ReimagineHR Sydney 2017

Key Takeaways

2 ReimagineHR London 2016

Australia & New Zealand's most prestigious event for HR leaders and their teams.

For me the value of being members was reaffirmed by the conference. There was a great feeling of community and being part of a strong, supportive and interested network. The advantages of having access to great quality information and the absolute up to the moment thinking are immense.

Julia Smith, Chief Human Resources Officer, TAFE Queensland

Launched in 2015 with 120 attendees, it has grown more than three times its size in two years.

ReimagineHR Sydney 2017 3

Contents

2017 Attendees 4

Introduction 6

Highlights from the Main Stage 8

Reimagine Recruiting & Assessments 10

Reimagine Leadership & Talent Management 14

Reimagine Development & Performance 16

Reimagine Diversity & Inclusion 20

Other CEB Events 23

4 ReimagineHR Sydney 2017

Who attended ReimagineHR London in 2016?

300 companies represented including;

Heads of Human Resources made up

of all delegates

37%

7-Eleven StoresACARAAccident Compensation CorporationActelion Pharmaceuticals AustraliaActewAGLAdelaide BrightonAdobe Systems AustraliaADPAdzuna AustraliaAGL Energy LimitedAHRIAirservices AustraliaAlexander Mann Solutions LimitedAllianzAmazon Web Services - AustraliaAmazon.com,American Express CompanyAMP Services LimitedANZ Bank New Zealand LimitedANZ Banking GroupAonAPA GroupARDEXAristocrat TechnologiesASG GroupAuckland TransportAurizon

Australia PostVarious Australian Government Departments Auswide BankAxicom Holdings Bank of ChinaBank of New ZealandBaptcare BASF Australia.Bayer AustraliaBeam Global Australia Pty Ltd. Beam Suntory Beyond Bank AustraliaBHP Billiton LimitedBlueScope Steel Limited Breville Group BT Australasia Caltex Australia Limited Canterbury-Bankstown Council Carnival AustraliaCenITexCentral Coast CouncilChallenger Group ServicesChandler Macleod Charter Hall GroupCity of Gold CoastCity West Water LtdClarius Group LimitedClean Energy Regulator

ReimagineHR Sydney 2017 5

Who attended R Sydney in 2017?

And many, many more.....

Coca-Cola South PacificCoffs Harbour City Council Colgate-Palmolive Company Commonwealth Bank of Australia Community Alliance Credit Union Cover-More Insurance Services CPA Australia Crazy Might WorkCredit Corp Group Limited Cronulla Sharks Rugby League Club CSIRO CSR Data#3 Datacom Group Limited DKSHEclipx GroupELMO Talent Management SoftwareEnergy Queensland eNett Services Export Finance And Insurance Corporation Fair Work OmbudsmanFairfax Media LimitedFantastic Holdings LimitedFitness FirstFlexigroup LimitedFragomen Frucor Beverages

GeneaGilbert + TobinGrainCorp Operations LimitedGreater Bank LimitedGrocon Pty LtdGympie Regional CouncilHanson Herbert Smith FreehillsHipages GroupHuawei AustraliaHuawei Technologies Co.,ltdicareIgniteIMC PacificInvesta Office ManagementInvoCare LimitedIP AustraliaJanssen-Cilag JemenaJetstar AirwaysJohn Holland Johnson & JohnsonKFC Australia & New ZealandKnox City CouncilKonekt LimitedLa Trobe UniversityLend Lease Corporation

6 ReimagineHR Sydney 2017

On May 9 and 10 in Sydney, CEB hosted over 450 HR leaders to discuss solutions to key challenges facing HR in an era of constant change. Not only is HR participating in Boardroom conversations on how and when the business needs to change, it is increasingly at the forefront of guiding organisations through that change.

We were excited to be joined by a stellar lineup of external speakers including high performance experts, bestselling authors, sports stars and CEO's. CEB thought leaders also shared solutions and facilitated conversations among attendees on how to combat the new challenges facing the HR profession.

Introduction

Mal Meninga, Head Coach, Australian National Rugby League Team

"The best performers observe themselves closely. They are able to step outside themselves, monitor what is happening in their own minds, and ask how it’s going"

ReimagineHR Sydney 2017 7

Dr Andy Walshe Head of High Performance Redbull

Mal Meninga Head Coach,Australian National Rugby League Team

Dr Andy Walshe Head of High Performance Redbull

Dr Susan David Author of Emotional Agility

Mal Meninga Head Coach, Australian National Rugby League Team

Corene Strauss Chief Executive Officer, Special Olympics Australia

IntroductionKeynote Speakers

Mal Meninga Head Coach,

Dr Andy Walshe, Head of High Performance at Redbull

"At the top of the game, the things that are most important, grace, composure, empathy, humility, courage, resilience - those characteristics transcend down to everybody."

8 ReimagineHR Sydney 2017

Open Source Change: Strategies to Make Your Change Efforts More SuccessfulKey Takeaways: Taking an employee-driven (“Open Source”) approach to change decreases change implementation time by up to one-third, and the probability of change success increases by as much as 24 percentage points. The best companies:

• Engage the workforce as active participants in making and shaping changedecisions.

• Support employees to create personal change implementation plans.

• Facilitate open conversations with employees about change.

CEB Can Help: • Watch our webinar replay: Redefining Change Management to Minimize Risk… and

Maximize Success

• Get CEB’s Organisational Change Top Tips for how to move to an Open Sourcechange approach

Today, work is multi-directional; top-down change strategies don’t work

of CEOs expect HR to implement change faster then they did three years ago.73%

Leadership

Front-Line Emplyees

Work Has Changed - So Should Your Strategy

Highlights from the Main Stage

ReimagineHR Sydney 2017 9

Special Olympics Australia CEO, Corene Strauss

"instead of trying to battle with the idea of stress, open your heart up, think about what is this trying to tell me and how can I not fear the stress, but embrace it

Dr Susan David discussing Emotional Agility

10 ReimagineHR Sydney 2017

Business’ and employees’ needs are changing fast and often. How can organizations attract and hire the talent needed?

Competing For Critical TalentDemand for critical skill sets, particularly those in STEM, continues to increase dramatically as skill needs converge across sectors. Organizations face a talent crunch. This is further exacerbated by technologies that are quickly commoditizing search and frustrating prospective talent who are becoming tired of recruiter spam.

Key Takeaways: The best companies move from a needs-driven sourcing approach to a market-driven sourcing approach, by pursuing these four tactics:

1. Confront brand challenges.

2. Coach career decisions.

3. Cultivate talent supply.

4. Expand the labor market opportunity.

CEB Can Help: • Become a member of CEB Recruiting Leadership Council to identify the barriers

your organization faces when competing for critical talent

• Use CEB TalentNeuron to compete for talent and workforce planning

Reimagine Recruiting & Assessments

ReimagineHR Sydney 2017 11

The Bulk of Job Postings Are for Just 21 Roles Breakdown of All S&P 100 Job Postings in 2015 by Role

n = 1,677,994 job postings.Source: CEB TalentNeuron.

Marketing Managers

Management Analysts

Software Developers, Applications

Customer Service Reps

Computer Systems Analysts

… …

…

…

…

…

…

…

…

…

… …… …

40% of S&P 100 job postings in 2015 were for 21 roles.

■ High demand for a handful of roles■ Many roles require in-demand skills such as data analysis, advanced coding, and solution selling.

60% were for 899 other roles.

Industrial Engineers

…

High Demand for Handful of Critical Roles

12 ReimagineHR Sydney 2017

New Approaches to High-Volume RecruitingApplicant volume has increased, but the quality of hires has not improved. Recruiters struggle to narrow the candidate pool to find high-quality talent. Meanwhile, candidates view traditional selection practices as requiring high effort up-front and lacking transparency. Consequently, candidates find the application process burdensome, which can directly affect brand, productivity, turnover, and revenue.

Key Takeaway: The best companies empower candidates to make informed decisions and provide recruiters the insight they need to identify the right applicants to move to the next phase in the hiring process more quickly. Recruiters find it hard to resolve the tension between screening candidates and engaging them in the business. New innovative combinations of assessments and technology are resolving this tension for the first time, providing job applicants with an engaging candidate experience that assesses at the same time.

CEB Can Help: • Schedule a demo of CEB Precise Fit, a comprehensive candidate selection

approach that delivers unmatched precision and results with ease

• Get our whitepaper on Harnessing the Power of Assessment Innovations

ReimagineHR Sydney 2017 13

Select Quality Candidates with Unmatched Precision and Ease with CEB Precise Fit

Candidate-Centric

Draws Best-Fitting Candidates Farther into the Process

Enables Employers to Identify Top Talent and Manage Candidate Throughput

Decreases Potential of Brand Damage Due to Negative Experience

14 ReimagineHR Sydney 2017

Reimagine Leadership & Talent Management

Given the constantly changing current environment, companies are challenged to identify and develop critical talent to lead, co-create and drive business strategies. How do organizations get the right leaders and employees in the right places now and for the future?

Talent Analytics: Advances in Measuring What Matters Most to the Future of HRAs talent analytics capabilities have exploded, organizations are rightly moving from focusing on technology and measurement sophistication to focusing on analytics being business-led and actionable. But which analyses offer the greatest insight into the well-being of the business? Which talent analytics best predict business performance?

Key Takeaways: Eighty percent of HR leaders believe HR staff capabilities constrain workforce analytics improvements, and only 18% of business leaders trust workforce data and insights from HR. Progressive HR leaders invest significantly in the development of HR staff analytics capabilities. Organizations must address three near-term imperatives:

1. Design an analytics strategy specific to your current business needs and theorganization’s future.

2. Invest in hiring an analytics team to drive quick wins and prepare for long-termvalue.

3. Embed analytics into existing reports and processes to drive seamless integrationwith decision-making.

CEB Can Help: • Enroll your staff in CEB HR Analytics Academy to develop the skills required to

understand and apply talent analytics to solve critical business challenges

• Learn about the new book, Learning Analytics

ReimagineHR Sydney 2017 15

Importance and Sufficiency of Workforce DataPercentage of CEOs

Information Is Important

ProductivityEmployees, Views and

Needs

Labor Costs

Assessment of Internal

Advancement

Return in Investment in Human

Capital

Cost of Employee Turnover

100%

50%

0%

95% 91% 87% 86% 83% 78%

21% 22%40%

40% 12% 15%

Source: CEB analysis.

“#ReimagineHR talent analytics need to change from rear view to headlight view to optimize business value”

“#ReimagineHR It is important to look at Criticality, Capability and Credibility #HR #analytics”

16 ReimagineHR Sydney 2017

Reimagine Development & Performance

As the relationship between employee and the employer continues to evolve, how do organizations adapt to these changes to drive business performance?

To Score Or NotThe debate over the impact of keeping or eliminating performance scores has never been hotter. Enough companies have made the decision to radically adjust scores to see if the promised business case holds true.

Key Takeaways: Rather than eliminate ratings, the best companies follow three proven performance management strategies:

1. Provide ongoing, not episodic, feedback.

2. Make performance reviews forward looking, not backward looking.

3. Include peer, not just manager, feedback when evaluating performance.

CEB Can Help: • Get our whitepaper on The Real Impact of Eliminating Performance Ratings

• Learn more about CEB Total Rewards Leadership Council

ReimagineHR Sydney 2017 17

HR Leaders Eliminating or Considering Eliminating Ratings

28%No plans to remove ratings but would consider

15%Plans to remove ratings in the near future*

6%Have removed ratings

n = 296.Source: CEB 2016 HR Agenda Poll*Organizations who plan to remove ratings in the near future include a number who have piloted the approach and collected related results and/or feedback.

51%Do not plan on

removing ratings

18 ReimagineHR Sydney 2017

The End of Agility? Designing a High-Potential (HIPO) Strategy That Moves at the Speed of the BusinessAs organizations become flatter, they are exploring new approaches to identify, develop and retain their rising stars. In an era of uncertainty, most organizations are taking an approach of trying to find highly agile individuals and then preparing them for many different future roles.

Key Takeaways: Betting on individuals who exhibit agility is not an effective strategy, as it unnecessarily narrows the leadership pool, and agility is a characteristic that is hard to develop. Instead, organizations should invest in creating an agile HIPO strategy. The best companies use three tactics:

1. HR encourages business-driven, not HR-driven, HIPO needs identification.

2. HR actively manages HIPO aspiration by activating and maintaining it.

3. HR, not the business, takes ownership of HIPO career progression bycreating opportunities to meet HIPOs’ career needs.

CEB Can Help: • Join CEB Corporate Leadership Council for job aids, resources, and

best practice approaches to developing an agile HIPO strategy

• Get the Top Tips on HIPO Development Programs from CEB’s HIPOSolution

ReimagineHR Sydney 2017 19

Overall Focusing on Agile People

Creating an Agile HIPO Strategy

1.00x 0.92x

1.70x

2.00

1.00

0.00

"We are a huge group of 16 companies across five nations, so it is hard to know the right people to develop into the future. CEB gives us an indication of our people who have high, medium or low potential and the best ways to develop and keep our high-potential employees."

Yossef ElBromboly, Group Talent Manager, Wadi Group

Impact of Focusing an Agile People Versus Creating an Agile HIPO

20 ReimagineHR Sydney 2017

The status quo for driving diversity and inclusion (D&I) within organizations has proved ineffective, and HR leaders are now being asked to change their approaches. Learn the most innovative and effective ways to engage a broader range of mind-sets and backgrounds.

Embedding Diversity into Your Hiring ProcessIncreased focus on D&I has put recruiting processes in the spotlight. Where and how should organizations tweak hiring processes (from attraction to conversion) to result in better diversity hiring outcomes?

Key Takeaways: Unconscious bias is pervasive in society and omnipresent in talent acquisition processes. Tactics to counteract bias include encouraging degree adjacencies and removing tenure requirements, which adversely impact women who are more likely to have experienced an interruption in their careers. The best companies remove demographic indicators to counteract selection bias with candidate screening and employ algorithmic and psychometric assessments.

CEB Can Help: • Get our whitepaper on Gender Diversity in STEM in the UK Market

• Schedule a demo of CEB TalentNeuron to get better data

Reimagine Diversity & Inclusion

ReimagineHR Sydney 2017 21

Difference in Probability of Receiving a Callback When Demographic Attributes Are Revealed in Application

United StatesName potentially identified as African American versus white

50%

Ethnicity Gender

29%

14%

20%

22 ReimagineHR Sydney 2017

At the end of the first day, conference delegates and CEB staff created 50,000 food packs for families in need around Australia with Rise Against Hunger.

Thank you to all involved in giving back for this great cause.

#CEB Gives Back

50,000 meals created for Rise Against Hunger

ReimagineHR London 2016 23

Join Us for ReimagineHR 2018ReimagineHR is an annual event for executives and their teams from across HR and talent functions. Each year, we gather to examine critical challenges facing those who oversee talent at their organizations and discuss solutions to those challenges.

To register your interest for 2017:

Sponsorship & speaking opportunities for 2017: ReimagineHR@cebglobal.com

© 2016 CEB. All rights reserved. CEB166620GD

ceb_apac@cebglobal.com

About CEB

Leaders at more than 10,000 organisations worldwide rely on CEB services to harness their untapped potential and grow. Now offered by Gartner, CEB best practices and technology solutions equip customers with the intelligence to effectively manage talent, customers, and operations.

More at gartner.com/ceb.