Strategic Human Resource Management, Organizational Leadership, and the Future of Work

Transcription

1 Strategic Human Resource Management, Organizational Leadership, and the Future of Work Dr. Jonathan H. Westover Associate Professor of Organizational Leadership Utah Valley University Fulbright/AMINEF Senior Scholar Atma Jaya Catholic University of Indonesia May 12, 2017

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3 Agenda Why Strategic Human Resource Management Changing Trajectories of Work The Need for Interdisciplinarity Drivers of the Future of Work The Future of Work and Implications for Strategic HR The Rise of the Gig Economy and Implications for the Future of HR Skills We Need to Develop to Maintain Relevance in the Workforce

4 Strategic Human Resource Management The policies, practices, and systems that influence employees : behavior attitudes performance

5 Human Resource Management Practices

6 At Companies with Effective Human Resource Management Employees and customers tend to be more satisfied. The companies tend to: be more innovative have greater productivity develop a more favorable reputation in the community

7 A Human Capital Perspective Human Capital an organization s employees described in terms of their: training experience judgment intelligence relationships insight

8 A Supervisor s Involvement in Human Resource Management

9 Outcomes of a High Performance Work System

10 Changing Trajectories of Work? The last 50 years? The next 50 years?

11 World Economic Forum (January 23, 2018): The Global Business Context The Next 50 Years: The Impact of Technology on Business Leadership Movement from linear set-up to lattice/connected framework (all activities at all times) Think of yourself as a challenger; assume challenge and disruption; the challenge of convergence of markets Push a reskilling agenda within company to create value; encourage life-long learning Displacement of jobs (e.g. PWC projects that 40% of jobs will be replaced/displaced in the next 15 years; particularly low-skilled and financial service sector jobs) Hunt for talent in a robotic and automated economy: all companies tech companies; skill gap and tapping into other untapped labor markets; inclusivity/diversity; look at skillsets and not jobs Shifting company responsibilities (not just the bottom line anymore); CSR Shifting geo-political landscape (e.g. the rise of China, India, Global South)

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13 Is Interdisciplinarity in Organizational Leadership the Future? Interdisciplinarity involves the combining of two or more disciplines into one activity and is about creating something new by crossing boundaries, and thinking across them. Engaging HR students and practitioners and helping them to develop integrated knowledge, insights, problem solving skills, self-confidence, self-efficacy, and a passion for continuous learning are common goals that HRM educators bring to the classroom and that effective HRM practitioners bring to the workplace, and interdisciplinary professional development promotes realization of these objectives. Interdisciplinarity fosters advances in cognitive ability and benefits of interdisciplinary innovative practices including gains in the ability to: Recognize bias Think critically Tolerate ambiguity Acknowledge and appreciate ethical concerns (Kavaloski 1979, Newell 1990, Field et al. 1994, Vess 2009, Repko 2009)

14 Why should we try and get out of our functional silos in our work and as we lead?

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16 A Meandering Interdisciplinary Educational Background: A Waste of Time and Resources? B.S. Sociology: Research and Analysis Emphasis (graduated with 167 credits!) Math Major (freshman year, 5 math courses) Management Major (sophomore year, 6 management core courses) Accounting Major (junior year, BYU junior core courses) Sociology Major (senior year, a bunch of fun courses!) Management Minor, Korean Language Minor A gazillion extra courses, particularly in the hard sciences, arts, and the humanities (physics, biology, geology, chemistry, astronomy, art history, world history through literature, languages, choir, religious studies, etc.) MPA: Human Resource Management and Organizational Behavior M.S. Sociology (Work and Organizations; Comparative International Studies) Higher Education Teaching Specialist Certificate Graduate Demography Certificate Ph.D. Sociology (International Political Economy, Work and Organizations)

17 Recent Super Fun Interdisciplinary Classes! Culture, Politics and Power Leadership and Community Ethics, Sustainability and Social Impact Social Entrepreneurship Developing Human Capital Organizational Development and Change Global Leadership Research Knowledge Creation

18 The Value of Diversity: Diversity Wheel

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21 The Future of Work and Implications for Strategic HR Enablers of Technology Technology Disruptions HR Technical Disruptions What Does this Mean for Human Resources Talent Agility Framework

22 Processing Power

23 Cost of Storage and Memory is Decreasing

24 Pace of Patent Filing In 2008, the majority of grants went to overseas filers

25 Technologies that Will Disrupt Labor Markets Robotics Electric Cars Self-driving Cars Pharmacogenetics Quantum Entanglement 3D Printing Virtual Presence Blockchain Autotranslation Augmented Reality Retail without People Artificial Intelligence/Machine Learning

26 High Level Machine Learning

27 VC Funding of HR Tech

28 One of the best indicators of how fast things are changing is to look at the S&P 500 and a company s average tenure on the S&P going from 33 years (in 1964) to 24 years (in 2016) to 12 years by 2027

29 The Need for Quality Employees is Critical In today s business environment, the successful companies are the ones that are making large plays to disrupt the markets. Many companies are pursuing innovated approaches to outpace their competitors.

30 What Does this Mean for Strategic HR? For HR leadership, the next 5 years are going to be incredibly challenging to serve the organization

31 Strategic HR Considerations What are the core competencies of organizations that are prepared for these technological disruptions? What is HR s role in technological unemployment? What does this mean for HR budgets and technical footprints? Who s role is it in HR to be the futurist? How do we get HR to look externally outside the organization for strategy?

32 Diagnostic Questions for Talent Agility

33 Impact to HR Competencies?

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39 Interdisciplinarity in Action:

40 Interdisciplinarity in Action: California Valley Fire of 2015

41 How can we break free of our functional silos to drive organizational innovation?

42 Interdisciplinarity and Creativity and Innovation

43 Necessity of Interdisciplinarity for the Future of Strategic HR, Organizational Leadership, and Work Help colleagues to develop knowledge, insights, problem solving skills, self-confidence, self-efficacy, and a passion for continuous learning. Interdisciplinary learning includes gains in the ability to: Recognize bias Think critically Tolerate ambiguity Acknowledge and appreciate ethical concerns

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