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Rethinking the World Rethinking HR
Lisbeth Claus, Ph.D., SPHR, GPHR, SHRM-SCP Professor of Management and Global HR
NHRMA 2015 77th Annual NHRMA Conference & Tradeshow OCTOBER 5-7, 2015 // PORTLAND, OR
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Rethinking the world Rethinking HR Drawing from insights gleaned from her own research and her participation in the “Global Trends Impacting the Future of HR Management Expert Peer Panel” for The Economist Intelligence Unit and the SHRM Foundation, Dr. Claus will discuss salient global trends impacting the future of HR management. Based on the characteristics of this new world of work and the worker, she has identified the “must have” competencies of global HR practitioners required to play a strategic talent management role for their organizations.
Purpose
• Review the global trends impacting employment and talent management
• Predict the impact it will have on HR management
• Review a few 2015 HR disruptions (West coast pulse)
• Identify ‘must have’ HR competencies required for adding value in this new environment
Domestic HR=Global Global HR=Domestic
HR disruption
(Global) HR is what (global) HR people are doing!
HR disruption
What will you be doing in HR 5 years from now?
HR disruption
Sources
Global trends in talent, workforce and HR management
1. Evolution of “work” and the “worker”
2. Engaging and integrating a global workforce
3. Use of talent analytics for competitive advantage
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
1. Evolution of “work” and the “worker”
Work • Changing nature of work • Growth/deceleration of emerging vs. developed markets • Burden of labor regulations
Workers • Changing profile of the talent pool • Changing nature of work relations • Changing patterns of labor sourcing and mobility
Globalization of business, changing demographics and changing patterns of
mobility will continue to change the nature of work and the worker over the
next five to 10 years.
Trend 1 forecast: (Evolution of “work” and the “worker”)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
2. Engaging and integrating a global workforce
• Talent skills gap • Bifurcation of the workforce • New educational models based on competencies • Marginalized groups entering the workforce
Cultural integration and clashes/unrest will continue to grow globally at both the societal and corporate level over the next
five to 10 years.
Trend 2 forecast: (Engaging and integrating a global workforce)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
3. Use of talent analytics for competitive advantage
• Existence of “big” data • Growing access to real-time media and connectedness • Proliferation and usage of ambient and self-reported data
and evidence for decision-making • Increased need for human capital risk management
How
? Process
What is HR analytics?
Source: L. Claus, Global HR analytics: making grounded talent management decisions for the global organization, In: L. Claus (Ed.,) Global HR Practitioner Handbook, volume 3 , Global immersion Press (forthcoming, 2015.)
Using a variety of HR and organizational data for the benefit of strategic decision-
making by organizing, analyzing, interpreting and presenting that data in a
meaningful way and giving it predictive and prescriptive power through the application
of statistical tools and techniques.
HR analytics and evidenced-based
management will drive HR decisions
Trend 3 Forecast: (Use of talent analytics for competitive advantage)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
HIGH LOW DATA & ANALYTIC CAPABILITIES OF ORGANIZATIONS
Global trends and forecast summarized
TRENDS 1. Evolution of work and the
worker 2. Engaging and integrating a
global workforce 3. Use of talent analytics as
competitive advantage
FORECASTS 1. Nature of work and the
worker will continue to change over the next 5-10 years
2. Cultural integration and clashes/unrest will continue to grow at the societal and corporate level over the next 5-0 years
3. HR analytics and evidence-based management will drive HR decisions
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
The challenges of (global)HR
• West coast U.S. talent management 2015 observations – 5 DOTS
• HR competencies • Concerns
●
Dot #1: Performance management
• Unconscious bias • OKRs (Objectives & Key Results) • Decoupling of PM and compensation
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Dot #2: Work/worker
• Polarization of talent • Unbundling of jobs • Agile management • Employee cost index • On demand economy • Human-robot relations • HR apps
●
Dot #3: Talent management
• EVP and employer branding • Social media recruiting • Competencies + motivation • Background checks • Onboarding
●
Dot #4: Training & development
• Teaching moments • Online bite learning • Self-and internet-generated content • Feedback and coaching • Career-driven
●
Dot #5: HR analytics
• Ambient and self-reported/disclosed data • Data mining • Analytic piloting
●
Connecting the dots
● ● ●
● ● Performance management
HR analytics Training & development
Work/Worker
Talent management
• Millennials • Short term/real time • ICT • Data/evidence-based • Instant feedback & coaching • Transparency/visible
●
Concerns
• HR disruption • HR malaise • Where is the “H” in HR?
The challenges of (global)HR
• Perceptions of our role • Strategic and tactical activities • Global HR economics and analytics • Proven competencies • Lack of awareness of the potential of business
(and HR) disruptions
(Global) HR competencies
• Abstract reasoning • HR numeracy and analytics • Creativity • Interpersonal skills • Integrative skills • Global knowledge, skills and abilities • Strategy-structure-people understanding • Execution of transactional services • Global deployment capabilities
Must haves
COMPETENCIES SMART WORK
PASSION NETWORKS
APPETITE FOR RISK CREATIVITY
INNOVATION INTEGRITY
COMPASSION LUCK
What is your personal survival plan?
Personal learning & development plan
THE HR EXPERT
PATH
THE GLOBAL PATH
THE INDUSTRY/
SECTOR/ BUSINESS
PATH
THE ANALYTICAL
PATH
THE SELF-DEVELOPMENT
PATH
PLEASE…DON’T SHOOT THE MESSENGER!
2015 Disruptive innovation has come to HR!
