APKIT, Committee on IT Industry Monitoring

HR - trends & advisoryWho and what will help organizations to succeed

What business can learn from Olympic champions

How mobility works

Natalia Berdyeva

HR-Committee, LANIT

March 12, 2015

Goals

Present key HR trends– analysts and personal opinions, not all inclusive list,

but certainly important things to consider

Special focus – leadership, motivation, mobility. In motivation will see what business can learn from

Olympic champions

Show some cases

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Executive summary

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To succeed organizations need to be UNIQUE and think as a

START UP

This requires Leaders (leaders ≠ managers) and

distributed authority system

Traditional motivation do not work. Comparing employees btw

themselves and selecting “the best employee of the month/year”

humiliates and demotivates. Personalized assessment and

motivation – based on exact person skills and development

goals - is a need

“Work Life Flexibility” replaces “Work-Life” balance,

Mobility is a great helper in management

Modern HR needs technologies

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Part I

HR trends.

special focus –

Leadership, Distributed Authority System

Business optimization under the pressure of economic slowdown does not help to succeed. Technological progress can not be stopped. Companies need to be UNIQUE and think as a START UP or be out, or be in low margin business

Company needs to think

as a Start UP

Employee needs to be Entrepreneur

Company and Employee need to

be UNIQUE

Economy slowdown, sanctions, weak Ruble

High speed of technology progress

it took electricity ~50 years to achieve 90%

penetration, for refrigerators ~30 years,

for mobile phones ~20 years

Cloud, Mobility, Analytics, Social – today are not trends but platform, Digital World is a trend

Robots already strong in consumer market

Term “industry” is disappearing. Today internet

companies are also banks, even more they are their competitors

Business– despite political tensions –getting global. And workforce also …

Sources re Technologies penetration: New York Times, Nicholas Felton

http://www.nytimes.com/imagepages/2008/02/10/opinion/10op.graphic.ready.html5

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Run faster

Jump higher

Throw further

+

Be unique

In short, new business motto sounds like this

For HR this means focus on new skills – growing LEADERS first off, also introducing new organizational rules and structures

High Skills focus. No Mid or Low Skills. Low Skills replaced by machines, Mid Skills of less need in Innovative environment

New Skills – DigitalPeople who know how to connect business – client (person) – client (things) and not only.

Distributed Authority system Hierarchy organizational structure is “yesterday”. In Distributed Authority system everyone

is a leader in their role, Expertise not job titles are constituent of status and influence

Collective mind for innovationsPeople working together through connection and collaboration, both internally and

externally

Work Life Flexibility replaces the Concept of Work Life BalanceWork when needed, Mobility, Free workers, etc.

and who will drive this all ?

Leaders (leaders ≠ managers)

– they think, challenge existing & create new business models

– they provide direction

– they inspire others

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Some simple illustration of Managers vs Leaders

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Often organizations have good Managers not Leaders. Growing Leaders requires a systematic approach

“We have strong managers,

not leaders — and we need

strong leaders to achieve our

strategic objectives”

said a U.K. HR director

“We have hired and trained

people to work in silos. We

need to identify future leaders

who can operate in a globally

integrated company and train

them to think and work

globally”

Senior vice president of HR in

the United States

Sources: Working beyond Borders, Insights from the Global Chief Human Resource Officer Study, IBM

at http://www-935.ibm.com/services/c-suite/chro/

Look beyond headquarters• Identify and cultivate rising stars regardless of location.

• Use global issues facing the organization as the basis for

real-life learning experiences.

• Offer short-term, focused opportunities for individuals to

work in new markets/geographies.

Nurture creative leaders• Provide opportunities for creative leaders to move beyond

traditional leadership styles.

• Incorporate external perspectives (e.g., suppliers,

customers) into leadership development efforts.

Create rigor around leadership

investments• Analyze future business trends to determine leadership

requirements for emerging business opportunities/locations.

• Create company-specific models, processes and

assessment tools for leadership roles.

• Monitor job progression of potential future leaders from

around the globe.

How to grow a Leader

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Distributed authority system - where everyone is a Leader - is a need to create innovative climate in a company

To create UNIQUE products, you need people

with free mind, authority to make decisions and good sense of accountability

Thus no job titles, no managers, no hierarchy

Extension of rights and responsibilities is the core of the company “rules of games”

Everyone becomes a leader in their role and a follower of others

Holocracy

empowerment is integrated into the core of

the organization. Everyone becomes a leader

Special credit goes to Ann-Victoire Pince, IBM France, for sharing

experience on Holocracy and Wirearchy.

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One last important comment for this part

People are your assets, not liabilitiesAlexander Gaertner, CFO, IBM Russia/CIS

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Part II

special focus –

Motivation & what business

can learn from Olympic champions

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Best Performers

Can “traditional” motivations motivate further?

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Staff appraisal is a delicate process. If you have “runners” and “swimmers” in one

team, choosing the best performer btw them is not fair. Now when you have

“everyone” being a Leader – you need to think of some new motivations

If jobs are

not 100% same

For some jobs “best performer” may still apply, but we are

focusing on the Leaders, Entrepreneurs and alike, right?

If jobs are

100% same

Special credit goes to Elena Belova, Business Controls and Risks Manager, IBM Russia/CIS, for the idea to

illustrate the team with “swimmers” and “runners”

you leave your staff frustrated of what to do to be

the Best. If they don’t see clear goal – they are

seldom motivated

are you sure you are in Innovative company?

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Business can learn from Olympic Champions of how to win. When in race –

they switch focus on performing their best

2 components to a Olympic winning attitude:

Desire to win (externally driven)

Desire to perform

your best (internally driven)

When the race, good Olympians switch

their focus – from worrying about

winning to worrying about performing

their best

Source: Get an Olympic Attitude: How to Be a Winner, Even When You Lose by Karen Asp with Peter Haberl, a sports psychologist with

the United States Olympic Committee at http://health.cvs.com/GetContent.aspx?token=f75979d3-9c7c-4b16-af56-

3e122a3f19e3&chunkiid=13811

After the race, they'll assess their

performance not just on the outcome

but on how well they competed

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Bonnie Blair, gold medalist speed skater,

raced not against her competition but against the clock

Joanna Zeiger, a triathlete from Maryland,

took to the 2000 Summer Olympics in Sydney.

She does not put any pressure on herself to win,

only to do her best and have fun while doing it

Olympic Attitude: What they thought when they achieved

Source: Get an Olympic Attitude: How to Be a Winner, Even When You Lose by Karen Asp with Peter Haberl, a sports psychologist with

the United States Olympic Committee at http://health.cvs.com/GetContent.aspx?token=f75979d3-9c7c-4b16-af56-

3e122a3f19e3&chunkiid=13811

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Olympic Attitude: What they thought when they achieved

• Valery Kharlamov (VK): "I can not play like before. "

• Anatoly Tarasov (AT) "Who told you that? It is just you who decides if you can or can not! Only you and nobody else! You have to play!"

• VK: "I'm not going to Canada championship."

• AT: "Why to talk about Canada? Are you playing with the purpose to go to Canada championship? Are you playing for the sake of fame and awards? You must live, got it? Live and not for Canada championship. Live and play. And make choices, Valera, every day! Your number is 17, the whole world knows it."

Special credit goes to Aman Khanna, Country Head, Russia at Ranbaxy Laboratories Limited, for recommending

“Legend N17” film as a source of good lessons for business.

Source: “Legend N17” film

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Source: Get an Olympic Attitude: How to Be a Winner, Even When You Lose by Karen Asp with Peter Haberl, a sports psychologist with the

United States Olympic Committee at http://health.cvs.com/GetContent.aspx?token=f75979d3-9c7c-4b16-af56-3e122a3f19e3&chunkiid=13811

Obstacles That Stop You From Being a Winner:• focusing on the outcome

rather than the activity• obsession with comparing

yourself to others

Focusing on outcome, comparing employees with each other stops from winning.

Personalized assessment and motivation – based on exact person skills and

development goals - is a need

=> You need to adopt internal ways to measure your performance, rather than just comparing yourself against other people

Do you help your employee to perform = to win ?

Do your comparisons make sense?

May be you want to consider prizes for everyone who is unique?

Say “Innovator”, not best Innovator, just Innovator?

Olympic Attitude: What stops, what motivates

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Some more proves of how comparing people is not good &

what is really important for personal motivation and growth

“The Ultimate Goal Is To

Be Better You Today Than You Yesterday,with A Plan To

Become Even Better Tomorrow”

Amy Rees Anderson& you will see similar thoughts from many successful people of the world

Source: “The Ultimate Goal Is To Be Better You Today Than You Yesterday, with A Plan To Become Even Better Tomorrow” Amy Rees Anderson http://www.forbes.com/sites/amyanderson/

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That what employees really want

Source: На подходе поколение, для которого работа не главное в жизни, Оксана Гончарова, Vedomosti.ru , 14.08.2014

http://www.vedomosti.ru/career/career-career/news/32111041/v-rabote-glavnoe-otdyh#ixzz3AMu7eEfN

2014

+~2 years

2012 Change

Career growth 38% 45% ▼

Learning opportunities 18% 22% ▼

Good image of the company 15% 18% ▼

Opportunity to participate in large-scale and

interesting projects

37% 35% ▲

Good atmosphere in the company 37% 35% ▲

Official employment 36% 34% ▲

Foreign projects and trips 17% 16% ▲

Professional colleagues 18% 16% ▲

Flexible schedule of work 15% 11% ▲▲

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Part III

special focus – Mobility

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Source: IBM Mobility in numbers, http://www-935.ibm.com/services/us/en/it-

services/pdf/3606_b_ibm_gts_mobility_announcement_mm_infographic_infographicpdf_051012.pdf

Mobility, still questioned by number of managers in Russia esp. in part of

employee remote work

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Do you still question Mobility?

Sir Richard Charles Nicholas

Branson - British entrepreneur,

founder of Virgin Group which

includes about 400 companies

working in different areas

One of the richest people in the UK,

his wealth is US$ 5 billion.

He manages business from an

island in the Caribbean Sea

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Part IV

Cases

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Technologies for HR – is a must to be effective

Source: Joel Waterman, Driving a Smarter Workforce with IBM Business Analytics,

ftp://public.dhe.ibm.com/software/ae/businessconnect/pdf/Joel_Wateman_Your_employees_Your_most_valuable_asset_HR_Analytics.pdf

Special credit goes to Dmitry Puchkov, Smarter Workforce Sales Leader R/CIS & CEE Central,

for sharing expertise on HR technologies

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5 Qualities Google Looks for in New Hires

1. General Cognitive Ability and it’s not I.Q, learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information.

2. Emergent Leadership. Interviewers at Google want candidates who will know when it's necessary to step up and lead a team, and when to step back, help carry out a project, and let someone else take charge. Both taking and relinquishing power at the appropriate time is critical to being an effective leader.

3. Humility. people who are the most successful here, who we want to hire, will have a fierce position. They’ll argue like hell. They’ll be zealots about their point of view. But then you say, ‘here’s a new fact,’ and they’ll go, ‘Oh, well, that changes things; you’re right.’ You need a big ego and small ego in the same person at the same time.“

4. Ownership. Taking ownership of a project brings with it a sense of responsibility. Good employees can't wait to be given a problem or a task. They need to feel a sense of ownership that drives them to find new problems to be solved and opportunities to take advantage of.

5. Expertise. Google isn't simply looking for traditional scholars. Bock mentioned the “proportion of people without any college education at Google has increased over time” — now as high as 14 percent on some teams. This is one of the big ideas that drives us at Code Fellows. There are Computer Scientists who go the traditional route through the university system, which is massively important. But there is also a huge set of self-learners and people who've been through bootcamps who are software engineers. Google sees the value in both.

Source: Forbes 2014 How Google Picks New Employees (Hint: It's Not About Your Degree)

http://www.forbes.com/sites/erikaandersen/2014/04/07/how-google-picks-new-employees-hint-its-not-about-your-degree/

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Thank you!

Natalia Berdyeva,

Market Development & Insights Leader, IBM Russia/CIS

Coordinator, Committee for IT Industry Monitoring, APKIT

Cell: + 7 (985) 761 59 74,

e-mail: Natalia.Berdyeva@ru.ibm.com

LinkedIn http://www.linkedin.com/pub/natalia-berdyeva/6/970/35

Back up

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Useful materials (1/2)

Working beyond Borders, Insights from the Global Chief Human Resource Officer Study,

http://www-935.ibm.com/services/c-suite/chro/

New expectations for a new eraCHRO insights from the Global C-suite Study

http://www-01.ibm.com/common/ssi/cgi-

bin/ssialias?subtype=XB&infotype=PM&appname=GBSE_GB_TI

_USEN&htmlfid=GBE03592USEN&attachment=GBE03592USE

N.PDF#loaded

The Customer-activated EnterpriseInsights from the Global C-suite Study

http://www-935.ibm.com/services/us/en/c-suite/csuitestudy2013/

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Useful materials (2/2)

APKIT/IBMhttp://www.slideshare.net/nataliaberdyeva/2015-

42093981

APKIT/IBMhttp://www.slideshare.net/nataliaberdyeva/analysts-on-

2015-natalia-berdyeva-for-apkit