HR in the 21st Century › media › 5088 › dave-ulrich.pdf · 2019-10-04 · HR in the 21st...

HR in the 21st Century

Danish HR Association

Twenty Year Anniversary

October 3, 2019

Dave Ulrich

[email protected]

www.rbl.net

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Selected books

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How HR Creates Value

Ideas:Insights (principles) on HR challenges and trends

Impact:Assessments and actions for HR future

with

Assumptions: What is the emerging mindset for HR?

Emerging trends: What’s new in talent, organization, leadership?

HR update: How to upgrade HR department and professionals?

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Value Logic

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What is the most important “thing” that HR can give your employee?

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Value Logic

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What is the most important “thing” that HR can give your employee?

An organization that

wins in the

marketplace

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HR in the 21st Century: Assumptions

HR is not about HR, but value created for others

1. Recognize that value is defined by receiver more than giver

Application• Individual

• Leadership

• HR

• Organization

• Country

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2. Acknowledge and appreciate external business conditions

8Assumptions: Acknowledge and appreciate external business conditions

Right Wrong

Well 1 2

Poorly 3 4

Which is the best cell to be in? Which is the worst cell to be in?

Environment

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Changes in the world we live in …

Category

STEPEDPriority Trends and Examples Implications

Social• Changing lifestyle (family, urbanization, religion, well being)

• Working with diversity •

•

•

•

Technical

• Increasing digitalization

• Using technology for efficiency, innovation, information,

connection

Economic• Competing in global markets with new competitors

• Managing across the economic cycle

Political• Facing political unrest

• Adapting to regulatory shifts

Environmental• Increasing sense of social responsibility

• Building a community reputation

Demographic

• Adapting to the changing workforce (age, education, global,

expectations)

• Managing millennials

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Overall Logic for Digital

How do we

win in the

market

place?

How do we access

digital information

to make better

decisions?

How do we invest in

technology?

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Overall Logic for Digital

How do we

win in the

market

place?

How do we access

digital information

to make better

decisions?

How do we invest in

technology?

• Artificial intelligence

• Robots/chatbots

• Cloud data

• Internet of things

• Social media

• Machine learning

• Automation

• Etc.

How does HR support

the business digital

agenda?

How does HR build a

digital HR agenda?

Customer share

Investor confidence

Organization

capabilities

Employee

well-being

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Who are the customers or stakeholders for HR?



3. Serve all stakeholders inside and outside

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HR: Think HR Outside in

Partners/

Dealers Customers

Employees

Investors/

Owners

Line Managers

HR Key

Stakeholders

Communities/

regulators

Market value

• Financial

performance

• Intangibles

• Risk

Reputational value

• Social responsibility

• Regulatory

oversight

• Cultural awareness

Customer share

• Target

customers

• Customer

intimacy

Collaborative

value

• Partnerships

• Outsourcing

Strategic value

• Shaping strategy

• Creating

organization traction

Employee value/

Productivity

• Competence

• Commitment

• Contribution

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HR outside in: Evolution of HRH

R E

vo

luti

on

Time

HR Administrative Utility

HR Strategy

HR Outside/In

HR Functional Expertise

“so that”

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Ideas:Insights (principles) on what’s next for HR

Impact:Assessments and actions for HR value creation

with






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HR in the 21st Century: Trends


Overall trends: What does HR uniquely contribute to business dialogue?




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Relative impact of individual vs. organization

Individual

(talent, competence, workforce,

people)

Organizational

(culture, capability, workplace,

process)

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18HR in the 21st Century: Importance of talent and teamwork

What percent of the time is the leading scorer (winner of the

Golden Boot) on the team that wins the World Cup?

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Importance of talent and teamworkHow many of the “Best Actor/ Best Actress… Director” Academy Award winners in the

last twenty years were also in the “Best Picture” for that year?

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4. Deliver talent (talent innovations)




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Talent Innovations

CompetenceBringing people into, moving them through, removing them from organization

Commitment DHow do we keep our employees engaged to give their best efforts?

Employee experience connected to customer and investor outcomes

Contribution EHow do we help employees find meaning at work?

Believe, become, belong

ABringing people IN

• WorkTask planning

• Types of employees

• Hire for culture

BMoving people THROUGH

• Learning innovations

• Performance conversations

• Career mobility

CRemoving and retaining key

people

• Removing the right people

• Retaining the best

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5. Create the right organization (organization innovation)




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https://www.youtube.com/watch?v=jYCWT3CU0R

E

Rip currents swept

away a Florida

family. Then

beachgoers

formed a human

chain.

https://www.youtube.com/watch?v=jYCWT3CU0RE

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Network

Organization

Learning

Organization

Post Hierarchy

Organization

Ambidextrous

Organization

Boundaryless

Organization

Holocracy

Organization

Horizontal

Organization

Agile

Organization

Team of Team

Organization

Freedom at

Work

Organization

Exponential

Organization

Lattice

Organization

Emerging Organization Definitions

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Market Oriented

Ecosystem

(MOE)

Network

Organization

Learning

Organization

Post Hierarchy

Organization

Ambidextrous

Organization

Boundaryless

Organization

Holocracy

Organization

Horizontal

Organization

Agile

Organization

Team of Team

Organization

Freedom at

Work

Organization

Exponential

Organization

Lattice

Organization

Emerging Organization Definitions

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Evolution of organization form Hierarchy/

Bureaucracy

(Roles, rules)

Systems

(Alignment)

Capability

(Identity)

Market-oriented

Ecosystem (MOE)

(Reinvent)

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6. Great leaders and leadership




28Leaders must nail the fundamentals as well as

what makes our leaders unique

X

Leadership Fundamentals

60 to 70% of effective leadership

LEADERSHIPCODE

LEADERSHIPDIFFERENTIATORS

Leadership Differentiators


Agreement

on what our

leaders

must do

✓

29Leadership Code:

The DNA of Effective Leaders

30Leaders must nail the fundamentals as well as

what makes our leaders unique

X

Leadership Fundamentals


LEADERSHIPCODE

LEADERSHIPDIFFERENTIATORS

Leadership Differentiators


Agreement

on what our

leaders

must do

✓

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Leadership Differentiators (Leadership Brand)

Leadership

Differentiators

Firm

Brand

FIRM BRAND:

What are the top 3 things we want to be known for by our

target customers (and investors)?

LEADERSHIP DIFFERENTIATORS:

What are the leadership behaviors that would reflect

each firm brand?

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Ideas:Insights (principles) on HR in the 21st Century

Impact:Assessments and actions for HR value added

with






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HR in the 21st Century: HR for HR






HR for HR

7. Build a competitive HR department




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HR Department Evolution

HR Design Do we have the right HR

organization?

HR Transformation Does our HR department

change to meet needs?

HR Value

Proposition Does our HR department

deliver value?

HR Outside InDoes HR deliver value to

customer and investor?

Victory through

OrganizationDoes HR create sustainable

organization capabilities?

HR criteria and

assessment

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HR Criteria and Summary AssessmentCriteria Question

Rating(1-10)

1: HR Reputation What is the reputation of the HR department?

2: HR Context/Definition

of success

What are the criteria (settings) that shape successful HR work?

3: HR Strategy What is the mission or strategy of the HR department focused on

capabilities?

4: HR DesignHow is the HR department organized (roles, structure, accountability)?

5: HR and capability

assessment

How does HR facilitate organization capability assessment?

6: HR analytics How do we make better HR investments and choices?

7: HR practices How do we create and deploy HR practices?

8: HR Professionals What do HR professionals need to be, know, and do to be effective?

9: HR Work Style How does HR go about doing its work

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HR Work Style

Keys to an effective

relationshipSome specific behaviors applied to HR

Share a common

purpose

Find that you are better together than apart, being part of a community accomplishes more than being alone.

Respect differences

Express appreciation for what is good and right more than criticism for what is not right (20:1 positive to negative ratio in a couple; 5:1 in a team).

Govern, accept, connect

Manage expectations … 60+% of problems in marriage are not solved, but managed … Managing decision rights and agree about how decisions get made.

Care for othersBe delighted in the other person’s success; celebrate successes and embrace the other in failure; spend time together

Share experiencesRespond to bids (87% of bids are responded to in successful relationships)Turn to each other not away; built emotional bank account

Grow together

Have shared meaning you strive forLearn from the past, but don’t be stuck in it; focus on the future and what can be (feed forward)

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HR in the 21st Century: HR for HR






HR for HR

7. Build a competitive HR department

8. Develop HR competencies




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Round 7 Competency Model

Strategic enablers

Foundationalenablers

Core drivers

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Competences of HR professionals over 30 yearsMichigan, RBL, and many global partners over the seven rounds HR competency studies

Round 11987

Round 21992

Round 31997

Round 42002

Round 52007

Round 62012

Round 7Round 7/7

Total respondents 10,291 4,556 3,229 9,182 10,063 20,023 31,868

Business units 1,200 441 678 692 413 635 1,395

Associate raters 8,884 3,805 2,565 5,890 8,414 17,385 27,904

HR participants 1,407 751 664 1,192 1,671 2,638 3,964

[1]Business

Business Knowledge

(3.17)

Business knowledge(3.28)



Business ally(3.50) Strategic Positioner

(3.89)

Strategic positioner

(4.13)Strategic contribution (3.65)

Strategic architect(3.68)

[2]Human Resources tools

HR delivery

(3.33)HR delivery(3.41)

HR delivery(3.49)

HR delivery(3.69)

Talent manager & organization designer(3.80)

HR Innovator & Integrator(3.90)

(4.02)Human capital curator (4.01)

Total rewards steward (3.88)

[3]HR Information,Analysis,Operations

HR technology(3.02)

Operational executor(3.53)

Technology or information Proponent(3.74)

Technology and media integrator(3.92)

Compliance manager (4.32)

Analytics designer and interpreter(4.01)

[4]Change

Change

(3.65)Change(3.68)

Change(3.68)

Change and culture were combined into strategic contribution(3.65)

Culture and steward(3.80)

Change champion(3.93)

(4.01)Culture and change champion

(4.03)

[5]Organization and Culture

Culture(3.42)

Organization Capability builder(3.97)

Paradox navigator(3.99)

[6]Personal

Personal credibility

(3.78)

Personal credibility(4.03)

Personal credibility(4.13)

Credible activist(4.19)

Credible activist(4.23)

Credible activist

(4.33)

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Ideas:Insights (principles) on HR in the 21st Century

Impact:Assessments and actions for HR value added

with






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Let’s stay connected!!!

For more information or follow up, contact Dave Ulrich at [email protected]

Please follow me on LinkedIn to view my regular

posts with insights and tips.

mailto:[email protected]

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HR in the 21st Century › media › 5088 › dave-ulrich.pdf · 2019-10-04 · HR in the 21st...

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