerge? What experiences test someone s ability to create engaged teams? How do you keep track of innovations? What metrics would tell us succession plans reflect the future more than the past? 8

9 Implications: Staffing in HR Traditional HRBP 8 years HR/OD/OE experience. Practical knowledge of compensation practices, employee relations, diversity, performance management, and federal and state employment laws Proficiency in Microsoft Office Workday HRIS experience. Experience in Mergers & Acquisitions. PHR, SHRM-CP, or SHRM-SCP credential New World HRBP Demonstrated ability to work within constraints and to challenge the status quo. Demonstrated analytical and problem solving skills. Able to analyze data, understand trends and develop recommendations for action. Comfortable with ambiguity, deeply complex strategy discussions. Effective communicator able to build relationships with senior leaders and a complex set of stakeholders to drive organizational change. 9

10 Summary: Right Management POV The World of Work Reality Critical Talent Strategy Demographic Shifts Changes leadership, communication, decision making profiles, role of diversity Succession Planning Leadership Assessment of High Potentials Technological Revolution Changes how work gets done, who does it, who leads it, leadership competencies Assessment for selection Assessment for development Leadership Individual Choice Changes employee/employer relationship, align business and career objectives to drive engagement and retention Career Leadership Individual Rise of Customer Sophistication Elevates complex skills, agility, learnability 10 Competency Modeling Success Profiles Individual

11 Right NHRMA: Management: Riding the Global Waves Career of Change Experts Advancement. Leadership. Energy. Performance. Thank You Ceil Tilney Right Management

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