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Axiom Consul,ng Partners Europe Marc Timmerman Managing Partner
JUMP FORUM March 5th 2015
HR Seminar: One size doesn’t fit all How to manage gender differences together with inter-‐genera,onal dialogue at work
The “Employee Value Proposi>onsssssssssssssss“
We will have to be many things to many different individuals
Why change will happen
Old Boys Club Thinking
The Path to Gender Equality
Equality Regulations
Lack of Leaders
Economic Impact of Gender Balance
Female Leadership Qualities
Keep it AS IS
The Dominant Coalition
My Legacy as a Leader
New Generational Thinking
Women have Buying Power
Value Based Leadership
Attractiveness as Employer
Downsizing
New inhibitors
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
One Size Doesn’t Fit All
>WHY ?
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
Socio-‐Economic Trends
1. Globaliza,on 2. Digitaliza,on 3. Diversifica,on 4. Individualiza,on 5. Conscien,ousness 6. Polariza,on 7. Accelera,on
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
VUCA The new Reality
The Situa,on has many interconnected parts
and variables
Some informa,on is available, but the
volume or nature of it can be overwhelming to
process
Example : You are doing business in many countries, all with unique regulatory environments, tariffs, and cultural values. Professional : • Working in a Matrix • Shared Service Center • Intergenera,onal work Private : • Can I s,ll fill in my Tax
Sheet ?
The General Feeling
I am drowning in data Only knowledge can help me
Bring on, consult OR develop specialists Build up resources to address the complexity Complementary teams : data mining specialists
with Veteran knowledge
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
How does your organiza>on really func>on ?
Like this ?
CEO
CFO COO CHRO
CLO
Or like this ?
This is a view of the same two people, only now shown hierarchically.
No,ce that person 41 is probably at a level -‐5 yet has significant influence.
What would be the cost to the organiza,on of losing person 41?
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
VUCA The new Reality
Causal rela,ons are completely unclear.
No precedents exist; you are facing
“unknown unknowns”.
Ques,ons have no longer a single ‘straight
answer’
Example : You decide to move into immature or emerging markets or to launch products outside your core competencies. • How long will I have to
work ? • Effects of shale oil ? • Effects of Global
Warming on your life
The General Feeling
“HELP, no one can help me !”
Why ME ??
Experiment. Study the Context. Understanding cause and effect requires genera>ng hypotheses and tes>ng them.
Capture the lessons learned and apply them more broadly.
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
We used to be sheep
Our leaders are now herding Cats !
But now we have become Cats !
Individual Development Plan Individual Reward Package Individual Performance Review Individual Mentoring Individual telephone Individual fitness coach Individual blogs My Facebook My taeoos vs “we are all equal when naked” Selfies (Try to get close to the Mona Lisa) Playing together (picture gen Z) My own food allergies Serial Monogamists 8-‐12 grandparents per child We SHOP ! We are temporary Loyal ! Serially Engaged Talents
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
Inter-‐Genera>onal Dialogue Source: HBR, Collabora,ng across Genera,ons, by Tamara Erickson
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If you are What is important to Your genera,on
Communica,ng to a BabyBoomer
Communica,ng to a Gen-‐X’er
Communica,ng to a Gen-‐Y’er
Gen Y Age : 20-‐35
• Expect to live life fully. • Hungry to learn. • Get things done. • Work collabora,vely. • Limited awareness of
protocol.
• Ask them for mentoring.
• Make sure your wrieen communica,on is professional.
• Explore common grounds.
• Respect the dues they have paid.
Gen X Age : 36-‐54
• Self-‐reliant. • Don’t trust ins,tu,ons to
take care of them. • Comfortable changing
the rules. • Keep their op,ons open. • Close rela,onships within
their “tribe”.
• Spell out your career goal.
• Over-‐communicate. • Partner with them. • Tap into their
experience and networks.
• Invite Boomers to teach them.
• Clear up ambigui,es. • Put their work into
context. • Provide frequent
feedback.
Baby Boomer Age : 55-‐69
• Deeply compe,,ve, “win-‐lose” percep,on.
• Hardworking. • Value individual
achievement. • Differen,ate between
ideals and prac,ce. • Want to leave a legacy.
• Employ their innova,ve thinking.
• Use their ability to integrate mul,ple points of view.
• Give stretch assignments to maintain their interest.
• Put their work into context.
• Provide frequent feedback.
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
Inter-‐genera>onal differences, management responsibility Axiom Europe Survey, 2015 : ”How do men benefit from gender equality?”
Generational Differences ⇢ No significant differences in acknowledging the
advantages between 40-50 age group (81%) and 50+ age group (82%) (Gen X and BB).
⇢ 40-50 age group is more active than 50+ group in directly promoting gender equality at the workplace.
⇢ Age<40 respondents acknowledge more advantages for them, due to gender equality (94%).
⇢ BUT age<40 respondents promote less openly gender equality at the workplace (Taking it for granted ?).
Do Millennials, too, expect “tradi>onal” partnerships ? Harvard Business Review, December 2014
Half of Millennial men expect their careers to take precedence over their partner’s. Only a quarter of Millennial women expect their partners’ careers to take precedence.
Two-‐thirds of Millennial men expect their partners to take primary responsibility for raising children. Fewer than half of Millennial women expect that they will take primary responsibility.
MEN 50%
CAREER PRIORITY
WOMEN 26%
MEN 66%
CHILD CARE
WOMEN 42%
Millennials or Genera,on Y : ages 20-‐35
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
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Gender Equality
Human Resources Management
Diversity & Inclusion
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
The Complexity in HR
• We are leading and managing conglomerates of individuals.
• Employer aerac,veness and mul,ple Value proposi,ons are needed to differen,ate the companies.
• Leaders have to become par,cipa,ve & inclusive Jazz Band Leaders.
• HR data becomes essen,al to handle complexity.
• Execu,ves will expect HR data.
• Companies are in constant change.
16
• HR needs to think as Marketeers.
• HR has to master the new technology and social media.
• HR will have to stop cloning systems & processes, and become more company-‐specific.
• HR will have to secure and transcend its conserva,ve roots.
• HR will need to support the transforma,ons.
• HR needs to be about
Human Rela>ons !
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
The consequences The influences
We have to accept
There are no perfect answers There is no perfect model to predict There is no ‘one size fits all’ solu>on There is no certainty in business anymore Change becomes the only constant.
It is not the strongest of species that survive, nor the most intelligent, but the most responsive to change. Charles Darwin
Intelligence is the ability to adapt to change.
Stephen Hawking
One Size Doesn’t Fit All What about the current state inside Diversity & Inclusion ?
19
20
HR Leader
Diversity & Inclusion Leader
Main D&I Council with Business
Leaders
CEO or Execu>ve Sponsor
Local D&I Councils
with Business Leaders
• Talent Acquisi,on • Talent Development • High Poten,al Programs • Succession Planning • Comp & Ben • Performance Reviews • HR Policies • HR Business Partners
Comm’s Leader
• Corporate Buy-‐In • Leadership Alignment • Corporate Budget ??
• Local Buy-‐In • Alignment • Localiza,on
• EVP • Technical
alignment • HR Budget • Synergies • Conflicts
CSR
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
Striving for Gender Equality Examples of Posi>ve & Nega>ve HR Influencers
Increase Re>rement Age versus Promo>ng Women Resistance of Men to quota/targets
Lack of Development Budget Elderly Care vs slow changing role pagerns Kiss of Death on selec>ng High Poten>als
HR decisions based on Gender KPI’s No Age limita>ons on Talent detec>on
Competency-‐based HR decisions Fact-‐based Talent Review Commigees
New Way of Working for ALL Equal Reward & Condi>ons
Formalized Mentoring Programs
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
22
Gender Equality
Changing Role Pagerns
Promo>ng Women
Work-‐Life Harmony
Equal Reward & Condi>ons
Focus in Best Practices
Axiom CP Europe Research : Based on the analysis of 150 best practice organizations in the European Union and 70 best practice initiatives in Belgium (2013-2014)
Risk of stereotyping without changing the role paeerns and making it available to all
• Risk of retalia,on of the male popula,on : lower buy-‐in, taking over the network, …
• Slowdown due to new re,rement policies
Trap of con,nued Male-‐Female Polariza,on: • Lower Talent availability • Disconnec,on with the
Millennial genera,on Essen,al to fundamental change
Equal opportuni,es is no guarantee for an equal outcome
High
Low
JUMP, HR Seminar, 2015, copyright of Marc Timmerman
23
Gender Equality
Changing Role Pagerns
Promo>ng Women
Work-‐Life Harmony
Equal Reward & Condi>ons
Focus in Best Practices
Latest Ini>a>ves
Latest Ini>a>ves in EU • Parental leave
systems • Flexible work systems
for 55+
Latest Ini>a>ves in EU • Sponsoring programs in
addi,on to Mentoring • Leadership training in
Handling Complexity • Target numbers
Latest Ini>a>ves in EU • Unconscious Bias training • But what if bias is
conscious?
Latest Ini>a>ves in EU
• Equal salary audits & tools • Equal variable pay
High
Low
Short Discussion Session 5 minutes in smaller groups
• One thing that >ckled your brain ? • One burning ques>on or remark
24 JUMP, HR Seminar, 2015, copyright of Marc Timmerman
Marc Timmerman, Managing Partner My coordinates : E-‐mail: m,[email protected] Twieer: @marc,mmerman Mobile: +32 496 291383 Website: www.axiomcp.com