HR Trends16 November 2017

9 trend

areasShort desciption

From hierarchy to network / from closed to open

The invasion of smart tech

Globalisation/ Localisation

From X to Y to Z: more generations in the workforce

Making fun is serious business

Purpose before pecunia

Increasing speed: fast eats slow

From Big Bang change programs to small experiments

From intuitive HR to evidence/ fact based HRVersion 2.0 | copyright HR Trend Institute

1. changing shapes of organizations

flatter

from individuals to teams to networks of teams

holacracy

flatarchy

wirearchy

teal

teams are the basis

Different talent sources

Internal talent

pool

Online

Intermediary

Alumni

Start-ups Self employed

Talent Sharing

from fixed jobs to fluid roles

job crafting

job piling

9

the end of traditional recruitment

profile recruitment selection

offer onboarding start

you hire a candidate and her network

17

Explore your potential

2. smart tech

man/machine collaboration

20

27

28

Joy & pride

37

39

A computer with a roof (“The Edge”)

Jimmy, Intel’s 3D printed robot

Digital Intelligent Assistants

Enterprise Behavioral Matching

algorithm aversion

47

3. Globalisation/

Localisation

4. from X to Y to Z:

more generations

in the workforce

or: individualisation

from collective to segments to individuals

Job Profiles Personas A real individual approach

Techie Tom

DirectorConsultantEntrepreneurIndependent

Demographics: • Dutch• 51 +/- 13• Some money on the bank• Family, children are students

Goals: • Make a difference• Have fun/ learn a lot• Inspire HR professionals• Become a guru

Challenges: • Too many ideas• Not enough focus• New = good

Fears: • Getting old• Not being able to run• Routine

What he likes:• Simple solutions• To be involved• Brainstorming• Being on the stage

5. making fun is serious business

gamification

the consumerisation of HR

from ptb to cx

59

The Employee Experience (or Journey)/ EX

Exploration OnboardingOrganization/

TeamsPerformance /

ProductivityGrowth Offboarding

Persona 1

Persona 2

Persona 3

Persona N

Tailored Employee Journeys for each of the personas

What are the moments that matter for Persona 1?

What are the moments that matter for Persona 2?

What are the moments that matter for persona 3?

What are the moments that matter for Persona N?

gamification

63

64

65

66

70

73

75

76

6. purpose before pecunia

change the world list (fortune)

80

At AMAZON meetings start with 30 minutes silence

Zappos HQ in

downtown Las Vegas

“Casual Colision”

Sitting is the new smoking

Visser, Rietveld & Rietveld

7. From slow to fast

Performance management trends

Process

• Faster feedback

• No more annual reviews

• No performance ratings

• Accenture, Deloitte, Nokia

Measurement

• How to measure performance?

• How to predict top performers?

Performance

Consulting

Performance: not a Bell curve,but a Power Law distribution

Perf

orm

ance

Number of people

Would you hire this person again?

92

93

8. from Big Bang change programs

to small experiments

96

Tribes/ Chapters/ Squads

9. from intuition to evidence-based

The Vitesse example

Accenture Sweden: diversity

- hrtrendinstitute.com

- Twitter: @tomwhaak

- Flipboard: The Future of HR

- Pinterest: The Future of HR

103

some final remarks

Human nature does not change (so fast)What are people looking for?

• Security

• A sense of belonging

• Clear goals

• Being heard

• Challenges

• Success

• Support from the top

• Attention

• ……..

• ……..

Back up slides

The HR Plan

A. What is the

strategy?

A’. What

are the

current

issues?

B. What are the

capabilities need to

strengthened?• Leadership

• Technical/Functional

• Operational

C. What is the required

culture, to avoid issues

and to be successful?

D. What is

the gap

with the

current

situation?

Clever use

of

People

Analytics

E. What are the

priorities?

What is the plan?

• Focus!

• Preference for high impact/

low effort initiatives

F. What capabilities and what

organisation are needed in HR to

implement the plan?

• Mission/ vision

• Roles & responsibilities

• External partners

• Program/ project mgt

• Communication

• Measurement

• HRIS

Recruitment/

Selection

Staffing/ Succession

Mgt

Training/

Development

Talent Development

Performance Man

Compensation &

Benefits

Internal

communication

HR Trend

Scan

Clever use

of

People

Analytics

108

Basic architecture HR

HR Trend Institute 2016

CHRO

Innovative

HR

Service

Providers

HR adviceDesigning and driving

the HR agenda in the business

Pool of limited number of high level HR

advisors (HR generalists).

Focus:

HR strategy: what are the most

effective interventions (organisation/

people) that will help the strategy

implementation?

Yes:

• Strategy

• Workforce planning

• Staffing key positions

• Succession management

• Talent development

No:

• Employee relations/ individual

advice

• The go to person for all kind of HR

related questions

HR OperationsDelivering world class HR services to management and employees

Manager and

employee self

service portal

(HRIS)

HR specialists

HR call center

Comp & Ben, incl

global mobility

Recruitment

Analytics

Talent

Training & Dev.

HR Administration/ Payroll

1. Profile

• What are the relevant characteristics of top

performers? (inside/ outside)

• What personalities fit in our culture?

• Based on data, not assumptions

Candidate pool

2. Machine: go find

candidates!

3. Chatbot: test the appetite,

and do some simple checks

(24/7, a bot with personality)

4. Online tests, assessments

and experience

(24/7, fun to do)

5. Meet some people!

Hire the best

Employer Branding

Community Management

Preparing the pool 6 . Onboarding

7 . Work, learn and develop

8 . Track performance, and

use data to refine the profile

Capability

Pool 2

Capability

Pool 2

Capability

Pool 3

Capability

Pool 4

Capability

Pool 5

Capability

Pool 6

Capability

Pool 7

Sourcing/

Staffing

The Organization,

build from teams

112