Rethinking the World Rethinking HR

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2 Rethinking the World Rethinking HR - NHRMA th Annual NHRMA Conference & Tradeshow OCTOBER 5-7, 2015 // PORTLAND, OR Lisbeth Claus, Ph.D., SPHR, GPHR, SHRM-SCP Professor of Management and Global HR

3 Rethinking the world Rethinking HR Drawing from insights gleaned from her own research and her participation in the Global Trends Impacting the Future of HR Management Expert Peer Panel for The Economist Intelligence Unit and the SHRM Foundation, Dr. Claus will discuss salient global trends impacting the future of HR management. Based on the characteristics of this new world of work and the worker, she has identified the must have competencies of global HR practitioners required to play a strategic talent management role for their organizations.

4 Purpose Review the global trends impacting employment and talent management Predict the impact it will have on HR management Review a few 2015 HR disruptions (West coast pulse) Identify must have HR competencies required for adding value in this new environment

5 HR disruption Domestic HR=Global Global HR=Domestic

6 HR disruption (Global) HR is what (global) HR people are doing!

7 HR disruption What will you be doing in HR 5 years from now?

8 Sources

9 Global trends in talent, workforce and HR management 1. Evolution of work and the worker 2. Engaging and integrating a global workforce 3. Use of talent analytics for competitive advantage Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

10 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

11 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

12 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

13 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

14 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

15 1. Evolution of work and the worker Work Changing nature of work Growth/deceleration of emerging vs. developed markets Burden of labor regulations Workers Changing profile of the talent pool Changing nature of work relations Changing patterns of labor sourcing and mobility

16 Trend 1 forecast: (Evolution of work and the worker ) Globalization of business, changing demographics and changing patterns of mobility will continue to change the nature of work and the worker over the next five to 10 years. Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

17 2. Engaging and integrating a global workforce Talent skills gap Bifurcation of the workforce New educational models based on competencies Marginalized groups entering the workforce

18 Trend 2 forecast: (Engaging and integrating a global workforce) Cultural integration and clashes/unrest will continue to grow globally at both the societal and corporate level over the next five to 10 years. Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

19 3. Use of talent analytics for competitive advantage Existence of big data Growing access to real-time media and connectedness Proliferation and usage of ambient and self-reported data and evidence for decision-making Increased need for human capital risk management

20 What is HR analytics? How? Process Using a variety of HR and organizational data for the benefit of strategic decisionmaking by organizing, analyzing, interpreting and presenting that data in a meaningful way and giving it predictive and prescriptive power through the application of statistical tools and techniques. Source: L. Claus, Global HR analytics: making grounded talent management decisions for the global organization, In: L. Claus (Ed.,) Global HR Practitioner Handbook, volume 3, Global immersion Press (forthcoming, 2015.)

21 Trend 3 Forecast: (Use of talent analytics for competitive advantage) HR analytics and evidenced-based management will drive HR decisions HIGH DATA & ANALYTIC CAPABILITIES OF ORGANIZATIONS LOW Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

22 Global trends and forecast summarized TRENDS 1. Evolution of work and the worker 2. Engaging and integrating a global workforce 3. Use of talent analytics as competitive advantage FORECASTS 1. Nature of work and the worker will continue to change over the next 5-10 years 2. Cultural integration and clashes/unrest will continue to grow at the societal and corporate level over the next 5-0 years 3. HR analytics and evidencebased management will drive HR decisions Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

23 The challenges of (global)hr West coast U.S. talent management 2015 observations 5 DOTS HR competencies Concerns

24 Dot #1: Performance management Unconscious bias OKRs (Objectives & Key Results) Decoupling of PM and compensation

25 Dot #2: Work/worker Polarization of talent Unbundling of jobs Agile management Employee cost index On demand economy Human-robot relations HR apps

26 Dot #3: Talent management EVP and employer branding Social media recruiting Competencies + motivation Background checks Onboarding

27 Dot #4: Training & development Teaching moments Online bite learning Self-and internet-generated content Feedback and coaching Career-driven

28 Dot #5: HR analytics Ambient and self-reported/disclosed data Data mining Analytic piloting

29 Connecting the dots Performance management Work/Worker HR analytics Training & development Talent management Millennials Short term/real time ICT Data/evidence-based Instant feedback & coaching Transparency/visible

30 Concerns HR disruption HR malaise Where is the H in HR?

31 The challenges of (global)hr Perceptions of our role Strategic and tactical activities Global HR economics and analytics Proven competencies Lack of awareness of the potential of business (and HR) disruptions

32 (Global) HR competencies Abstract reasoning HR numeracy and analytics Creativity Interpersonal skills Integrative skills Global knowledge, skills and abilities Strategy-structure-people understanding Execution of transactional services Global deployment capabilities

33 Must haves COMPETENCIES SMART WORK PASSION NETWORKS APPETITE FOR RISK CREATIVITY INNOVATION INTEGRITY COMPASSION LUCK

34 What is your personal survival plan? Personal learning & development plan THE HR EXPERT PATH THE INDUSTRY/ SECTOR/ BUSINESS PATH THE GLOBAL PATH THE ANALYTICAL PATH THE SELF- DEVELOPMENT PATH

35 2015 Disruptive innovation has come to HR! PLEASE DON T SHOOT THE MESSENGER!

36 Questions and discussion Thank you and please stay in touch