The future of HRM:

an analysis of the symposium ‘back to the future’

Carolien Balvers Master thesis

December 2016

Supervisors: Prof. Dr. T.V. Bondarouk

Dr. J. Meijerink

Business Administration Faculty of Behavioural, Management

and Social Sciences University of Twente

Faculty of Behavioural, Management and Social Sciences

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AcknowledgementsThismasterthesisiswrittenasthefinalpartofmymasterinBusinessAdministration.WithabachelorinPsychology,doingamasterinBusinessAdministrationhasbeenquitechallengingsometimes,butnowthatthismasteriscomingtoanend,IknowthatIcanachievemorethanIhaveeverthought.Iamveryhappyandproudtopresentthisfinalpieceofwork.The topic of HRM had my interest from the very first moment that I started with BusinessAdministration. Therefore, I was very excited when I got the opportunity to evaluate the HRMsymposium‘backtothefuture’formymasterthesis.Futuresstudieswerecompletelynewformeatthestartofthewritingprocess,butnowIthinkitisareallyinterestingfieldofresearch.I’velearnedalotduringthewritingofthisthesisandIgotevenmoreenthusiasticabouttheHRMfield.Iwould liketothankProf.Dr.TanyaBondaroukforhervaluableguidanceandfeedbackduringthewritingprocess.Fromthestart,shewasverywillingtohelpandIreallyenjoyedourconversations.IalsowanttothankDr.JeroenMeijerinkforhisfeedbackonmythesisattheendoftheprocessandforhisparticipationinmyinterview.I’malsoverythankfulfortheotherpersonswhotookthetimetotalkwithmeabouttheiropinionregardingthedifferentHRMthemes:Dr.SjoerdvandenHeuvel,Dr.AnnaBos-Nehles,PeterReilly,CorPolling,andPatrickWiller.Ihopeyouallenjoyreadingmymasterthesis.

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SummaryNowadays,theHRMfieldischangingalot.Fororganizationsandresearchers,itisofgreatimportancetokeep trackof thesechanges inorder to respondadequately to them.Within thismaster thesis,insightiscreatedintheexpectedfutureoftheHRMfield.Thegoalofthisstudywastocriticallylookatthedataofthesymposium‘backtothefuture’andtodescribewhatisexpectedofthefutureofHRM,sothatorganizationsandresearcherscanrespondtothis. Duringthesymposium‘backtothefuture’theparticipantsbrainstormedusingtheWorldCafémethod,whichenableslargegroupstothinktogetherinaconstructiveway.Thethemes‘doingHRwithout HR’, ‘HR analytics’, ‘from I-nnovation toWE-nnovation’ and ‘smart HRM’ were discussedduringtheday.Theoutcomesofthesymposiumwerecodedandanalyzed.Inadditiontotheoutcomesofthesymposium,interviewswithscientificandbusinessexpertswereheldtoexpandtheresearchandtobroadentheamountofknowledgepertheme. ItwasfoundthatafewconceptsseemtobeimportantwhenconsideringthefutureofHRM.Themostrecurringconceptistechnology.TechnologywillcausemostofthechangesintheHRMofthefuture.Inthefirstplace,technologywillleadtomorestandardization.Itisofgreatimportanceinthefuturetoconsiderhowtasksandresponsibilitiesshouldbedivided.Whoisresponsibleforwhat?Andiftherewillbelesshumanresources,shouldHRstillbeaseparatefunctioninorganizationsoristhatnolongernecessaryandcanthefunctionbesubdivided?Secondly,duetothestandardizationandautomationcausedbymoreadvancedtechnology,therewillbeagrowingamountofavailabledata,thatcanbeusedforseveralpurposes.Inthefuture,thedatathatwillbeusedforHRanalyticsandfordataficationshouldbecomemoreaccuratethanitisnowadays.HRMpracticescouldbeusedtosupporttheaccuracyoftheavailabledata.AnotherthemethatisconsideredimportantinthefutureofHRMisemployee-driveninnovation.Inordertostimulatethismore,organizationsshouldcreatealearningorganization inwhichemployees feel supported tocomeupwith ideas, theyshould thinkaboutteamcompositionandtheyshouldsettherightcontext. Basedonthefindings inthisstudy,organizationscanpreparethemselves forthefuture. Inordertodoso,theyhavetobeawareofthechangesandimprovementsintechnologythatarise.Whentheyareawareofwhatischanging,theycandecidewhichconsequencesthiswillhavewithintheirorganizationandrespondtothisinanadequateway.

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ContentAcknowledgements.................................................................................................................................2Summary.................................................................................................................................................31.Introduction........................................................................................................................................6

1.1WorldCafé1:DoingHRwithoutHR.............................................................................................61.2WorldCafé2:HRanalytics:hello!(andgoodbye?).......................................................................71.3WorldCafé3:FromI-nnovationtoWE-nnovation.......................................................................71.4WorldCafé4:Beyonddigitization:whatissmartHRM?..............................................................8

2.Methodstostudythefuture...............................................................................................................92.1Futuresstudies..............................................................................................................................92.2TheWorldCafémethod..............................................................................................................10

2.2.1ThehistoryoftheWorldCafémethod................................................................................102.2.2CharacteristicsanddesignoftheWorldCafémethod........................................................102.2.3Comparisonwithotherresearchmethods..........................................................................122.2.4ApplicationoftheWorldCafémethod................................................................................132.2.5LimitationsoftheWorldCafémethod................................................................................13

3.Method..............................................................................................................................................143.1Settingofthesymposium...........................................................................................................143.2Researchdesign..........................................................................................................................143.3Participants.................................................................................................................................16

4.Results...............................................................................................................................................174.1WorldCafé1...............................................................................................................................17

4.1.1Participants’pointofview...................................................................................................174.1.2Scientificpointofview........................................................................................................194.1.3Businesspointofview.........................................................................................................19

4.2WorldCafé2...............................................................................................................................204.2.1Participants’pointofview...................................................................................................204.2.2Scientificpointofview........................................................................................................214.2.3Businesspointofview.........................................................................................................22

4.3WorldCafé3...............................................................................................................................224.3.1Participants’pointofview...................................................................................................224.3.2Scientificpointofview........................................................................................................24

4.4WorldCafé4...............................................................................................................................254.4.1Participants’pointofview...................................................................................................254.4.2Scientificpointofview........................................................................................................264.4.2Businesspointofview.........................................................................................................27

5.Discussion..........................................................................................................................................28

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5.1Summaryofthemainresults......................................................................................................285.2Hownewisthefuture?...............................................................................................................295.3Practicalimplications..................................................................................................................315.4Limitationsandfutureresearch..................................................................................................32

6.Conclusion.........................................................................................................................................337.References.........................................................................................................................................34Appendices............................................................................................................................................36

AppendixA:WorldCafé1.................................................................................................................36AppendixB:WorldCafé2.................................................................................................................41AppendixC:WorldCafé3.................................................................................................................44AppendixD:WorldCafé4.................................................................................................................49

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1.IntroductionTheHRMfieldischangingalotnowadays.TherearenewandmoreactorsinHRMprocesses,smartindustriesareappearing,technologyisdeveloping,andsoon.AllthesedevelopmentsandinnovationsinfluencetheHRMfield.Fororganizationsandresearchers,itisofgreatimportancetokeeptrackofthesechangesinordertorespondadequatelytothem.Withinthismasterthesis,insightwillbecreatedin the expected future of the HRM field, thereby critically evaluating the output of the HRM-symposium‘backtothefuture’. OnTuesdaythe10thofNovember2015thesymposium‘backtothefuture’tookplaceontheoccasionofthe25thanniversaryofHRMtechnologyandinnovation.ThesymposiumwasheldattheUniversityofTwente.DuringthisdayoverhundredparticipantsassembledtobrainstormaboutthefutureofHRM.TheybrainstormedusingtheWorldCafémethod.Theoverarchingthemeofthedaywas thus the future of HRM. Since this is a rather broad theme, four subthemeswere chosen tostructure thediscussion.The four subthemeswerealldiscussed ina separate room, ina so calledWorldCafé.TheWorldCafémethodisaveryapplicablemethodforlargegroupdiscussionsanditisincreasinglyused. Thedomains inwhich theWorldCafémethod isused for researcharecountless (Brown&Isaacs,2008).Themethodhasbeenusedinlotsofdifferentcultures,amongdifferentagegroups,withdifferentunderlyingpurposesandinmanydifferenttypesoforganizations.AccordingtoBrownandIsaacs(2008), itdoesn’tmatterwhousestheWorldCafémethod,theprocess justworks.Thepastcouple of years, the method has been successfully used in differing research domains, such aseducation,politics,informationtechnology,conflictresolution,andevolutionbiology(Brown&Isaacs,2008). ResearcherAldred (2011) also confirms that, theWorldCafémethodhas spread todiversesectors in the last years, and that diverse types of participants can take advantage of theconversationalmethod. SincetheWorldCafémethodisanattractivemethodthatenableslargegroups,fromdifferentbackgroundsandhierarchies,tothinktogether,bycreatingawelcomingandrelaxingenvironmentinwhichpeoplefeelfreetospeakup(Pullesetal.,2015;Tan&Brown,2005),itisamethodthatisalsogood applicable forHRM situations. This is because inHRM (research) situations there are alwaysemployeesor researcherswithdifferentbackgroundsand functionswhohave towork together inordertocomewithsolutionsorhelpfuloutcomes.ByusingtheWorldCafémethod,theyhaveausableguidancetosharetheirknowledgeandtogetthemostoutofit.Duringthesymposium‘backtothefuture’ thenext four themeswerediscussed:doingHRwithoutHR,HRanalytics, employee-driveninnovation,andsmartHRM. In thenextparagraphs thesethemeswillbedescribed inmoredetail.

1.1WorldCafé1:DoingHRwithoutHRIn this World Café the discussion was mainly about the development of the human resourcemanagement (HRM) functionand responsibilities.Over thepastyears, lotsof thingshavechangedregardingtheHRMfunction.TalentmanagersandbusinessalliesarenewlycreatedHRMroleswiththepurpose toaddvalue.Therealsocamenewdeliverychannels toprovideHRMservices.At thebeginning,itwasmeantthatthesechangeswereonlytooutsourcetheadministrativeHRMactivities.However,moreandmoreHRMactivitiesarebeingoutsourced,resultinginvariousstakeholders,insideandoutsidetheorganization,whotogetherareresponsiblefortheHRMactivitiesoftheorganization.Besides that, employees themselves are also getting involved in this, since they are increasinglyresponsible for themanagementof theirowncareersandpersonaldevelopment.Differentstudies

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suggest that the traditional HRM activities are gradually moving away from HR advisors and HRmanagers: line managers and supervisors get more HR responsibilities, shared service centersanticipatetotransitionintotransformationalHRMserviceprovision,andfurtherdigitizationofHRMservicesisplanned.ThefuturedevelopmentofHRMresponsibilitieswasdiscussedinthisWorldCafé,accordingtothefollowingfourthemes:

o HRSharedServiceCenterso CompetencesandresponsibilitiesofHRprofessionalso HRM&Technologyo Employees’involvementinHRM

1.2WorldCafé2:HRanalytics:hello!(andgoodbye?)ThesecondWorldCaféwasaboutHRanalytics.Overtenyearsagoitwasalreadymentionedthatthetraditional service-oriented focusofHR shouldbeextended to amore ‘decision science’, inwhichdecisionsabouthumancapitalareenhanced(Boudreau&Ramstad,2005).ThiswaytheHRfunctionshouldbeabletofindoutwhatitmeanstobestrategic,andtoenhancedecisionsaboutthehumancapital. By now, this paradigm shift is slowly taking place. The construct of ‘decision science’ isnowadaysreferredtowithtermslike‘HRanalytics’,‘workforceanalytics’or‘peopleanalytics’.MoreandmorepositiveexperiencesofcompaniesconfirmthesuccessandusabilityofHRanalytics,whichamongother thing led to the fact that advancedHR analytics is becomingmainstream (McKinsey,2015).HRanalyticsisincreasinglyseenasanunmissabletoolforHR(BostonConsultingGroup,2014).Butontheotherside it isalsoknownthatorganizationsarehavingahardtimeto letHRanalyticsbecomearealitywithintheirorganization.Besidesthat,itisalsosuggestedthatlotsoforganizationsdon’thaveaclearvisionoftheideasaboutthefutureofHRanalyticswithintheirowncompany.InthiscafétherewasattentionforthesurvivalofHRanalyticswithintheHRfunction,howHRanalyticscancontributetobusinessgoals, theroleoftechnologytosupportHRanalytics,outsourcingofHRanalytics,teachingHRanalyticsatuniversities,andthefocusHRanalyticsresearch.Inordertogetacleardiscussion,therewerefourthemestodiscuss.Everytableinthecaféhadoneofthefollowingthemes:

o Technology:futuretechnologiestosupportHRanalyticso Employees’responses:generatingemployeeacceptanceforHRanalyticso Competencies:teachingHRanalyticsatuniversitieso Practices:futureapplicationsofHRanalytics

1.3WorldCafé3:FromI-nnovationtoWE-nnovationThethemeofthisthirdWorldCaféwasinnovation.Sincethefocusofthemostsuccessfulorganizationshasmovedfromproductivityandefficiencytoinnovation,thishasbecomeanimportantthemefordiscussion. It is known that all innovations in an organization come from people within theorganization,atalllevels.NotjusttheR&Ddepartmentcaninnovate,everyemployeecan.However,theHRMpracticesdon’talwayssupportthis;innovativeHRMsolutionsdeservemoreattention.TheIBMresearch(2011)showedthatonly50percentoftheparticipatingHRleadersdidsomethingwiththeirmain business challenge, namely driving creativity and innovation,whilst all participatingHRleadersadmittedthatthisistheirmainchallenge.TheresearchalsoshowedthattheHRleadersadmit

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thatHRMplaysan important role inpromoting innovation,butnearlynoneof themusescreeningtoolstoselectcreativejobcandidates.Thisareallexamplesthatshowthatorganizationsknowthatinnovationandcreativityareimportantfactorswithintheircompany,howevertheydon’tfullyusethisknowledge.InthiscaféthefocuswasonWE-nnovation,whereeveryemployeeisapotentialsourceofinnovation.Itwasdiscussedifthisisadesirabledirection,howasafeclimateforsharingideascanbecreated,whatthemanagementcandotostimulateinnovation,etc.Thediscussionsweredirectedbythefollowingquestions:

o InnovationinHRMPracticeso InnovationinNetworkso ImplementationofInnovationso Employee-DrivenInnovation

1.4WorldCafé4:Beyonddigitization:whatissmartHRM?Thelastdecades,digitizationhasextendeditsscopeofimpact.Theterm‘digitaleconomy’wasfirstmentionedbyTapscott(1995),andinthebeginningitwasaboutautomatingworkprocessesandvaluecreationintheproductionchain.Digitizationisnowadaysmoreandmorecomingtothecoreoftheknowledgework,involvingdecisionmakingandtakingovercognitivechallengingtasks.Thishasfar-reachingeffectsfororganizations.TheHRMfieldenterssmartbusinesseswithconvergenceofhuman,digital,andhightechdimensions.FormertraditionalHRMtasksmayalsobecomefurtherdigitized,orevenrobotized.Theboardersbetweenconsumptionandproductionwillbecometangled:aconsumerwill convert more into a producer instead of into a co-producer. The consequence of this ‘do-it-yourself’-economyisthattheHRMfieldisforcedtobecomesmart,whereonemayexpectthefutureworkforceconsistingofthe‘consumerasaproducerandacostlessemployee’.Withinthiscafé,smartHRMwasdiscussed,accordingtothefollowingfoursub-themes:

o NewcompetencesforHRMProfessionalso DataficationofHRMo Newjobsinsmartindustrieso HRMpracticesinsmartindustries

Because during this symposiuma lot of interesting thingswere discussed by the participants, it isdesirabletogetaclearoverviewofthemostimportantthingsthatweresaidaboutthefutureofHRMand what should be considered in the future. These conclusions and knowledge can be used byorganizations tomakethemawareofwhat isgoing tochange in theHRMfield.ThiswaytheycanrespondtothesechangesintimeandadjusttheirHRMpoliciesifnecessary.Researcherscouldalsouse this information to setanoutline for their further research.Therefore, thegoalof thismasterthesis istocritically lookatthedataofthesymposium‘backtothefuture’andtodescribewhatisexpectedofthefutureofHRM,sothatorganizationsandresearcherscanrespondtothis.

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2.MethodstostudythefutureThemethodthatwasusedduringthesymposium‘backtothefuture,theWorldCafémethod,willbeexplainedindetailinthischapter.Atfirstabroadexplanationoffuturesstudieswillbegiveninordertogetanoverviewofthediversefuturesstudies.Afterthat,startingwiththebeginningofthemethod,thecharacteristicsanddesignoftheWorldCaféwillbeillustrated.TheWorldCafémethodwillalsobecomparedwithotherpopularresearchmethods.ThensomeexamplesofsuccessfullyappliedWorldCafé studies will be demonstrated, the sustainability of theWorld Café method for HRM will beexplained,andfinallyimplicationsofthemethodwillbewrittendown.

2.1FuturesstudiesFutures studiesarenowadaysmoreandmoreof importancewithinabroad rangeof corporations(Hirshfeld,2001).Thefuturesstudiesareusedforseveralpurposes,withthecommongoaltobeofhelp and to say something about the future of a corporation. In a study of Schwarz (2008) it isemphasized that a growing number of corporations are using future studies and itsmethods, andSchwarzstatesthatthissuggeststhatthereisaverystronginterestinthesekindofstudiesinthefieldofmanagement.Thegrowinginterestinfuturesstudiesisalsovisiblethroughthevariouspublicationsthat recommend corporations to pay attention to their future and to develop foresight (Schwarz,2008). WithintheHRMfieldnoarticleswerefoundthatalreadystudiedthefutureofHRM.Theissuesfromthepastcoupleofyearstillmay2016ofthejournals‘Futures’,‘Foresight’andthe‘EuropeanJournalofFuturesResearch’wereviewedinthisregard.Thescientificjournal‘Futures’didpublishanarticleabout the future of work, in which they looked beyond binary hierarchies, however they didn’tconsiderthefutureofHRMasafunction.Thishighlightstherelevanceofthisstudy. Togetanoverviewofthedifferentkindsoffuturesstudies,ideaswereborrowedfromSchwarz(2008),whoconsideredfuturesstudiesinacorporatecontext,withthegoaltosupportstrategicfutureorientedaction.Adistinctionwasmadebetweenthefollowingmethods(Schwarz,2008):o Quantitativeforecasting

Thegoal is tomakequantitativepredictions inorder tomake thebestpossibledecisionaboutfutureevents,byextrapolatingdataandtrends.Themaintypesofquantitativeforecastingarethe‘exploratorymethod’and ‘timeseries’.Theexploratorymethod tries tocorrelate twoormorevariables,andtimeseriesusespasttrendsinordertopredictthefuturetrend.Thesemethodsareusedwhenthereispastdataavailableandwhenitislikelythatsomepatternswillcontinueinthefuture.Normally,thesemethodsareappliedtoshort-rangedecisions.

o Simulationandgaming Thesemethodscanbothbeseenasbeingdecision-aidingtechnologiesthatinvolvemathematicalmodelling.

o Delphitechnique ThemaingoaloftheDelphitechniqueistoreachconsensus.Inordertoachievethisconsensusagroupofexpertswilltackleaproblemthatliesinthefuture.Theexpertsdon’thavecontactwitheachother,buttheyfillinquestionnairestogivetheiropinion.Duringseveralroundsoffillinginquestionnairesandgettingfeedback,thegoalistoreachconsensus.Thismethodismainlyusedasatoolformakingpredictionsaboutnottoocomplexsubjects.

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o ScenariotechniqueThistechniquehasthegoaltoidentifyexistingtrendsanduncertaintiesandtocombinetheminapictureofthefuture.Thispicturedoesn’thavetocoveralleventualities,butishastodiscovertheboundariesoffutureoutcomes.Thistechniquedoesnotusepastdataanddoesnotexpectpastobservations tobecontinued in the future,but it just tries toconsiderpossibledevelopments,whichmaybeconnectedtopastexperiences.

o Issuemanagementandstrategicearlywarning Thegoalofissuemanagementisatfirsttoidentifyandmonitorsocial,technological,politicalandeconomicforcesandtrends.Thenimplicationsandopinionsshouldbeinterpretedanddefined.Afterthat,strategicactionshouldbesettodealwiththesituation.Theunderlyinggoalofthisisthat early signals of possible environmental change can be identified and detected alreadyunderway.

o CreativityCreativitycontainsallthemethodswhichfostercreativethinkingaboutthefuture.TheWorldCafémethodisoneofthesecreativemethods.ThecreativeaspectoftheWorldCafémethodenablesparticipantstocomeupwithalotofcreativeandnewideasandtospeakoutfreely.TheWorldCafémethodisverysuitableforexploratoryresearch(Chang&Chen,2015).Therefore,theWorldCafémethodisextremelysuitableforthegoalofthismasterthesistodescribetheexpectedfutureoftheHRMfield,sincethisisveryexplorative.

2.2TheWorldCafémethod2.2.1ThehistoryoftheWorldCafémethodTheWorld Cafémethod has emerged in January 1995, during a strategic dialogue on IntellectualCapital (Brown,2001).Theseconddayof thestrategicdialoguehadto takeplace in thegardenofDavidIsaacsandJuanitaBrown,butduetotheheavyrainfallthedialoguewasmovedinside.Intheirliving room, IsaacsandBrownputupseveralTV tables,decoratedwith tableclothsandstationary.Brown(2001)describedtheunexpectedsituationofthatdaythefollowingway:

“Andsoitwas.Therainfalling,hard.PeoplehuddlingaroundtheTVtables,learningtogether,testingideasandassumptionstogether,buildingnewknowledgetogether,addingtoeachothers’diagramsandpicturesandnotingkeywordsandideasonthetablecloths”(Brown,2001,p.5-6).

Afterthisseconddayofthestrategicdialogue,theideafortheWorldCafémethodarose.Severalyearswentby,inwhichthemethodwasexploredandexpanded.Nowadays,theWorldCafémethodisawell-known,acceptedmannertohostgroupdialogues,sinceitactivatesthecollectiveknowledgeofagroup(Brown,2001;Brown&Isaacs,2005).Amongotherthings,thisisareasonwhytheWorldCafémethodisbecomingapopularmethodforbrainstorming.

2.2.2CharacteristicsanddesignoftheWorldCafémethodTheWorldCafémethodology isaquite simplebuteffectiveand flexible formatused tohost largegroupdialogues(TheWorldCafé,2016).TheWorldCafémethodisbuiltonsevenintegrateddesignprinciples,thatformthebasisoftheconceptandtheprocess(TheWorldCafé,2016):

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o Setthecontext Itisimportantthatenoughattentionispaidtothereasonofbringingthepeopletogetherandtowhat the organization wants to achieve. With keeping these things in mind, it enables theorganizationtoconsiderandchoosetherightelementstorealizethegoals.

o Createhospitablespace Bycreatingahospitablespace,peopleattheCaféwillfeelsafeandwelcome.Whenpeoplefeelcomfortableandsafe,theywillcomeupwithmorecreativeideas.TheorganizationoftheWorldCaféshouldconsiderhowtheycancontributetocreatingawelcomingandpleasantatmosphere.

o Explorequestionsthatmatter Knowledgewill come upwhen people are triggeredwith compelling questions. Therefore theorganizationoftheWorldCaféshouldfindquestionsthatfitthepresentgroupwell.Thequestionsshouldhelpattractthecollectiveenergy,insight,andactionsofthepeople.

o Encourageeveryone’scontributionItisimportantfortheCaféhoststogiveeveryparticipantthespaceandopportunitytoparticipate.Thehosts shouldactivelyencourageallparticipants toparticipate in theprocess,whileon theotherhandalsorespectingthatsomeparticipantswanttoparticipatebysolelylistening.

o Connectdiverseperspectives AdistinguishingcharacteristicoftheWorldCafémethodisthatthereistheopportunitytoswitchbetweentables,tomeetotherpeople,toactivelycontributetothethinkingprocess,andtolinkthediscoveriestoeverwideningcirclesofthought,therebycreatingmoreandmoreinsights.

o Listentogetherforpatternsandinsights Thequalityofthe listeningtoeachother isoneofthemost importantfactorsdeterminingthesuccessofaWorldCafé.Notjustlisteningtowhatissaidandshared,butalsotowhatisnotsaid.Theparticipantsshouldbeencouragedtopayattentiontothemes,patternsandinsights,sothatthelargerwholecanbeseen.

o SharecollectivediscoveriesThe conversations that are held at one table are, as part of the whole, connected to theconversationsat theother tables. The lastphaseof theWorldCafé, the ‘harvest’, ismeant toconnectthesedifferentpartsandtomakethepatternofwholenessvisibletoalltheparticipants.The small groupscanshare theirpatterns, themesandexperienceddeeperquestionswith thelargergroup.

Thisformof‘cafélearning’enableslargegroupstothinktogetherinacreativeway,aspartofasingle,connectedconversation(Tan&Brown,2005).Themethodiseasytouseandoftenleadstosurprisingresults(Tan&Brown,2005).Themethodgathersinformationbystimulatingcafédialogues,throughcreatingawarmandwelcomingenvironmentinwhichpeoplefeelgoodandthusfeelfreetospeakup(Pulles,Schiele,Veldman&Hüttinger,2015).TosetupandhostaWorldCafé,thebasicmodeloftheWorldCafémethodcanbeused.Thismodelconsistsoffiveelements,basedontheabovementioneddesignprinciples(TheWorldCafé,2016):

o SettingTocreateanappropriatesetting,thesettingofacaféshouldbethestartingpoint.Thereshouldbeacoupleofsmalltableswithoptimallyfourchairspertable,blockswithpaper,and(colored)pencils.Theenvironmentshouldhavearelaxedatmospheretogivetheultimatecaféexperience.

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o Welcomeandintroduction Togivetheparticipantsawarmwelcome,thehostbeginswithanintroductiontotheWorldCaféprocess, thereby explaining the etiquette of the café, answering questions and setting theparticipantsatconvenience.

o SmallgrouproundsTheWorldCaféprocessstartswitharoundoftwentyminutes,wherethesmallgroupsaroundthetablescandiscussatopic.Afterthesetwentyminutes,eachpersonatthetablemovestoanotherdifferenttable.Itisanoptionthatonepersonpertablestaysasa‘tablehost’towelcomethenewgroupandtoinformthemaboutwhatwasdiscussedbefore.Intotalthereshouldbeacoupleofthesetwentyminuterounds,withcontinuouslyrotatingtablemembers.

o QuestionsPriortoeachroundtherewillbeaquestionthatissetupforthespecificpurposeoftheWorldCafé.Therecanbesomedifferentquestionsthatcomplementorbuiltuponeachothertogivedirectiontotheconversationorthesamequestioncanbeusedforacoupleofrounds.

o HarvestAfter thediscussionsand/orconversations in the small groups,participantsareasked to sharetheirfindingsandinsightswiththelargergroup.Theseresultsarereflectedvisually.Thiscanoccurinvaryingways.

Thus, inaWorldCafédialoguedifferentconversationsatsmallcafétablesarelinkedtoeachothersincepeoplemovetoothertablestodiscussdifferentquestionsorsub-topicswithdifferentpeople(Tan&Brown,2005).Alltheseconversationsareconnectedtothesamemaintopic.Bydiscussingthedifferentsubjectsthisway,theknowledgesharingwillgrow(Tan&Brown,2005).Atalltablesthekeyideasarewrittendown,sothekeyinsightscanbesharedandsaved.

2.2.3ComparisonwithotherresearchmethodsBrennanandRitch(2010)saythatTheWorldCaféisinfactaspecializedformoftheconventionalfocusgroupapproach.Focusgroupscanbeusedfortheorybuildingandforgainingmoreinsightinbehavior.Themainideaofafocusgroupistoallowagroupofpeopletosharetheirideasandopinionsinregardto theirexperiences (Murgado-Amenteros,Torres-Ruiz&Vega-Zamora,2012).This formofsharingthoughtsallowsforcollaborativethinking.ThisiscomparabletotheideaoftheWorldCafémethod,but the World Café method has multiple advantages over other approaches to guide groupconversations, such as focus groups and (semi-)structured interviews (Pulles et al, 2015). TheparticipantsintheWorldCafémethodareactiveco-researchersthatexploreaparticulartopic,theyarenotinterviewees.SotheWorldCafémethodgivesanopportunityforopendiscussioninwhichtheparticipantscangainnewinsights fromtheexperiencesoftheotherparticipants.Besidesthat, theWorld Café often evaluates the outcomes of previous café rounds, which allows the participantstoconfirm,remodel,sharpen,orrejectthepreviousfindings.Throughthisprocess,therobustnessoftheoutcomesisincreased. Another researchmethod that is considered as a competitor is theDelphi technique. Thistechniqueisusedtoreachconsensusamongagroupofparticipants(Hsu&Sandford,2007).WithintheDelphitechnique,dataiscollectedanonymously,throughtheuseofmultiplequestionnaires.Theuse ofmultiple questionnaires has as a purpose that participants can adjust their opinions in themeantime,basedontheinformationthatisprovidedinpreviousrounds(Hsu&Sandford,2007).ThesimilaritywiththeWorldCafémethodisthatbothmethodstrytocollectdataofaspecificgroupof

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respondentsthatdiscussaspecifictopicwitheachotherinseveralrounds.However,thedatagatheredthrough theWorldCafémethod ismuchmoreuseful for research, since it ismuch richerand lessambiguous.Within theWorldCafémethod, thedatagathering consistsofmultipledata collectionmethods,suchasthefreeinterpretationnotesonthepaperblocks,andavoiceorvideorecording,insteadofonlypredeterminedquestionnaireanswers.TheWorldCafémaytakemoretime,butintheendgivesmorevaluabledata.

2.2.4ApplicationoftheWorldCafémethodIn thepast years several studies havebeen conducted inwhich theWorld Cafémethodhas beensuccessfullyapplied.Pullesetal.(2015)usedtheWorldCafémethodintheirstudyinordertogathertheoreticalconceptualizations.Theywantedtoresearchhowafirmcanbecomeapreferredcustomer,however,decentliteratureabouttheconceptualvariablesandtheircoherencewasn’tavailable.Tosolve this problem they used the World Café method and successfully discussed these topics,eventuallyleadingtohypothesesonthelinkbetweentheconstructsandpreferredcustomerstatus.Thiswaytheycouldcontinuetheirstudyaboutbecomingapreferredcustomer. SchieleandKrummaker(2011)alsosuccessfullyappliedtheWorldCafémethodintheirstudy.Inthisstudy,theobjectivewastodiscussriskmanagementsystemswithvariousinterestedfirmsanduniversities.TheinitiatorsoftheWorldCaféfirstmadeaconceptualmodelcontainingthecategoriesbywhich to accessdifferent factorsof risk. Then therewere several discussion rounds,with tablerotationsafterthedifferentrounds.Everytablehasatablehost,toguidethediscussionandtosharepreviousideasandknowledgeatthattable.Eachtablediscussedapredeterminedriskcategory,sothatallriskcategorieswerediscussedandsothatpotentialrisksourcesandindicatorsformonitoringtheserisksourceswereidentifiedbytheendoftheday.

2.2.5LimitationsoftheWorldCafémethodThereareplenty successful storiesof appliedWorldCafémethods indiverse settings, like in largemultinationals,smallnon-profitorganizationsandeducationalinstitutions.However,thereisalackofevaluativestudiesthathaveexaminedtheeffectivenessoftheWorldCafémethod(Fouché&Light,2010).Untiltoday,verylittlescientificevidencecanbefoundfortheeffectivenessoftheWorldCafémethod. Another drawback of the World Café method is that, apart from plenary, large groupdiscussionswhereeveryparticipantcanattendinthediscussion,itcanoccurthatonepersonneverattends a table that discusses a particular topic. Thisway, his or her knowledge, is not taken intoaccountintheconclusion.

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3.Method

3.1SettingofthesymposiumThesymposium‘backtothefuture’wassetupinsuchamannerthatcomparisonofthedifferentcafésinpossibleandallowed.Inordertoreachthatcomparability,allcaféshadthesamecharacteristics.Eachofthefourcafésconsistedoffourtables.Ineachcafé,thefourtablesaddressedtheirtopicfromthefoursameperspectives:what,who,howandwhy?Themainaimofeachcaféwastoformulatefive researchquestions regarding thecafé theme.Thediscussions tookplace in four round, lastingrespectively40,25,20,and15minutes.Inordertoensureaconstanttimedurationoftherounds,eachcaféhadatimewatcher.Further,eachcaféhadacaféleaderandthreemoderators.Theywereinchargeofregulatingthecafé.Aftereachround,theparticipantsswitchedtables,buttheyalwaysstayedinthesamecafé.Theparticipantsofthesymposiumwerefreetochooseinwhichcafétheywantedtoparticipate.However,oncetheychooseone,theyhadtostaytherefortherestoftheday.Afterthefourdiscussionroundsthequestioninallcaféswas:‘whatisthemostimportant/interestingresearchquestion/topicforthefutureofHRM?’Allparticipantsweregivenstickers,withwhichtheycouldvoteon the statements they foundmost important.Theycoulduseanunlimitednumberofstickers,however,theycouldonlyputonestickerperbulletontheflipcharts.Inordertosetupthesymposiuminthebestpossibleway,NielsPullesandPetraHoffmann,twoexpertsinthisfield,wereinvolvedinmonitoringthedesign.

3.2ResearchdesignTo say something about the symposium, all the available data gathered at the symposium wasanalyzed.Theavailabledataconsistedofflipchartsandsomevoicerecordings.Atfirsttheflipchartswereanalyzed.Atallthecafétablestheparticipantswrotedowntheirideasattheflipcharts.Inordertodigitize thedata,all thewritten textat the flipchartswas retyped.This resulted in24pagesoftypescript. This typescript was then coded by hand. With different color markers the returningthemes/topicswerecoded.Ascanbeseeninfigure1,sentencescodedwithblue,areallrelatedtotheusersoftheHRSharedServiceCenters.Usingthiscodingtechnique,thewholetypescriptwascoded. Aftercodingthewholetypescript,theanalyzingcontinued.Thiswasdonepercaféandpertable. To start, the statements were sorted by topic and then by importance. At the end of thediscussion sessions during the symposium, at every café the participants had to choose themostimportant/interestingresearchquestionsortopicsforthefutureofHRM.Inordertochoosetheyhadtoputastickernexttoastatementatoneoftheflipcharts.Attheend,thebulletwithmoststickers,wasconsideredmostimportant.So,toexaminetheimportanceofthebulletspertopic,thesentenceaccompanied withmost stickers was estimated themost important, according to the symposiumparticipants.Theamountofstickersperbullet isrepresentedbythenumberbetweenthebrackets(seeappendixA,B,CandD).

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Figure1.Exampleofthecodingtechnique

When thedifferent topicswere identified and sorted, provisional conclusionsweredrawn, herebytakingtheimportanceofthebulletsintoaccount.Theseprovisionalconclusionswerethendiscussedwiththefourcafé leadersofthedifferentWorldCafésforasocalledmembercheck.Themembercheckswereperformedtoimprovethequalityandreliabilityoftheconclusions.Duringthememberchecksthefindingswerediscussedtochecktheconclusions.Afterthat,theconclusionswererevised. Duringthesymposiumtheparticipantshadtochooseonecaféinwhichtheystayedthewholeday.Becauseofthat,itcanbethecasethatexpertsofspecificHRMthemeswerenotattendingthecaféoftheirexpertise.Inordertoovercomethisandtocreateawiderangeofknowledgeregardingallthethemes,scientificandbusinessexpertswereinterviewed.Thefourcaféleadersservedalsoasthescientificexperts,regardingtheirowncaféandfieldofexpertise.Thegoaloftheseinterviewswas

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tofindouttheircorrespondingprofessionalandscientificopinions.Thebusinessprofessionalswerealsoaskedabouttheiropinionaboutthefutureofthecorrespondingsub-areasofHRM.Thiswaythereare three perspectives per topic: the participants’ perspective, the scientific perspective, and thebusinessperspective.Thecafé leaders,andthus thescientificexperts, thatwere interviewedwere(fromcafé1to4):Dr.JeroenMeijerink,Dr.SjoerdvandenHeuvel,Dr.AnnaBos-Nehles,andProf.Dr.TanyaBondarouk.TheyareallworkingattheUniversityofTwente,fortheBehavioural,ManagementandSocialSciencesdepartment,specialisedinHRM.Thebusinessexpertsthatwereinterviewedwere(café1,2and4):PeterReilly(principalassociateattheInstituteforEmploymentStudies),CorPollingandcolleagues(HRtransformingconsultantatCapgemini),andPatrickWiller(workforceinnovationconsultantatSAP).Unfortunately,theinterviewaboutthethirdcafécouldn’ttakeplace.

3.3ParticipantsIn total 126 people participated in the symposium. Most of the participants came from theNetherlands,buttherewerealsoguestsfromBelgium,Spain,theUK,Denmark,andIndonesia.ThiswereallpeoplethatworkwithintheHRMfieldorareotherwiseconnectedand/orinterestedintheHRM field. Some of them were (PhD) students, others were lecturers, researchers, directors,managers, professors, consultants, advisors, trainees, and so on. They were all from differentuniversitiesandorganizations.Soaverydiverseandvaryinggroupofpeopleattendedandparticipatedinthesymposium.

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4.ResultsInthischaptertheresultsofthediscussionsessionsatthesymposiumandtheresultsoftheinterviewswillbeshownperWorldCafé.

4.1WorldCafé14.1.1Participants’pointofviewHRSharedServiceCenters ThemostimportantquestionabouttheroleofSSC’sthataroseduringtheroundsiswhatthemaingoalsofaSSCshouldbe.WhatwillbethetasksoftheSSC,whichfunctionswillitperform,whatkindofservicesaresuitedfortheSSC?ThequestionisiftheSSCwilldomorethanjusttheadministration,orwillitalsotakeoverothertasks.Besidesthat,peoplearecurioushowthecooperationbetweentheSSCandtheemployeeswillbe.Howaretasksandresponsibilitiesdivided?Inshort,peoplewanttoknowwhattheroleof theSSCwillbeexactly.AndwhentheSSCwillplayabiggerandbiggerrolewithincompanies,whatwillbetheroleoftheHRprofessionaltherein?IsHRknowledgestillrequiredwithinaSSC?Herearisesaconflict;somepeoplebelievethatHRknowledgeisnolongerneededwithinaSSC,butotherpeoplebelievethattheHRprofessionalsarestillneeded,sincetheyhavetheoverviewand can make connections. From this follows the question if the SSC can replace the local HRprofessionalsandtheHRbusinesspartnersoraretheystillneeded?AndwhatistheimpactontheHRBusinessPartners?ItisgoodtofigureouthowtheSSCcancooperatewiththelocalHRandhowtheycandivideresponsibilitiesandtasks. The role of the line manager is also important. The line managers will take care of themanagementofthedifferentprocesses.Whentheyperformbetter,therewillbelessquestionsattheSSC.However,thisindicatesthatthelinemanagersshouldalwaysworkflawless,inordertofacilitatetheoperationswell.Butontheotherhand,linemanagersdon’thavetimeforHRtasks,sohowwillthecommunicationwiththeHRSSC’sbe?AndhowcantheysuccessfullycontroltheHRmanagers,sothattherewon’tbequestionsattheSSC.Thisputstheminadilemma:theyhavetodomoreinlesstime.Theoptimaldivisionoftasksbetweenthelinemanagers,HRprofessionalsandtheHRSSCshouldbeconsideredcarefully. Besides the role of the management and the HR professionals, the employees are alsoimportant components of this floorer. The concept of employeeswill change, according to all thechangingprocessesandresponsibilities.SomeemployeeswillhavetoworkattheSSC,butwilltheyexperiencejobsatisfactioninthisfunction?EspeciallywhentheSSCwillbeastandardizedprocess,whatwillbetheirtaskanddotheyhavecareeropportunities? MostofthepeoplebelievethattheSSCisaboutstandardizationandnotaboutcustomization.InadditiontofiguringouthowtheSSCcancooperatewiththelocalHR,itiswiselytofigureoutwhenacompanywantsaSSCtostandardize,andwhentocustomize.Thischoicecancoherewiththechoicefor thedivisionof tasksandresponsibilities. In this,considerationshouldbegivento indicators forstandardizationofcustomization.

WhiledesigningtheSSC,besidescustomizationorstandardization,thereisanotherimportantaspectthatshouldbeconsidered.TheSSCsystemsaremostlyfocusedontheITprocesses,buttheylosesightoftheend-users.InordertogetafunctionalSSCtheprocessesofacompanyarechangedtofittheITsystems.Intheend,theusershavetoworkwiththesystem,soitshouldbegoodtogettheminvolvedinthesystemdesignprocess.Inthisrespectitisgoodtohaveanideaofwhattheend-usersneedinrelationtotheSSC.

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Intheend,peoplearecurioustothepossibilityofaSSCtobecomeaprofitcenterandhowthisshouldorcouldbeaccomplished.Nowadays,peopleseeaSSCasacostcenter,butiftheSSCwillplayabiggerroleinorganizations,thenhowcoulditbecomeaprofitcenter? AndperhapsoneofthemostimportantquestionsthataroseduringthiscaféishowtomeasurethesuccessoftheSSC.Becauseafterall,thesuccessoftheSSCcantellifitwasrighttocustomizeortostandardize,andifthedivisionoftaskswasdonewell,andiftheend-userswereableenoughtoworkwiththesystems.Somepeoplesaidthatifthereareanycomplaints,thantheSSCinunsuccessful.ThislooksliketheSSCshouldbeastandardizedprocess,inwhichmistakesarelessoccurringthanincustomizedprocesses.Butinhereitisalsogoodtoconsiderifthequalitygetsworseiftheprocessesarenolongerperformedbyexperts,butby‘normal’employees.SoagainitisthequestioniftheHRknowledgeisnecessaryfortheSSC.Competences&responsibilitiesofHRprofessionals Themainquestionthataroseatthistablewashowworkwillbeorganizedinthefuture.WillHRstillbeaseparatefunction?DuringthesymposiumlotsoftheparticipantshadtheopinionthatHRhastodevelopitsownfunctionality.WhetherHRwillbeseparatefunctionornot,averyimportantquestionthatremainsiswhatknowledge,skillsandattitudesareneededfor(future)HRprofessionalstoachievebusiness and HR strategy, or to achieve the organizational’ goals. During the symposium theparticipantsagreedthatHRprofessionalswillneed(legal)knowledge,likeknowledgeofthebusinessgoals and strategy, knowledge of the business, and professional HRM expertise, and that the HRprofessionals will need particular skills/attitudes in coordinating, change management,communicationandethics. AnotherquestionregardingthecompetencesandresponsibilitiesoftheHRprofessionalsthatarose during the symposium is whether the HR department gives enough room to the linemanagementtotaketheirresponsibilities.Arecurrentthemewastheshiftfromprofessionalstolinemanagement,and if thisshouldtakeplaceornot. Inthefuture itshouldbeconsidered if thisshiftshould take place, and if it does, how the linemanagement andHRprofessionalswill divide theirresponsibilitiesandhowtheywillcooperate.Therebyitshouldbeconsiderediftherearedifferencesbetweendifferentorganizationalsizes,sectorsandcountries. HRM&technology In the discussion about HRM & technology the participants mainly explored the advantages anddisadvantagesoftechnologywithintheHRMfield.Thebiggestbenefitsseemtobethatrecruitmentwillgeteasier,communicationwillbefacilitated,theorganizationwillhavelesscosts,anddatacanbeused to learn about relationships and to eventually improve the organization. As the dark side oftechnologywasmentionedtheprivacy;howcantheprivacyofallstakeholdersbesecured?Peoplearealsoafraidforunintendedconsequencesoftechnology.Besidesthat iswasmentionedthattheHRdepartment is seldom involved in the development and design of the IT systems, which leads toincomprehensionandproblemsinimplementingit.Thereshouldbepaidmoreattentiontotheend-users in the design phase. Thereby it is also of great importance that there is consistency in thecompanyvaluesandthesystemsthatareimplemented. Employees’involvementinHRM When discussing the involvement of employees, one thing that came upwaswhat themanagersshould do and what the role of themanagement should be. Themost important answer to that

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questionwasthatmanagersbecomefacilitatorsorcoachesthroughgoalsetting;theyshoulddiscusswiththeiremployeeshowtokeeptheirjobs.Thedevelopmentofemployeeswasanimportantthemeduringthisdiscussion.Whatbecameveryclearduringthesymposiumwasthatemployeesdowanttodevelopthemselves.Assomeofthemostimportantinterestsofemployeeswerementioned:gainingskills, development, employability, goal setting, giving and receiving feedback. Almost all of theseinterestsrelatetothepersonaldevelopmentofemployees.Thequestionthataroseinhereiswhoisresponsibleofthisdevelopment.SomesaythatthelinemanagerorHRprofessionalshouldmakethishappen, others say that the employees themselves are responsible. A question that is somehowrelated to this, that also came up during the discussion was how to customize versus how tostandardizeHRMforemployees.WhenyoustandardizeHRM,isitthenstillpossibletodevelopasanemployee? At this café table thediscussionalsocameto theorganizationand its features.What isanorganization?What are implications if there are blurry organizational boundaries?How should anorganizationcopewithconflictinglaws,howshouldanorganizationderegulate?Whatistheimpactoftheregulationsonthecontractsofemployees?ThisareallquestionsthatcameupatthistablethathaveaninfluenceontheinvolvementofemployeeswithinHRM.

4.1.2ScientificpointofviewThescientificexpertbelievesthatSSC’swillstillexistinthefuture,justbecauseorganizationshaveputalotoftime,moneyandeffortinthem.Intermsofwhattheydo,itcangotwoways:theSSC’swillbedoingHRadministration tasks at the lowestpossible costsor theSSC’swill becomecenterswhichcollectandanalysedata for thepurposeofHRanalytics.Whatalsomighthappen is that theSSC’sbecometoobigandpowerfulandthattheywilldecidehowHRshouldbeimplemented.InthatcasetheSSCwillnotjustbeanexecutingpart. The scientific expert also believes that the development of technologies will continue.However,technologywillbeusedinadifferentwayinthefuture.Technologywillmorebeusedtopredict, which will become a task of the HR professional. This asks for other competences andresponsibilitiesoftheHRprofessionals. RegardingtheinvolvementofemployeesinHRM,thescientificexpertwondersifthereisanoptimumintheamountoftasksandresponsibilitiesforwhichtheemployeesareresponsiblethemselvesandthetasksthatshouldbedonebytheemployer.Besidesthat,hestatesthattheroleofemployeeschanges,duetothechangingexpectationsthatwehaveofcustomers/clients;weexpectthem to domore themselves.We should think about how to adapt HRM to that. Thatmade thescientificexpertwonderifthere’sanoptimumintheamountofHRMthatorganizationsshouldoffer.WenormallyhypothesizethatthereisalinearrelationshipbetweenHRMandachievements,whichassumesthatthereisnolimitforachieving;thescientificexpertbelievesthatthereisanoptimuminthis.Thisissomethingtoconsiderforthefuture.

4.1.3BusinesspointofviewThebusinessexpertbelievesthatSSC’swillcontinuetobeimportantinthefuturetodriveefficiencyand to reduce costs for large, complex and locational distributed organizations. They will enabletechnologyandprocesssolutionstobeintroducedthatwillfacilitatestandardization,therebyfurtherdrivingdowncosts.HealsobelievesthattherewillbeatendencytoreducethenumberofSSC’sasmuchaspossibleandtolocatetheminlowcostlocations,therebyassumingskillsavailability,alsotoachievefinancialsavings.

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According to the required competences for the professional role of HR professional, thebusiness expert thinks that HR professionals will need the following dispositions, especially forbusiness partners: confidence to challenge, a customer focus, solving problems, motivation toimprove, flexibility to adapt, determination to make an impact, creativity, data and businessawareness,awarenessoftechnology,andbeingachameleon. TheroleoftechnologywillmainlybetodrivedownthecostsandimprovethequalityofHR.Besides that, technology will be used to facilitate distributed working, to make processes moreeffective,todrivestandardizationandtoenablebetterdataanalytics. Thebusinessexpertstatesthatthe line manager remains the critical interlocutor withemployees.ThislimitsHRtodeliverservicesliketraining,payroll,etc.Thisdoesn’timplicatethatHRisnotinterestedinemployees,butthefunctionofHRisattheorganizationallevel.

4.2WorldCafé24.2.1Participants’pointofviewTechnology:futuretechnologiestosupportHRanalyticsTwofuturetechnologyapplicationsthatmaysupportHRanalyticsthatwerementionedinthiscaféwere sensoring and robotics. Regarding to sensoring, the main question that arose is how cansensoring supportHRanalytics?Onepossible applicationof sensoring thatwasmentioned, is thatsensorscanautomaticallydetectandsentdatafromemployees.Thisdatacanthenbeanalyzed.Whatshouldbeconsiderediswhichsensoringdatawillinfluencetheperformanceofemployees.Regardingtherobotics,participantsofthesymposiumwonderedwhattheinfluenceofrobotizingwillbeonwell-educated employees. Andwill the robot be leading, or is the human the leading one? Itwas alsomentionedthatHRanalyticswilldevelop fromanalyzinghumans toanalyzing robots; therewillbeteamworkbetweenthem.Thatwillespeciallybethecaseifrobotsreplaceemployeeswhocannotdotheir jobs efficiently enough. If that happens, it should be consideredwhat and how humans cancontributetoself-learningrobots.So,theroleofthehumanissomethingtotakeaccountof.Willthehumanstillcheckthesystem,andhow?Duringthesymposium,theoverallopinionwasthatthehumanwillstillneedtoasktherelevantquestion,sothehumanisstillthemostimportantpart.Theemployeealsohastodecidewhichdatashouldbesharedandwhichdatanot.So, thehuman isstillneeded. Therestof thediscussionat this tablewasespeciallycharacterizedbyquestions.ThemainchallengethatwasmentionedduringthediscussionatthistablewaslinkingHRtonon-HR.Accordingto the participants, this will be themain obstacle. Further, theywondered how the context doesinfluenceHRanalytics,ifdatawillbecollectedacrossorganizationalboundaries,howtechnologycanbringinintelligencetomakesuggestions,toconnectusandtogivefeedback.Employees’responses:generatingemployeeacceptanceforHRanalytics ThemostimportantquestionthataroseatthiscafétablewaswhataretheimportantfactorsthatdriveemployeesawayfromHRanalytics,andwhatdriversareneededforemployeestoadoptHRanalytics.Inordertoobtainemployeeacceptance, importantthingstotake intoaccountarethebenefitsforemployees. So should the conclusions and results of HR analytics lead to visible follow up, andhypothesesanddefinitionsof thebenefits foremployees shouldbe there.This couldbedone, forexample,toshowfromanalyticsinotherareashowpeoplecanbenefit.Duringthediscussionatthistable,themostimportantaspecttogettheacceptancewasthatthebenefitfortheemployeesshouldbeguaranteed.Duringthesymposiumitwassaidthatthedirectmanagersarethemost important

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players to create acceptance for a culture of leadership and trust, so they should play a role incommunicating the benefits. Furthermore, is was mentioned that mandatory participation willincrease resistance. Employees would bemore willing to participate and eventually to accept HRanalyticsifthisisvoluntary. Duringthediscussionatthistable,someotherimportantthingscameup.Theparticipantsofthesymposiumthinkthatit isveryimportantthattheresultsofHRanalyticscanbeappliedbytheindividualemployeesthemselves.Employeesshouldbemotivatedtoapplyit,anditshouldbeclearhow they can do that. Regarding the HR analytics itself, long term thinking should be stimulated,accordingtheparticipants.Thebusinessobjectivesshouldbetranslatedtopeopledriversinordertodefine the data that an organizationwants to analyze. The organization should thereby take intoaccountthatmostdataisavailablealreadyandthatHRanalyticsshouldbedonedosed.Concerningtheinformationofemployees,theorganizationshouldmakeclearwhohasaccesstothedata,whatthe data is used for and how long the data will be available; there should be clear rules.Competencies:teachingHRanalyticsatuniversities ThemainquestionthataroseatthistablewashowtobenchmarkHRanalytics,comparedtootherdisciplines?Duringthediscussiontheparticipantsdidn’tcometoaclearanswer.TheremainingofthediscussingwasmainlyabouthowtoteachHRanalytics.Accordingtotheparticipants,ifyouwanttoteachHRanalyticsatuniversities,thefollowingcompetencesareneeded:knowingthatHRanalyticsisa team effort, knowing the client environment, understanding the process (communicating andlistening), having a distant view. Theparticipants at this tablewerewondering ifHR knowledge isneededinordertoteachHRanalytics.Inteachingit,wecanlearnfromotherdisciplines.Duringtheteachingprocess,boththeoryandpracticeshouldbedealtwith,butitispreferredbythesymposiumparticipantstostartwithpractice,sinceitisacompletenewarea. Arecurringthemeatthistablewas‘disruptivethinking’.Themainquestionsthatarosewere‘how canHR analytics contribute to disruptive thinking?’ and ‘which competences are needed fordisruptivethinking?’MostparticipantsthoughtthatHRisabletothinkdisruptive.ThequestionthusremainshowHRanalyticscancontributetothis. Practices:futureapplicationsofHRanalytics InwhatsectordoesHRanalyticsaddthemostvalue?Thatwasthemostimportantquestionatthisdiscussiontable.Andcanuniversitiesaidbusinessbydesigningpracticalmodels?TheparticipantsalsowonderedwhatarefactorsthatdetermineifHRanalyticsisneeded,enterpriseanalyticsisneeded,ornothingshouldbedone. TheparticipantsofthesymposiumconsideredacouplefutureapplicationsofHRanalytics.Themostimportantapplication,accordingtothem,isthatHRanalyticsshouldfindevidencefortheHRstrategy.Relatedtothat,HRanalyticsshouldaidpolicydecisions.Therefore,HRanalyticsshouldberobustandsolid,butalsofastandflexible.

4.2.2ScientificpointofviewThescientificexpertbelievesthatwewillcollectdatafromagrowingnumberof(external)sources.Thiscanhelpus,butitwillalsoleadtotension:whatareweallowedtouseforanalytics?Technologywillbeanenablerofanalyticsanditcanaccelerateit,butitwilldependstronglyonthelegislationandtheethicaldiscussion.

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RegardingtheemployeeacceptanceofHRanalytics,it iscrucialthatfromthebeginningHRanalyticswillbeputintoserviceoftheemployees.Afocusonthebenefitsforemployeesisessential.Employersshouldtrytoavoidthat,whenHRanalyticswillbereallyvisibleforemployees,theywillturnagainstit.Nowadays,HRanalyticsisprogressingslowlyandonlysomepoliciesarechangedduetotheanalyticsoutcomes,this isall far-awayfromtheemployee.Eventuallyorganisationswanttopredictandinterveneonanindividuallevel,atthatpointitisimportanttotaketheemployeesintoaccount,sotheywon’tturnagainstit. TeachingHRanalyticsatuniversities issomethingthatshouldhappenmorebroadlythen itoccursnow.ItshouldnotonlybetaughtatHReducations,butalsoatotherdisciplines.Besidesthat,universities and companies should consider togetherwhich competences are needed andwhat isneededinpracticeinthecomingyears,sotheeducationcanadapttothat. ThescientificexpertthinksthattheseparateHRfunctionwillbedisappearedinacoupleofyears,andthatanenterpriseanalyticalfunctionwillarise.Simplybecausealltheanalyticsfunctionswill help to reach the same organisational goals, they will have to work together. If they workseparately,theydon’tgeteachother’sdata,theydon’tseehowtheycancomplementeachother,etc.Soeventuallytherewillbejustoneenterpriseanalyticsfunction.

4.2.3BusinesspointofviewThebusinessexpertsthinkthattheexistingtechnologywillbeexpandedandmoreadvanced.Theyalsostatethatfuturetechnologyshouldbeabletoapproachrelevantdataanddirectlypresentthis,independentofthesystemsthatarebeingusedforpersonal,financialandorganizationalinformation. ThebusinessexpertsallstatethatinordertoobtainemployeeacceptanceforHRanalytics,theorganizationshouldbeverytransparentaboutwhichdataitwillgather,whatitwillbeusedfor,whatbenefitsthiswillhavefortheemployeesandfortheorganization.Thusinshort,theemployeeshouldgetinsightintheHRanalyticsgoalsoftheorganization. TeachingHRanalyticsatuniversities isamust.Especially the linkwiththepracticeandthechallengeswithin there, is an important part that should be taught to students. Besides that, thetechnicalanalyticalskillsshouldbecarefullytaught. Inthefuture,HRanalyticswillmainlybeusedtosupportdecisionmaking,sothiswillbemoreeffective.HRanalyticswillalsoenablethatorganizationscanactmorequickly,targetedandefficientatthemarket.Thisway,HRanalyticswillprovidemoreprofit,becauseorganizationscanactactivelyinsteadofreactively.

4.3WorldCafé34.3.1Participants’pointofviewInnovationinHRMpractices Duringthediscussionroundsitbecameclearthataclimatesuitedforinnovationshouldbecreatedinanorganizationinordertostimulateinnovation.TheparticipantsthinkthattheCEOisresponsibleforcreatingsuchaclimate.Heshouldbearolemodelfortheemployees,andtherebycreatingaclimateinwhichmakingmistakes is accepted. Trial anderror is important in this climate. TheCEO shouldstimulate his employees to think about innovation. It was mentioned that in order to stimulateinnovation,thereshouldbea(digital)platformtocommunicate,sothatacontinuousdialoguewithemployeesispossible.Withinsuchacommunicationplatform,employeescouldalsoshareknowledgeandlearnfromothers,whichcanhelpthemtothinkoutoftheboxorfromadifferentperspective.

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Anotherideawastoorganizecentralsessionstodevelopnewideastogether.Employeesthatcomeupwithideasshouldalsoberewardedforthat. Theparticipantsof the symposiumwonderedhow teams shouldbecreated inorder tobeinnovativeandinordertoimplementinnovation.Whobuildsthoseteams?Howdoyouselectpeopleforthoseteams?DoesHRplayaroleinbuildingtheteamsforinnovation?Moregeneral,theroleofHR(practices)wasdiscussedalotatthistable.ParticipantswonderedhowHRcanreallyaddvalueinthetransitionoforganizations.HowcanHRworkbeyondtheirboundariestoempowerinnovation?HowdoHRmanagershavetoexperimentwiththeHRpracticesinordertocreateinnovation?CanHRreallymakeadifferenceinthis,andarethereparticular(generic)HRpracticesthatcreatechangeorinnovation?Theparticipantsemphasizedthatthelegislationshouldalsobetakenintoaccount.ThelegislationandthecultureintheNetherlandsmakeitdifficult;therearestrictrulesforemployersandemployees. It will be a challenge to create a good balance between legislation and an innovativeculture.TheparticipantsdothinkthatthereshouldbeHRpracticesthatstimulatecreativethinking,butwhatthoseHRpracticesexactlyshouldbestayedunclear. Employee-driveinnovation Thefirstthingthatwasdiscussedatthistablewaswhatweunderstandwiththedefinitionemployee-driveninnovation(EDI).TheparticipantsbelievethatEDIisthemobilizationofemployeestobecomeinnovative,byusingtheirinnovativethought.WithEDItherewillberesponsibilityforeveryone,andyouwillgetideasfrommorepeoplethanjustfromselectedemployees.Butontheotherhandtheywonderwhetherallemployeesshouldbeinvolvedininnovation. Further the advantages and disadvantages of EDI were discussed. Employee-driveninnovationshavealotofadvantages,accordingtotheparticipants:itofferssatisfaction,engagement,moreinvolvement,itcreasesmotivation,itstimulatesbetterperformance;soitshouldbeattractiveforemployees.However,italsohassomedrawbacks:feedbackonideasisnecessary,whatcoststimeandmoney, itdeliversunusable ideasandthusdisappointedandfrustratedemployees,peoplecanhavedifferentunderstandingsofinnovationanditentailstherisktostayintheideaphase,whichalsocanleadtofrustration.Becauseemployee-driveninnovationinvolves(also)somanypositivethings,itwasconsideredhowEDIcouldbestbefacilitated.Howdoyouhavetofacilitatepeopletobe(come)innovative?AretherespecificconditionsneededforeffectiveimplementationofEDI,andwhatarethese conditions?Most of the participants believe that themindset of themanager/managementshouldchange.Thereshouldbelesshierarchyandmorefreedomtoinnovate;theemployeesshouldbe given autonomy to develop further. The management could also decide to create a learningorganization,inwhichthey,forexample,providebonusesorpromotionstorewardEDIandprovidefeedbackduringandaftertheprocess.InnovationinnetworksTheparticipantsatthistablestatedthatanetworkcanconsistofthefollowingpeople:competitors,theownteam,thegovernment,universities,andclientstoco-create.Anetworkcanbemaintainedbyknowingtherules,knowingthepurposeofcollaboration,havingasharedpassionandinterest,andbyhavingopennessfornewideas.Thisishowinnovationinnetworkscantakeplace.Themostimportantquestion that arose according to the networkwas how to support the network to go beyond theorganizationandhowtofacilitatethis?Andhowdoyoupreventnetworksfrombeingbureaucratic,giventhefactthatnowthenetworksareinstitutionalized?Anddoyouhavetobuildthenetworkordoesitdevelopgradually?

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Networkshavetheadvantagethattheyhelptocreateknowledge,andthattheycreateteams,facilitateconnections,andfacilitatenetworkactivity.Inotherwords:theycreatevalue.Buttherewerealsodrawbacksmentioned:therecanbeconflictinginterests,unpredictableoutcomes,anditcontainsrisks. Implementationofinnovations Duringtheroundsatthistable,theparticipantsdiscussedhowimplementationofinnovationsshouldtakeplace.TheywonderedifEDIenhances implementationof innovations.Theparticipantsagreedthat implementation of innovations is an ongoing process that involves people, and that it’s notsomethingstatic.Inordertoimplementwell,thebenefitsshouldbevisiblequickly,andacleargoalandpurposeisneeded. Duringthediscussionrounds,theparticipantsconsideredtheclimateforinnovation,theroleof the context, and the team composition. They asked themselves how context plays a role insuccessfulimplementationofinnovationsandifinnovationskillsthusarecontext-specific.Arethereelements that aremore generic andelements that aremore context-specific? Theywondered if aclimate for innovation exists. And if it does,what characteristics do people need to create such aclimate?Andhowdoesa climate for innovation look?Someparticipants thought thata cultureofcontinuousimprovementleadstoinnovation.Othersthoughtthataclimateforinnovationcanbestbedescribedasasafeenvironmentformakingmistakesandbringingupideas.Employeesmustbeabletolearnfrommistakes.Itwasalsosaidthatitshouldbeanopencultureforeverything,withoutjudging. Thediscussionalsocametothecompositionsofstakeholders/teams.Alotoftheparticipantswonderedhowthecompositionsofstakeholdersinfluencestheimplementationofinnovations.Andthey also wondered how you should compose teams in order to foster innovation. Does teamcompositionhaveaneffectontheimplementationanyway?Andifitdoes,howcanyouidentifypeoplewith innovation skills? This are all questions that might be relevant for the implementation ofinnovationsinthefuture.

4.3.2ScientificpointofviewThe scientific expert believes that EDI and innovativework behaviour are of great importance forscienceandbusinessandthattheywillgetmoreattentioninthefuture.Nowadays,inliteraturethereisonlyattentionforwhat’sgoingtoleadtoinnovation,theantecedenceside,butthereislessattentionfortheadvantagesofEDI,theoutcomeside.Theoutcomesideshouldgetmoreattention. Shealsobelievesthatthepracticesaren’tthatimportant;theworkingclimate,andtheroleoftheemployerorofthemanagersare.Thatarethetheme’sthatwillgetmoreattentioninthefuture.AnorganizationmayhavethebestHRpracticesforinnovation,butaslongasthereisnoclimateinwhichemployeesdaretomakemistakes,thatwon’thappen.So,certainconditionshavetobemet,beforeHRpracticesbecomeimportant. Innovationinnetworkswillbeaveryimportanttopicinthefuture.Especiallybecausesmalland medium-sized enterprises don’t have de capacity themselves to achieve much, so they aredesignatedtotheirnetwork.Combiningforces,poolingideasfrompeoplewithdifferentspecialities,combiningcontexts;thenetwork in itsbroadestsense.Theemployerwillplayan importantrole ininnovationinnetworks,sincehecanplaydifferentinnovatorrolestofurtherdevelopinnovativeideas. Regarding the implementation of innovations, the scientific expert believes that a goodstructurefortheinnovationprocessisofthegreatestimportance.Untiltoday,lotsofinnovativeideas

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get lost, simply because people don’tmake enough effort for the innovation and there is lack ofstructure. There are plenty of good ideas, however, there are certain circumstances thatmake itdifficulttoreallyimplementthem.Selectionbetweengoodandbetterideasshouldtakeplace;whichideaswillreallyaddvalue?Andhowtohandlewiththeseinnovativeideas?Whoplaysaroleinthisprocess?Guidelinesareneededtostructurethisprocess.

4.4WorldCafé44.4.1Participants’pointofviewHRMpracticesinsmartindustries Duringthediscussionsatthistabletherewasadichotomy.SomeoftheparticipantsstatedthatHRMwillnotsurviveinsmartindustriesandothersthinkthatitwill.Fromtheperspectivethatitwillsurvive,itwasquestionedwhattheroleofHRMshouldbeinsmartindustries.Mostoftheparticipantsthinkit’simportantthatHRMshouldhaveabusinessfocus.HRMshouldberesponsibleforbranding,riskmanagement, supporting transfer skills, finding networks, compose teams, and to empoweremployees.Anetworkedbusinessseemstobethefuture,accordingtotheparticipants.ThisrequiresnewcompetencesforHRMprofessionals:curiosity,changemanagement,empathy,agility,andmatch-making.TheparticipantswhostatedthatHRMwillnotsurviveinsmartindustries,dothinkthattheHRMfunctionwillbedividedordelegatedtoteams.TheybelievethatHRMdepartmentscanintegratewithotherdepartments,suchasICT,F&A,marketing,andpurchasing.TheydoalsothinkthatHRMcompetenciescanbecomeapartofeverymanagerialjob,notjustofHRMprofessionals.ItwasalsosaidthatHRMwillbecomeRMinsmartindustries,duetodigitizationandrobotization.Therewillbecreatednew jobs forrobotsandmachines.Thiswilleventuallyoffermorefreetimetoemployees,whichgivesthemthechangetodevelopthemselves. Atthistable,thediscussionalsocametotheboundariesofsmartservices.Whatarethesenewboundaries? It was mentioned that the physical boundaries will disappear and that the types ofcompanies and business models will change. The participants believe that smart industries aremultidisciplinaryandthatthegapbetweenHRMandbusinesswillbecomesmaller. NewcompetencesforHRMprofessionals It wasmentioned that HRM has different roles. The role of HRMwill also be depending on theorganization. The participants of the symposium think that HR is moving to the organization-sideinsteadoftheemployee-side.FortheHRMfunction,thismeansthatthetasksarewidened.TheHRMprofessionals will need more technical skills, but also more analytical skills, since there is moreautomationwithinHRM.However, itwasalsostatedthat it isdifficultfortheHRfunctiontokeeptrackofthetechnology,andtheparticipantswonderedifthatisnecessary.DoesHRneedtobeabletobalancewiththenewtechnologies?Ontheotherhand,withtechnology,HRtaskscanbetakenover,sowemaybeneedlessHRinthefuture.ThekeywillbetofindthebestfitbetweenHRandthesysteminwhatisneeded. ThequestionremainswhatnewcompetencesHRMprofessionalsneed.Theparticipantsthinkthat communication, research skills, soft skills, project management, portfolio management,cooperation,businessskills,analyticalskillsandusingbestpracticesareimportantcompetencesforHRMprofessionalsinthefuture.Themostimportantcompetence,accordingtotheparticipants,thatwasmentionedistoalwaysstaycuriousandkeepsenseofhumor.However,theneededcompetencesdoreallydependuponthesituationandthebusinessprocesses. Itwassuggestedthatcompetence

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passportscouldbecreatedtomatchthemtothesmartbusinesspractices.Thiswayyoucanmatchtherightpersonstotherightbusinessprocesses.Teamsshouldalsobecomposedinsuchawaythatallcompetencesarethere.Andintheend,ethicsandcultureshouldalwaysbetakenintoaccount.Thisinanongoingprocess,soitwillcontinuouslyneedtherightattention. DataficationofHRM Thebiggeststrugglewithdataistogetitaccurate.Nowadaysdataisstillverybasic,sincethesystemsarenotreadyyetformoreadvanceddatacollection.Inthefuturesourcesofdatashouldbecombinedto getmore accurate data, for example combine finance and operations data. There are somanyopportunities, but nowadays there are too limited applications. During the discussion rounds theparticipantscametothequestionwhoisresponsiblefordatacollection.SomesaythattheCEOis,otherssaythatthelinemanageris.Butregardlessofwhoisresponsibleofdatacollection,thedatashouldbecollectedreliable. Supposethatdatacollectionoccurswell,howcanitbeusedtohelptheorganization?Withdatafication, one important aim of the data is that it could be used to predict to which functionindividualswouldfunctionbest.Thedatacouldalsobeusedtolinkittothestrategyandtoimprovedecision making. The ultimate aim of data should be to increase productivity and performance. Thequestionthenarosehowdatawillbeanalyzed.Whoisresponsibleforthat?HRMoftodaymissestheanalyticalskills.Besidesthat,dataishardandHRMissoft,hereliesagap.Howshouldwedealwiththisgap?Isitbettertoletotherdepartmentsmakedatabaseddecisions?Shouldwetrainthe‘soft’HRMpeoplein‘hard’dataanalytics? Newjobsinsmartindustries Within the smart industries new jobs will arise and other jobs will disappear. According to theparticipants,thefollowingjobswilldisappear:manufacturingjobs,administrativejobs,datacollectionjobs,staffinsupportingfunctions.Instead,otherjobswillarise.Forexample,HRanalyticswillbecomeaseparatejob,therewillhavetobeadataanalysttointerprettheautomaticallycollecteddata,thereshouldbepeoplewhotransformthedataintovisuallyattractiveandunderstandableimages,andHRpractitionerswillmostlymovetomoremanagerial,addedvaluetasks. But,duringthediscussions,someoftheparticipantsalsomentionedthattherewillbenewcharacteristicsofworkratherthannewjobs.Theythinkthattheterm‘job’shouldberedefined; itmustbeaboutcapabilitiesratherthanpeople,theso-calledfullprofiling.Intheidealsituation,thiswill lead to more jobs dedicated to add value, and less jobs dedicated to repetitive. Withinthenewsmartindustries,thechallengewillbetonotgetlostandtobelong.Forthebigcorporationsitisthequestioniftheywillsustainintheiradvantage,giventhatthehighly-skilledandeducatedyoungpeopledon’twanttoworkforthem.And,atleast,itisalsothequestionwhatwillhappenwiththemiddle-andlow-skilledjobs.Aretheyatrisk?innovationsinthefuture.

4.4.2ScientificpointofviewThescientificexpertstatesthatifacompanydoesn’thavestrategicHR,asmartindustrywillnothelpthecompany.Thesmartindustryislikeanaccelerator:itcaneitheraccelerateprocessesoritwillputitdown.Andbesidesthat,shebelievesthatweshouldgetridoftheHRdepartments,switchthelabelandrestructureitcompletely.Nowadays,payroll,traininganddevelopmentaremostlyoutsourced,but most people associate declarations, salaries, competence management, etc. with the HRdepartment.Whycan’twejustmakedifferentcolumns?Acolumnfortraininganddevelopment,a

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columnforrecruitmentandselection,acolumnforrecruitmentandselection,andnotputthemunderHR.HRissupposedtoberegardingpersonalandstrategymanagement. Regarding the new competences for HRMprofessionals, the scientific expert believes thatHRMprofessionalsneedbasiscompetenceslikehowtorecruit,train,promote,fire,etc.Besidesthat,they also need innovational oriented skills, such as problem solving, innovative behavior, andcreativity.AndHRMprofessionalswillalsoneedfunctionalskills,likeknowledgeofICT. HRMpracticesshouldbedesigned inaway that thedata that isneeded fordatafication isaccurate,sinceaccuracyindataficiationisreallyimportant.TheHRMpracticescouldsupportthis.Afterdatafication, appification will be the new tool. In the future, performancemanagement won’t beneededanymoreifappifictionworkswell;appscanhelptoregularlykeeptrackontheperformanceofemployees.Appscouldbeusedtobuildadossierofgoodpracticesandperformances.However,there is some danger in this data- and appification. There are still HR professionals needed whoovervieweverything.Itiseasytobeledbythedat2a,todiveintothedatatocheckalldetails,butitshouldbekeptinmindthattheorganizationshouldbenefitfromit.Therefore,someoneshouldkeepaneyeonthewholeprocess. Referringtothenewjobsinsmartindustries,thescientificexpertthinksthatsmartindustriesarejustafourthindustrialrevolutionandwecouldbetterdiscusscompetencesinsteadofnewjobs.Whataregooddevelopments?Howtodealwithdevelopment?Howcanwetrainpeopletoadapttothesedevelopmentsquicker?Thosewhoareabletoadaptquickertothedevelopmentswillbeonthetopofnewjobs.innovationsinthefuture.

4.4.2BusinesspointofviewThebusiness expert states that in smart industries theamountofHRneededwill decrease. Itwilldevelopfromsharedservicestoself-services,andeventuallytoevenfewerservices.Thesmartertheindustrywillbe,theearlierthiswillhappen. TheonlycompetencethatisimportantforHRMprofessionalsinsmartindustriesisempathy.People shouldbe able to connectwith eachother and therefore they should recognize emotionalintelligence,becreativeandthushaveempathy. RegardingthedataficationinHRM,thebusinessexpertalsobelievesthattheamountofdatawillincreaseenormously.Asanorganization,itiscasetotakeadvantageoftheavailabledataandtomakeuseofit.Theorganizationsthatanticipatetothisthebest,willeventuallysurvive,theotherswillslowlydisappear. Inthesmartindustrieswillbemuchmoreautomation.Thiswillleadtothedisappearanceof80%ofthecurrentjobsandtheappearanceof20%newjobs.Thesenewjobswillbecompletelynew;wecan’timaginethemyet.Thenewjobswillhavetotakecareofalltheprofitofanorganization.

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5.Discussion

5.1SummaryofthemainresultsWorldCafé1 Regardingthetheme‘doingHRwithoutHR’,SSC’splayabigrole.ThemainquestionhereiniswhattheroleoftheSSCshouldbe.MostprobablytheSSC’swillstillbeimportantinthefuturetoreducecosts,duetostandardization.ItisalsopossiblethatSSC’swillbecomecentresthatgatherdataforthepurposeofHRanalytics.ThequestionremainshowthesuccessofSSC’scanbemeasured.Besidesthat,it should be considered how division of tasks between SSC’s, linemanagers and HR professionalsshouldtakeplace.ThisisalsoofimportancefortheHRfunction.ItisthequestionwhetherHRwillstillbe a separate function or HR professionals will be working across several departments. In bothscenarios,itremainsimportanttoconsiderhowtasksandresponsibilitiesshouldbedivided.Evenifthe HR functionwill not be a separate function, the HR professionals will still need the followingcompetences: a customer focus, flexibility, legal and business knowledge, HRM expertise, andcoordination,communication,changemanagementandethicsskills. Technology will also remain to play an important role in HR. It is expected that thedevelopmentoftechnologywillcontinue.Inthefuturetechnologymaybeusedtopredict,todrivedowncostsandtoimprovethequalityofHRandtheorganization.Privacyisanimportantaspectoftechnologicaldevelopmentthatshouldbekeptinmind. An interestingdiscussionforthefuture is towhichextentemployeesshouldbe involved inHRM.Themanagementwillprobablyplayabigroleinthis.Theycanserveasfacilitatorsorcoachesthrough goal setting. The question remains if they are responsible for the development of theiremployees.Employeesdowanttodevelop,butit’snotclearwhoshouldberesponsibleforthat.Inabroader sense, it is interesting to wonder if there is an optimum in the amount of tasks andresponsibilitiesforwhichtheemployeesareresponsiblethemselvesandthetasksthatshouldbedoneby theemployer.Buildingon theprevious, itwouldalsobe interesting to investigate if there isanoptimumintheamountofHRMthatorganizationsshouldoffer.WorldCafé2 Inthefuture,HRanalyticsseemstobecomebiggerandmoreimportantthanitisnowadays.Thisispartlyduetothedevelopmentoftechnologies.Itisexpectedthatmoreandmoreexternalsources,likerobotsandsensors,willdeliverdatathatcanbeusedforHRanalytics.WithmoreavailabledataforHRanalytics,theapplicationsofitwillalsoexpand.HRanalyticscouldbeusedtofindevidenceforthe HR strategy or to aid policy decisions. However, when HR analytics will be applied more inorganizations, itshouldbeconsideredwellhowemployees’acceptancecanbegenerated.Thebestwaytodothisseemstosetveryclearrules.Fromthebeginning,itshouldbeclearwhichdatawillbeused,whatthedatawillbeusedfor,whohasaccesstothedata,howlongdatawillbeavailable,andwhatthebenefitfortheemployeeswillbe. TeachingHRanalyticsatuniversitiesissomethingthatneedsmoreattentioninthecomingyears.Theteachingshouldbedonemorebroadlythenithappensrightnow.Boththeoryandpracticeshouldbedealtwithduringeducation.ItshouldbeconsideredifonlyHRdepartmentsatuniversitiesshouldbetaughtHRanalytics.ItmightbemeaningfultoalsoteachHRanalyticsinotherdisciplines.WorldCafé3 Innovationwillplayabigroleinthefuture.EDIwillcomeupmore,sinceithasalotofadvantages.In

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order to stimulate (employee driven) innovation, the mind-set of the management/CEO shouldchange;theyshouldcreatea learningorganization. It isconsideredthatHRpracticeswon’tbethatimportantforfosteringinnovationandtheimplementationofinnovations;aworkingclimateandtheroleofthemanagementandemployeesare.Aclimateinwhichemployeesfeelsafetomakemistakesshould be created. Employeeswho come upwith good ideas should be rewarded for that by theCEO/management.Besidesthat,thereshouldbethoughtoftheteamcomposition.Whenthesebasicconditionsaremet,HRpracticescanbecomeimportant. Innovation in networks will also be very important in the future. Especially since smallerorganizationswon’tbeabletoachievemuchbythemselves,theywillneedtheirnetworksmorethanever. In order to innovate in networks, organizations need to know the rules and the purpose ofcollaboration,theyshouldhaveasharedpassionandinterest,andtheyshouldbeopentonewideas.WorldCafé4AnimportantquestionforthefutureisifHRMpracticeswillsurviveinsmartindustries.Itisbelievedthatiftheysurvive,HRMshouldhaveabusinessfocus.AndifHRMpracticesandtheHRMdepartmentwillnotsurvive,thattheHRMfunctionwillbedividedordelegatedtootherdepartments.TheHRMprofessionalswillmostprobablystillexistinthefuture,buttheywillneedothercompetences.Besidesthebasiccompetences,theywillalsoneedinnovationorientedskillsandfunctional/technicalskills,tokeepupwiththe(technological)innovations. Withinsmartindustriesitisexpectedthatthejobsastheyexistnow,willchange.Theexactnatureofthesechangesremainstobeseen.Somebelievethatcertainjobswilldisappear,othersthinkthatjustthecompetencesthatareneededforparticularjobswillchange. RegardingthedataficationofHRM,thebiggestchallengeinthefuturewillbetogetdatamoreaccurate.TheHRMpracticescouldsupporttheaccuracyofthedata.Thepracticescouldbedesignedinsuchawaythattheneededdatafordataficationwillbecomemoreaccurate.Dataficationcouldthenbeusedtopredict,toimprovedecisionmaking,andtoincreaseproductivityandperformance. 5.2Hownewisthefuture? Theobjectiveofthisthesiswastogetaclearoverviewofwhat isexpectedregardingthefutureofHRM,accordingtoseveral(HRM)experts.ByorganizingasymposiumusingtheWorldCafémethod,thiswasdoneinaverystructured,yetpleasant,way.Becausethesetupofthesymposiumwasinsuchawaythatall fourWorldCafé’shadthesamecharacteristics, itwaspossiblethecomparethemtoeachotherandtodrawconclusionsfromthat.TheWorldCafémethodappearedtobeagreatmannertogatherlotsofinformationregardingallthetopicsandthemes.Additionalinterviewswithscientificandbusinessexpertswereconductedtoexpandthedata.ByperformingmemberchecksforallfourWorld Café’s, the reliability of the resultswas increased and could be considered good. Thus, theresultsthataredescribedinthisthesisgiveaclearoverviewofwhatifexpectedforthefutureofHRM. TheresultsshowthattheinnovationsintechnologywillcausemostoftheexpectedchangesinthefieldofHRM.Duetotheexpandedcapabilitiesoftechnologytherewillbemorestandardizationand more datafication. This will lead to less deployment of employees, which again leads to thequestionwhattheroleofHRM(practices)andHRprofessionalsshouldbeinthefuture.ThereshouldbethoughtofthedivisionoftasksandresponsibilitieswithincompaniesandthenwhattheroleofHRMhereinshouldbe.Besidesthat,organizationsshouldbeawareoftheirpositioninandinfluenceon (employee-driven) innovation processes, both within their own organization and within theirnetwork.

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In this research it is found thatespecially thedevelopments in technologyareexpected tocause most of the changes in the future of HRM. This is not a new phenomenon. Informationtechnologyincreasinglysetsthetempoanddirectionofinnovations(Simon,Janneck&Gumm,2006).Thishappensatalllevels:atgloballevel,atnationallevel,atlocallevelandatapersonallevel(Simon,Janneck&Gumm,2006),andthusitcanbeexpectedthatthisalsooccursatanorganizationallevel.InthepastthisphenomenonisindeedvisiblewithintheHRMfield.Severalresearchersfoundthatinthepast decades one of themajor drivers of change within the HR field was the increased usage oftechnologytocollect,storeandutilizedataforthedecisionmakingprocess(Gueutal&Stone,2005;Strohmeier,2007;Strohmeier&Kabst,2009).TechnologyhasbeenthecausethatHRprocesseslikerecruiting,selectionandtraininghavetransformedandtechnologyhasalsobeenthecausethatthenatureof jobsand the relationshipsbetweenemployeesandorganizationshavemodified (Kiesler,Siegel&McGuire,1984).Especially since the introductionof the internet,organizationshavebeenabletoinnovateanddeveloptheirprocesses.Theycouldstartusingtheinternetforseveralpurposes,likeadvertising jobs,onlineapplications,deliveringtrainingtoemployees,communication, intranetsystems,etc.(Dineen&Allen,2013;Salas,DeRouin&Littrell,2005). Itcanbeseenthatseveraltimesinthepast,technologyhasbeenthecauseofchangesinthefield ofHRM. In fact, developments in technology seem to be the starting point of changes inHRprocessesoverandoveragain.So,hownewisthefuture?Isn’titjustarepetitionofthepast? LotsofresearchhasbeenconductedtoinvestigatetheaddedvalueoftheuseoftechnologyinordertofacilitateHRprocesses.SeveralstudiesindicatethattechnologyenhancestheefficiencyoftheHRprocessesandthatitdecreasesthecoststhatareassociatedwithHRtransactions(Dulebohn&Johnson,2013;Strohmeier,2007;Dulebohn&Marler,2005).However,therearealsoresearcherswhostatethattherearemultiplelimitationsassociatedwiththeuseoftechnologiestomanageHRprocesses(Stone-Romero,Stone&Salas,2003).Accordingtothem,informationtechnologiesarestaticandtheyuseone-waycommunicationsystems,whichmakesthemimpersonalandnot-flexible.Asaresult,thetechnologiescreatesomesortofdistancebetweensupervisorsandemployees.Theyalsosaythatusingtechnologyfortrainingemployeesislessengagingandthatitmaynotgiveemployeestheopportunitytopracticeortoreceivesuitedfeedback(Stone-Romeroetal.,2003). InthefutureofHRMitshouldbeconsideredhowfartechnologyshouldreach.Itshouldbeinvestigatedifthereisanoptimumintheamountoftechnologythatshouldbeusedtoreplacehumanresources.Toacertainextendtechnologyandautomationcancontributetotheefficiencyandthereductionofcosts,butoneshouldalsomakesure that it stilladdsvalue.Thereshouldbe thoughtaboutwhoisgoingtocontroltheautomatedprocessesandhowthisshouldbedone.Thequestionforthefutureremainshowfartechnologyshouldreach. Infigure2itcanbeseenhowthechangesintechnologycaninfluencethefieldofHRM.Thedevelopmentsintechnologycan,partlybytheSSC’s, leadtomorestandardizationofHRM.Besidesthat,itcanleadtothedataficationofHRM,the‘smartness’ofHRM,andmoreHRanalytics.Thelattertwoespeciallyviarobotsandsensoring.Thosefourconsequencesofthechangesintechnologycanallhaveinfluenceonthedivisionoftasksandresponsibilitieswithinorganizations,thejobs,andtheHRMfunction.Itdependsontheorganizationwhichconsequenceswillbemorepresent,andthuswhattheeventualconsequencesare.Thiscanhavemanyvariations.

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Figure2.OverviewofthechangesinHRMcausedbythedevelopmentsintechnology.

5.3PracticalimplicationsBasedonthefindingsinthisstudy,organizationscanpreparethemselvesforthefuture.Inordertodoso,theyhavetobeawareofthechangesandimprovementsintechnologythatarise.Whentheyareawareofwhatischanging,theycandecidewhichconsequencesthiswillhavewithintheirorganization.Theycanlookatthecombinationoffactorsthatarepresentwithintheirorganization,forexamplestandardizationanddataficationofHRM.Basedonthis,theycandecidewhattheconsequencesfortheirHRMfunction,divisionoftasks,andthecompositionofjobsshouldbe.Thisway,organizationscanpreparetheirorganizationforthefuture.

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5.4LimitationsandfutureresearchThisstudyfocusedontheexpectationsfortheHRMfield,basedontheinsightsofseveralHRMexperts.Thefocuspointswithinthisstudywereveryspecific:HRwithoutHR,HRanalytics,employeedriveninnovation,andsmartHRM.Thiscanbeconsideredastrongcharacteristicofthestudy,sincethetopicswereveryclearandspecificandtherewasnodoubtaboutthecontentofthediscussions.Butontheotherhanditcanalsobeseenasalimitation:othertopicswerenotconsideredatall.Besidesthefourdiscussedtopics,therearemuchmoretopicswithintheHRMfieldthatareinterestingtoinvestigateforthefuture.Thatway,amuchmoreextensiveimageofthefutureofHRMcanbecreated.Futureresearchers who also want to investigate the future of HRM should take this consideration intoaccount. Itwouldalsobeinterestingforfutureresearcherstodoanannuallystudytotheexpectationsof HRM experts regarding the changes within the HRM field. This way they can adjust theirexpectationsaccordingtothenewestdevelopments.Thecurrentstudyonlypaintedapictureoftheexpectationsatonepointintime,itisa‘staticpointofview’.Averyaccurateimageofthefuturewilloriginate when experts will be questioned at several points in time, so they can adjust theirexpectations.Organisationswouldthenbeabletotakethenewestdevelopmentsandexpectationsintoaccountintheirpoliciesandplans. For the future it also remains the question how far technology should reach in HRM.Researcherscouldfurtherinvestigatethis.Itwouldbedesirabletoinvestigateifthereisanoptimumintheamountoftechnologythatshouldbeusedinordertoreplacethehumancapital.TechnologycanaddalotofpositivethingstothefieldofHRM,likemoreproductivity,efficiency,andareductionofcosts.Butontheotherhand, italsoinvolvesdrawbacks: jobsgetlost,peopleshouldcontroltheautomatedprocesses,workprocessesgetlesspersonalandsocial,andsoon.Itwouldbeinterestingtoinvestigateifthereissomekindofoptimuminthis.Howmuchtechnologycanbeusedtoreplaceorstrengthenhumanresources,sothatvaluestillwillbeadded?Inotherwords:intheidealsituation:how far should technology reach in theHRM field?Researchers could contribute to this question. Finally,itwasmentionedbeforethattheWorldCafémethodhasnotbeenevaluativestudiedinordertoexaminetheeffectiveness.TheoutcomesthatresultedfromthecurrentWorldCaféaboutthefutureofHRMappearlogicandvalid,however,itshouldbeveryinterestingtoiterateastudytothefutureofHRM,butwitharesearchmethodortoolthatisscientificallyproventobeeffective.Theresultsofbothstudiescanthenbecomparedtoseeiftherearesignificantdifferences.

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6.ConclusionThe goal of this master thesis was to describe what is expected of the future of HRM, so thatorganizationsandresearcherscanrespondtothis.Concluding,itcanbeseenthatafewthemesseemto be important when considering the future of HRM. The most recurring theme is technology.TechnologywillcausemostofthechangesintheHRMofthefuture.Inthefirstplace,technologywillleadtomorestandardization.Asaconsequenceof that,HRtaskswillbeexecutedmoreandmorewithouthumanresources:HRwithoutHR.SharedServiceCentreswill,forexample,beabletotakeovertasks.Itisofgreatimportanceinthefuturetoconsiderhowtasksandresponsibilitiesshouldbedivided.Whoisresponsibleforwhat?Andiftherewillbelesshumanresources,shouldHRstillbeaseparatefunctioninorganizationsoristhatnolongernecessaryandcanthefunctionbesubdivided?Secondly,duetothestandardizationandautomationcausedbymoreadvancedtechnology,therewillbeagrowingamountofavailabledata.Besidesthealreadyknownsources,robotsandsensorswillalsobedeliveringdatathatcanbeusedforHRanalytics.Inthefuture,thedatathatwillbeusedforHRanalyticsandfordataficationshouldbecomemoreaccuratethanit isnowadays.HRMpracticescouldbeusedtosupporttheaccuracyoftheavailabledata.Andwhenthedataisaccurate,therewillbeplentyofapplicationsforit. Another theme that is considered important in the future of HRM is employee-driveninnovation. In order to stimulate thismore, organizations should create a learning organization inwhichemployeesfeelsupportedtocomeupwithideas,theyshouldthinkaboutteamcompositionandtheyshouldsettherightcontext.Besidestheemployee-driveninnovation,innovationinnetworkswill also come up more. Organizations, especially the smaller ones, should go along with theinnovationsinordertosurvive. HRMpractices,andtheroleoftheminthefuturewerealsoarecurringtheme.HRMpracticescouldbeusedinthefuturetosupportdataaccuracy.Butontheotherhand,peoplearewonderingifHRM practices will survive. This is especially the case for smart industries. In all situations, HRMprofessionals will still be there, however their tasks and responsibilities, and thus their neededcompetences will slightly change. This refers again to the division of tasks and responsibilities. ItcanbeconcludedthatthechangesinthefutureofHRMareallrelatedtoeachothertoacertainextendandtechnologyseemstotriggermostoftheexpectedchanges.

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7.ReferencesAldred, R. (2011). From Community Participation to Organizational Therapy? World Café and Appreciative InquiryasResearchMethods.CommunityDevelopmentJournal,46(1),pp.57- 71.Boudreau, J.W., & Ramstad, P.M. (2005). Talentship and the Evolution of Human Resource Management: From ‘Professional Practices’ to ‘Strategic Talent Decision Science’. Human ResourcePlanning,28,pp.17-26.Brennan, C., & Ritch, E. (2010). Capturing the Voice of Older Consumers in Relation to Financial ProductsandServices.InternationalJournalofConsumerStudies,34(2),pp.212-218. Brown,J.(2001).TheWorldCafé:LivingKnowledgeThroughConversationsThatMatter.Brown, J., & Isaacs, D. (2005). TheWorld Café: Shaping Our Futures Through Conversations That Matter.Retrievedfromhttps://books.google.nl/Brown, J. & Isaacs, D. (2008). The World Café: Shaping Our Futures Through Conversations That Matter.SanFrancisco:Berrett-KoehlerPublications.Chang,W.L.,&Chen,S.T. (2015).The impactofWorldCaféonentrepreneurialstrategicplanning capability.JournalofBusinessResearch,68(6),pp.1283-1290.

Dinees,B.R.,&Allen,D.G.(2013).InternetRecruiting2.0:ShiftingParadigms.InK.Y.T.Yu&D.M.Cable (Eds.),TheOxfordHandbookofRecruitment.NewYork:OxfordUniversityPublishers.Dulebohn,J.H.,&Johnson,R.D.(2013).HumanResourceMetricsandDecisionSupport:AClassification Framework.HumanResourceManagementReview,23,pp.71-83.Dulebohn,J.H.,&Marler, J.H. (2005).E-Compensation:ThePotentialtoTransformPractice. InH.G. Gueutal&D.L.Stone(Eds.)TheBraveNewWorldofe-HR:HumanResourcesManagementin theDigitalAge.SanFrancisco:JosseyBass.Fouché,C.,&Light,G. (2010).An InvitationtoDialogue: ‘theWorldCafé’ inSocialWorkResearch. QualitativeSocialWork,10(1),pp.28-48.Gueutal,H.G.,&Stone,D.L.(2005).TheBraveNewWorldofeHR:HumanResourcesManagementinthe DigitalAge.SanFrancisco,CA:Jossey-Bass.Hirshfeld, S.F. (2001). The Role of Future Studies in Leading Global Companies. Futures Research Quarterly,17(3),pp.67-77. Kiesler, S., Siegel, J., &McGuire, T.W. (1984). Social Psychological Aspects of Computer-Mediated Communication.AmericanPsychologist,39,pp.1124-1134.

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Murgado-Armenteros,E.M.,Torres-Ruiz,J.F.,&Vega-Zamora,M.(2012).DifferencesbetweenOnline andFacetoFaceFocusGroups,ViewedthroughTwoApproaches.JournalofTheoreticaland AppliedElectronicCommerceResearch,7(2),pp.73-86.Pulles,N.J., Schiele,H.,Veldman, J.,&Hüttinger, L. (2015).The ImpactofCustomerAttractiveness and Supplier Satisfaction on Becoming a Preferred Customer. Industrial Marketing Management(2015). Salas,E.,DeRouin,R.,&Littrell,L.(2005).Research-BasedGuidelinesforDesigningDistanceLearning: WhatweKnowsoFar. InH.G.Gueutal&D.L. Stone (Eds.), TheBraveNewWorldof e-HR: HumanResourceManagementintheDigitalAge.SanFrancisco:JosseyBass.Schiele,H.,&Krummaker,S.(2011).ConsortiumBenchmarking:CollaborativeAcademic–Practitioner CaseStudyResearch.JournalofBusinessResearch,64(10),pp.1137-1145.Schwarz,J.O.(2008).AssessingtheFutureofFuturesStudies inManagement.Futures,40,pp.237- 246.Simon, E.J., Janneck, M., & Gumm, D. (2006). Understanding Socio-Technical Change: Towards a MultidisciplinaryApproach.InternationalFederationforInformationProcessing,223,pp.469- 479.Stone-Romero,E.F.,Stone,D.L.,&Salas,E.(2013).TheInfluenceofCultureonRoleConceptionsand RoleBehaviorinOrganizations.AppliedPsychology,52(3),pp.328-362.Strohmeier,S. (2007).Research ine-HRM:Reviewand Implications.HumanResourceManagement Review,17,pp.19-37.Strohmeier,S.&Kabst,R.OrganizationalAdoptionofofe-HRMinEurope:AnEmpiricalExplorationof Major Adoption Factors. Journal of Managerial Psychology, 24(6), pp. 482-501.Tan, S., & Brown, J. (2005). The World Café in Singapore: Creating a Learning Culture Through Dialogue.TheJournalofAppliedBehavioralScience,41(1),pp.83-90.Tapscott,D.(1995).TheDigitalEconomy:PromiseandPerilintheAgeofNetworkedIntelligence.New York:McGraw-Hill.TheWorldCafé(2016).Accessedat22March2016viahttp://www.theworldcafe.com/

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AppendicesIn these appendices the phrases and questions thatwerewritten down on the sheets during theseveralroundsintheWorldCafésaresortedperthemefromthecodingscheme.Thisisdonepercaféandpertable.Thephrasesatthebulletpointsareliterallycopiedfromthesheets.

AppendixA:WorldCafé1HRSSC(end-)usersandthesystem-systemeningerichtopprocessenIT-gerichtennietHR-ofeindgebruikergericht-veelaandachtvoor36pparabeleid,weinigaandachtvoorgebruikers-inwelkematehebbendeklantenwattewillenbinneneenSSC?-processesarechangedtofitITsystems-muchattentionforITandprocesses,lessfurusers-whataretheneedsofend-usersinrelationtotheSSC?roleofSSC-whatshouldbethemaingoaloftheSSC(4)-inthefuturewilltheSSCdomorethanadministration?(2)-administratieverolvanhetSSC-adviesrolrichtinglokaalHR-inSSCalleennogservicemanagement(BPO)enexpertise,geentransacties-SSCisindebasiseenondersteunend36pparat-HRanalyticstoekomstigerolveelbeterbinnenSSC,daarzitookeenrolrichtingBPenmanagement-SSCdoetkortetermijnnoodzakelijkedingen-futureroleofHRSSCisanalyticsofbigdata-howshoulddivisionoftasksandresponsibilitiestakeplace?-SSCisaboutadministrationandadvisetolocalHR-integrationoffunctions-SSCfocusesonurgentandnecessaryHRactivities,lessurgentandnecessaryisnotforHR-whatkindofservicesaresuitedforSSC?-futureSSCwillbeaboutservicemanagementBPOandexpertise-theSSCisaboutsupport-whataretheadvantagesofcross-functionalSSC?SSCprofit-canaSSCbecomeaproficcenter?How?(3)-verschuivingvancostnaarprofitcenter-kan,enzojahoe,eenSSCeenprofitworden?-watmoetermetdewinst/waardevanhetSSCgebeuren?-whatshouldhappenwithprofit/valueofSSC?-SSCshiftfromcosttowardprofitcenter

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roleHRprofessional-towhatextentHRknowledgeisrequiredwithinSSC?(6)-noneedforHRknowledgeforSSCemployees(2)-howtokeeptheHRfunctionintegrated;theyneedtohelpeachotherandthecompanyintheend(2)-kwaliteitdalen,doordeelnameniet-professionalsaanprocessen-geenHRkennisnodig-kanHRSSCderolvandeBP(lokaleHRprofessional)vervangen?-hebjeineenSSCnogwelHRkennisnodig?-langetermijnHRprocessenvanuitdetop,endaardoornietdoorSSC-couldSSCreplaceHRBusinessPartnerrole?-skillsBPHRvs.SSC-whatcantheHRSSCdoforlocalHR?-introductionofFSShasresultedtomovingoftasksandresponsibilitiestolineandlessHRprofessionals-relationbetweenBP<->SSC-whataretheconsequencesforHRbusinesspartners?Whatistheimpact?-theHRprofessionalsareneededastheyhavetheoverviewandcanmakeconnectionsstandardization-SSCisaboutstandardizationandnotcustomization(4)-whentostandardize,whentocustomize?-howtobalancestandardizeandharmonize?-weneedindicatorsforstandardizationversuscustomizationormodel-topmangementisimportantastheystandstandardizationquality-howtomeasuresuccessoftheSSC?(1)-hoeborgenwecomplianceenhoehoudenwedatakwaliteitoporde?Zekermetanalyticsrol-theSSCisunsuccesfuliftherearecomplaints-dataqualitygetsworseasprocessesarenotperformedbyexpertsbutemployeesandmanagers-successgoesbeyondcostsandefficiency,butwhatshouldwemeasure?linemanagers-linemanageresareimportant;thebettertheyare,thelessquestionsyougetattheSSC.Willthecontactcenterbeabsolute?(1)-introductieESSheeftgeleidtotverplaatsingnaarlijn(minderlokaalHR)-tochheefteenlinemanagerookgeentijdvoorHRwerkàspanningsveld-conflictforlinemanagers.AsSSCisimplementedtheyneedtodomorebuthavelesstime-whatistheoptimumdivisionoftasksandresponsibilitiesbetweenlinemanagementandHRSSC?-responsibilitiesaretakenawayfromlinemanagers,butstillaccountabilityemployees-‘concept’ofemployeeswillchange,whatistheeffectontheHRSSC?(1) -effectofincreaseofcontractworkersandrequirementsofSSC(1)

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-doSSCemployeesneedtoknowcontextofcustomers?(1) -jobdecisionsofemployeesofSSCgeneralorexpert?-careerforemployeesintheSSC?-jobsatisfactionofSSCHRemployees-employeesareimportantCompetences&responsibilitiesofHRprofessionalswerkindeling&HR-functie-HRseparatefunction?(3)-howwillworkbeorganizedinthefuture?-HRhastodevelopitsownfunctionalityHRrequirements&skills-whatknowledge,skillsandattitudesareneededwith(future)HRprofessionalstoachievebusinessandHRstrategy?(14)-whatarethefunctionalrequirementsforHR?-differentlevelsofHRpro’sàdifferentiationtasks/roles-(shiftfromprofessionalstolinemanagersà)newcompetencesHRprofessionals-knowledge/skills/attitudes:(Legal)knowledge Skills(/attitudes)-businessanalytics-risquéinventarisation -businessgoalsandstrategy(2) -organizationaldesignandeffects -knowledgeofthebusiness(2) -newworkforce -professionalHRMexpertise -termsofemployment

-coordinating/synthesizing/binding(3)-convincing(lineman.)-ethics(1)-changemanagement/understandingchange(1)-communication-self-insight-interpersonalabilities

staff/linemanagement-givesHRenoughroomtothelinetotaketheirresponsibilities?(9)-differencebetweensize,sector,countries?(4)-shiftfromprofessionalstolinemanagers-shiftfromstafftolineornot?HRM&Technologybenefits-benefitsofmobilization(examples:recruitment,communication,useofdatatolearnaboutrelationships(1)-lesscostfortheorganizationdisadvantages-darksideofit?(6):makingemployeeprofilingassumptionsaboutsingleemployeesbasedonaverageanalytics?Canyousecureprivacy?

39

-whataresomeunintendedconsequences?(àmanagersfillforms‘badly’,needtofindalternatingsolution)?(5)-seldomHRdepartmentisconnectedwiththedesignoftheITsystems(1)-costs:lesstalkingtoemployees,moreuseofdataasproxyformakingpredictions,techtraffic/saturation,getlostindata?-butprobleminimplementingàsomeemployeesdon’tseethebenefitoffillinginusingthedigitalplatform

-butsometimesitismorecostineffortfromtheemployeecosttransfer -failuretotakestakeholdersintoaccountfromthestart -moreconcerninorganizationalprocessesbutforgetsusersimportant-consistencyofcompanyvaluesandsystemsyouimplement(7)-weshouldthinkofusersfromthestart(2)ratherthanwhenitisalreadydesigned-technologyallowsforhighercontact-roleofconsultanttotraintheHRdepartment-‘lesstechnology’andmore‘changemanagement’

Employees’involvementinHRM

roleofmanagement-whatshouldmanagersdo?(2)-whichmanagementskillsareneededtostimulate/facilitateemployeesinskillsdevelopment?-managerbecomes‘facilitator’/’coach’/’awareness-creator’through:-goalsetting(4)àdiscussingwithemployeeshowtokeeptheirjob/drawbackofnodevelopment(1)-supervisorasfacilitatorofemployeedevelopment-learn/teachlinemanagerstocustomizeHRMfordifferentgroupsofemployees-personaldevelopment,facilitatedbylinemanager/HRprofessionalsemployees-employeesbecoming‘mini-company’offeringasmiletoemployer,butdependsonorganizationalstructure(5) -whataredeterminantsofemployeeinvolvementinHRM?Employees’interests: -doingoperationalwork/intrinsicmotivationàassumetheyhavenopower/influence-gaining(soft)skills/development-hygienefactors-balancework-life(1)-employability(3)-personaldevelopment-personaldatamaintenance-goalsetting;performancegoals;bothpersonalgoals+departmentgoals-feedback;givingandreceiving-discussing/agreeingonconditions

40

organization/regulations-whatisanorganization-trainingonfeedbackgiving/seeking;coaching/leadership;onorganizationalgoalstoaligningthemwithindividualgoals-law/regulationsallowforchangescontractonceayear-howtocustomizevs.howtostandardizeHRMforemployees(10)-howtoderegulate/howtocopewithconflictinglaws?(8)-implicationsofblurryorganizationalboundaries(1)development-personaldevelopment,facilitatedbylinemanager/HRprofessionals-howtomotivate/trainthemtobecomemoreengagedinpersonaldevelopment;goalssetting+linemanagermakingthathappening(10)-whoisresponsiblefordevelopmentofemployees?(7)

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AppendixB:WorldCafé2Technology:futuretechnologiestosupportHRanalyticssensoring-howcansensoringsupportHRanalytics?(4)-sensorsautomaticallydatafromemployees(3)-whichsensoringdatainfluencesperformanceemployee?(1)-sensoringinbedsinhospitalswhenbedisemptyetc.roleofhuman-whocheckswhethersystemisconnect+how?(3)-the‘human’willstillneedtoasktherelevantquestion(2) -employeewilldecidewhichdatawillbesharedrobots-whatistheinfluenceofrobotizingonwell-educatedemployees?(1)-robotàdoeshumanadjusttoself-learningrobots?-isrobotpetorleading?-HRanalyticsdevelopsfromanalyzinghumantoanalyzingrobot-robotsreplacepeoplewhocannotdojobefficientlyenoughsocialmedia-howreliableisapplicantdataviasocialmedia?-measuringhappiness/satisfactionviafacebook/cellphoneimportant-linkingHRtonon-HRismainchallenge(5)-howdoescontextinfluenceHRanalytics?(1)-howcantechbringinintelligencetomakesuggesting/connectus/feedback(1)-datacollectionacrossorganizationalboundaries(1)-softwareshouldprotecttheinterestsofallstakeholders(1)-opensourcewilldrivelotsofdevelopmentsofHRanalytics(1)-governmentinfluencesdevelopmentoftechbylegislation(1)-combinationofopensourcedevelopment+opendataEmployees’responses:generatingemployeeacceptanceforHRanalytics benefits-conclusionsandresultsmustleadtovisiblefollowup(3)-definehypothesesforpeoplebenefits(2)-definitionsofbenefitsarerequired(1)-guaranteeabenefitforemployees-showfromanalyticsinotherareashowbusinessandpeoplecanbenefit

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thinkstoconsider-resultsofHRanalyticstobeabletobeappliedbytheindividualemployeethemselves(5)-stimulatelongtermthinking(4)-frombusinessobjectivestopeopledriversinordertodefinewhatdatayouwanttoanalyze(4)-mostdataisavailablealreadysomostconcernsarecoveredandnonsensical(2)-doHRanalyticsdosed(1)-makeclearthatanalysisisnotaboutjudginganditisaboutgroups-asetofclearrulestransparentlyandconfidentiallyisrequired(privacy)-ithastobemadeclear -whohasaccess -towhatisaccess -whatisitusedfor -hoelanginfoblijftacceptance-whataretheimportantfactorswhichdrivesemployeesawayfromHRanalyticsandwhichdriversareneededforemployeestoadoptHRanalytics?(8)-policiesneedtobeinplacetogetemployeesapprovals(legislation)(1)-directmanagersaremostimportanttocreateacceptanceforacultureofleadershipandtrust(1)-mandatoryparticipation/provisionofinfowillincreaseresistance,voluntarywillincreaseparticipationCompetencies:teachingHRanalyticsatuniversitiesneededcompetences-itisateameffort(6) -dataanalyst -businessanalyst -strategicHRàwhataretheteamcompositionrequirementsforeffectiveHRanalytics?(4)-weneedtoknowtheclientenvironment(2)-weneedtounderstandtheprocess(needtocommunicate+listen)(1)-youhavetobeinvolvedasearlyaspossible(1)-weneedtohavea‘distant’view(1) -weneedtodisentanglethe‘official’processandthe‘real’process -weneedresearchforbuildingmodels -HRknowledgeneeded?

disruptivethinking-whichcompetenciesareneededfordisruptivethinking?(5)-howcanHRanalyticscontributetodisruptivethinking?(5)-HRisabletothinkdisruptive(4)

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teaching-learnfromotherdisciplines(5)-butstartwithpractice,it’sanewarea(1) -boththeoryandpractice

other-howtobenchmarkHRanalyticscomparedtootherdisciplines?(7)-howtocreateawarenessamongpractitioners/academics(1)Practices:futureapplicationsofHRanalyticsgoalsofHRA-HRAshouldfindevidenceforHRstrategy(4)-aidingpolicydecisions(2)-sustainabletalentallocation(1)-HRAdeliverscontextspecificinsights(1)-shouldberobust/solidresearchbutalsofast/flexible-teamcompositionother-inwhatsectorsdoesHRAaddthemostvalue?(6)-whatarefactorsthatdetermine1of3options:(5) -HRanalytics -enterpriseanalytics -itdisappears-canuniversityaidbusinessbydesigningpracticalmodels?(5)-analyticalskillsdirectlytowardsenterpriselevel(4)-whatarebestpractices?(2)-shouldHRanalyticsresearchethicalculture?(1)

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AppendixC:WorldCafé3InnovationinHRMpracticesvoorwaardenvoorinnovatie-CEOisinvolvedandthuscreateaclimateforinnovation(2)-createaclimatetomakemistakesàtrialanderror(1)-knowledgesharingandlearninghelptocometonewideasandproducts(1) -cognitiveskillsthatareneededtolearnandthinkoutofthebox/differentperspectives(1)-beingrolemodelformakingmistakes/learn-communicatewithemployeesby/throughtechnologyàstimulateemployeetothinkaboutinnovation-startacontinuousdialoguewithemployees àhowcantechnologyenhancethisdialogue? -createa(digital)platformtocommunicate -publicorg.:lessfreedomtostimulatedialogue/sharingknowledgebecausethewholework islookingatus/publiceye-HRpracticesforcomingupwithcreativeideas/thinkingoutofthebox-learninganddevelopmentforcreativity-rewardingforideageneration-organizesessionstodevelopnewideas-communicationbecomesimportantimplementation-howtocreateateamtobeinnovative/implementinnovation?(2)-createaprofileforwhatyouaregoodat/interestedinàgivepeopletimetodoit-createagoodteamtoimplementinnovation-whatistheroleofHRinbuildingteamsforinnovation?roleofHR(practices)-howcanHRreallyaddvalueinthetransitionof(large)organisations?(7)-howcanHRworkbeyondtheirboundariestoempowerinnovation?(6)-howcanHRmanagersexperimentwithHRpracticestocreateinnovation?(6)-howcanHRreallymakeadifference?(6)-whichHRpracticesfacilitatechange?(4)-whataregenericHRpracticesforinnovation(universalistic)?(3)-howcanHRpreventtobethebottleneckforinnovation?(3)-whatarecontext-specificHRpracticesforinnovation?(1)-howcouldHRmanagersgeneratenewideasofHRpractices? àwhatdotheyneedtodotofindinnovativeHRideas?(1)-whatisthecommonsenseofinnovation?àroleofHRMtounderstandinnovation-independentHRMroleàbeallowedtomakemistakes-creatinganinnovationsystemofHRpractices-HRpracticesforcomingupwithcreativeideas/thinkingoutofthebox-whatistheroleofHRinbuildingteamsforinnovation?

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other-howcanwecreateagoodbalancebetweenlegislationandaninnovativeculture?(4)-howcanwefacilitateco-creationwithinthecompany?(3)-howcanlaborlawspreventcompaniesfrombeinginnovativeandwhatistheroleofHR(managers)tocopewiththis?(3) àhowcanlaborlawsenableinnovationincompanies?(1)-openboundaries–seecompetitorsasco-makers/co-producers/co-innovators(1)-talentmanagement:howtodealwiththem?Whoisatalent?Why? -takingcareoftalents-howcouldtechnologyhelptogetridofHR/implementHR?Employee-driveninnovationadvantagesofEDI-satisfaction,engagement,ownership(1)-moreinvolvement-innovativecapacity-motivationincreasing-usingknowledge-attractiveemployer-betterperformancedisadvantagesofEDI-stayinideaphase-coststimeandmoney-unusableideasàdisappointedpeople-differentunderstandingofinnovation-changingallovertoomany-feedbacknecessaryfacilitationofEDI-howtofacilitatepeopletobeinnovative?(8)-whataretheconditionsforeffectiveimplementationofEDI?(8)-howtochangethemindsetofthemanager?(6)-lesshierarchyandmorefreedomtoinnovateinrightdirection(3)-giveemployeesautonomytodevelopfurther(2)-co-creationàprovidefeedbackduringandafterprocess(2)-whatisthenewroleofmanagement?(2)-learningorganization(1)-HRtools:bonus,promotion,selectingcreativepeople(1)-whatculturedoweneedforEDI?(1)-usethebrainsofyouremployees(1)-leaderparticipation(1)-shareideasbycreatingcommunities/teams-employeesneedtime-valueemployeesforinitiative

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whatisEDI-whatdoweunderstandwithEDI/definition?(2)-mobilizationofpeopletobecomeinnovative(2)àuseinnovativethought-makeemployeesuseautonomy(1)-responsibilityforeveryone(1)-gettingideasfrommorepeoplethanselectedemployees(1)-executionofideas-creatingnewideas-solvingproblems-puttingneedsofemployeescentralother-howtodevelopasystemthatdoesn’tfeellikeasystem?(7)-howcanwetapintothecollectivemindoftheorganization?(3)-dowewanttoinvolveallemployeesininnovation?(1)-whatistherightbalancebetweeninnovationandmakingmoney?(1)Innovationinnetworksvoordelennetwork-networkshelptocreateknowledge(1)-effectivenessofnetworks -criteria(deliverables)(1) -dialogforco-creation -partofinnovation‘ecosystem’-networkcreatesteams,facilitatesconnections,connectsdotsoftalents,isflexible,facilitatesnetworkactivity-createsvalue-community-facilitatesdrawbacks-conflictinginterests-unpredictableoutcomes-security-risks-gettingthejobdoneimportant-howtosupportthenetworktogobeyondorganization&howtofacilitate?(14)-howtopreventnetworksfrombeingbureaucraticgiventhefactthatnowthenetworksareinstitutionalized?(7)-howdoyoucreateacultureoffailure?(4)-isthenetworksomethingthatyoubuildoritgraduallydevelop?(3)-dowehavetoworkinthefuture?(3)-wehavetotriggerpeople,nottoteachthem(2)

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-tomaintainanetwork:knowtherole/rules,knowpurposeofcollaboration,sharedpassion,networkinavaluechain,sharedinterest,sharedproblem,couragetostart,opennessfornewideas,sharedbeliefs-innovationisbeyondchange,improving,creatingvalue,new-innovationinvolvesbreakingrules-futureisintheinnovatinginnetworkswithapurposepartsofthenetwork-evencompetitorscanbeapartofanetwork-withinownteam-government-university-clients(co-creating)Implementationofinnovationsclimateforinnovation-whatcharacteristicsdopeopleneedtocreateaclimateforinnovation?(2)-doesacultureofcontinuousimprovementleadtoinnovation?(1)-asafeenvironmentformakingmistakesandbringupideas(1)-aclimateopenforideas,creativity-learningfrommistakes-ownership-agilityoftheorganization-opencultureforeverything,withoutjudging-mustberealistic,withaclearviewonthatyouwant-innovationisnogoalitself-donotaimfor100%perfectness-theneedoftheclientshouldbecentral,nottheproductitselfroleofcontext-howdoescontextplayaroleinsuccessfulimplementationofinnovations?(8)-areinnovationskillscontext-specific?(2)-whichelementsaremoregenericandwhichmorecontext-specific?(1)-whatcultureisnecessaryfortheeffectiveimplementationofinnovation?(1)-canyoualwayschangetosuchaculture-dependsoncontext;canbeplanned,butalsoalearningprocess-cultureplaysabigrole-context-drivenmembersofteam-howdoesthecompositionofstakeholdersinfluenceimplementation?(6)-howdoyouidentifypeoplewithinnovationskills,andwhicharethoseskills?(4)-howdoyoucomposeteamstofosterinnovation?(4)-whateffectdoesteamcompositionhaveontheimplementation?(2)-designingteamswell

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implementationofinnovation-doesemployee-driveninnovationenhancetheimplementationprocess?(8)-organicprocess,evolvingalongthewaylearning(1)-itinvolvespeople(1)-notsomethingthatisonlyonpaper-itisanongoingprocess-itneedstobescalable-peopleneedtoagree-usersmustadopt-benefitmustbevisiblequickly-cleargoalandpurposeisimportant

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AppendixD:WorldCafé4HRMpracticesinsmartindustriesdigitization-newjobswillbecreatedforrobots&machines(1)-no,robotscannottakeoveremotions&socialinteractions-robotsdonotneedtotakeoveremotions(1)-peoplegetemotionallytouchedtorobots(1)-opportunitiesto‘escape’digitizationstayinpeople(2)-robotizationoffersalotoffreetimetodevelopyourself(→noneedtoescape)(4)-HRMwillofferservicestorobots-HRMbecomes‘RM’(=robots?)=resourcemanagement(1)HRdepartment/competences-HRMwillnotsurvive(4)-insteadof‘tradition’HRpro’swewillneedHRM-trainedsoftwareengineers(2)-competenciesforHRMpro’s:-empathy–agile(2)-competencies:-curious;-changemanagement-HRMpro’scometo‘workingteams’,outsideofHRMdepartments(1)-HRMdepartmentswillintegratewithICT,F&A,marketing,purchasing,supply→noHRMdepartment(3)-HRMcompetenciesbecomeapartofeverymanagerialjob(4)-networkedbusiness=future(9)-HRMexpertisewillsurvive-HRMfunctionwillbedividedbetweentopC-levelandemployees-HRMinstitutionswillbedelegatedintotheteams-newHRMcompetence:match-making(3)roleofHRM-HRMshouldhaveabusinessfocus(4)-consumerscomeinsidetheorganization→‘freelabor’→roleofHRM?-theroleofHRM àtosupporttransferskills(1) àtoempoweremployees àriskmanagement(smallmistakesleadtostrongerimpact)(1) àbranding(6) àtofindgoodcombinations àtocomposeteams àfindgoodnetworksSMART-whatarenewboundariesfor‘smart’services?(3)-in‘smart’times,consumers,oncenoticefullbenefits,fromservices,giveallprivateinfer.-thegap‘HRM–business’becomessmallerinsmartindustries

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-smartindustries=multidisciplinary&flatterthanbefore(1)-physicalboundariesofbusinesswilldisappear→typeofcompanies/businessmodelswillchange(3)other-performancewillbeaccessedbypeers(6)-howtoswitchouttraditional‘old’mindsettowardsanewone?(1)-howtofindabalancebetweenwell-beingandhappinessofemployeesina‘smart’company?(1)-whatisthebalance:well-being&effectiveness?(1)NewcompetencesforHRMprofessionalstheHRfunction/role-asHR-functions:difficulttokeeptrackoftechnology→butisthatnecessary(2)-shouldHRaskmorequestions?DependsontheHR-role-HRismovingtoorganization-sideinsteadofemployee-side(3)-isthereadifferentimpactonemployeesandwhatdoesHRneedtodoinrespecttothat?-HRismorepolicyfunction-roleofHRwillbedifferentdependingonorganization(1)-aslongastherearehumansinorganizationsthereshouldbeanHR-function-moretechnicalskill.E.g.engineering/numberskillstobeabletocommunicatewithemployeesfromdifferentdepartments(fadingboundariesoffunction(1)-butalsomoreautomationetc.withinHR→soanalyticalskills-HRfunctioniswidenedintheirtasks.E.g.moreinvolvedwithprivatelifeofemployeesetc.(1)-HRhasdifferentroles→maybemorethanthe4fromUllrich(1)-whyarewestilltalkingaboutHR-functions?Won’tpeople/employeesorganizeormanagethemselves?→noteverybodyisableto.HRmightnotexistasafunctionbutfacilitating/managingisstillneededtechnology-difficulttofitpersonstocompanieswithallthetechnologyaround-asHR-functions:difficulttokeeptrackoftechnology→butisthatnecessary(2)-universallaws/natureismoreimportantthantechnologicaldevelopment-itishumanswhodevelopthetechnology-robotdevelopment:takeoversocialroles→howdoesthisinformhowpeoplework?-struggle:circleofinfoontheinternet→notaproblem,butwhatdoyouwanttodowithit-newbalanceneededwithnewtechnologies→doesHRneedstobeabletobalancethis?-howsmartertheworld,howsmarterthestudent→biggergapbetweentechnologyandpeoplecapabilities-linemanagerscantakeonmoretaskswhensupportedbysystems(→notthecaseyet)soweneedlessHRinfuture(1)-networkcompanies:HRneedstorecognizetogetherwiththesystemwhatisneeded→keyistofindthebestfit

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competences-competencesbecomemuchmoreimportant,aswellasbusinessprocesses.Ifyoucanmatchpersonstobusinessprocesses-creatingcompetencepassporttomatchthemtosmartbusinesspractices-withstudentsUTtrainsmoreoncompetences(besideslearningtheories)-whichcompetencesdoyouneedinthefuture? -forHR/employees:communication,researchskills,projectmanagementcompetences, portfoliomanagement,cooperation,usingbestpractices(3)-competencesneededreallydependuponrole→createvariety.Isconsistencyimportantornot?-youneedmixofcompetences.Careerdynamicsarenotstraightforwardanymore→differenttaskforHR(1)-doyouneedcompetenceswithinorganizationoroutside(withothers)(1)-veryanalytical:needtoseewhatishappeningandwhatworks(1)-theoryrealformingcompetence.Beingabletobuildconceptualmodels(1)-softskillsalsoimportant(1)-policy/implementationalsoimportant-competence:analyticalskills/workingwithbigdata.AlsodesigningHR-systems(3)-alwaysstaycuriousandkeepsenseofhumor(9)other-recognizingtalentiskey→lifelonglearningiskey(1)-workforceplanningisnecessary,lookingintothefutureisreallydifficult→howtorecognizethetalent?CSRisanewrecognizedfocus/businessmodel→futurebusinessmodel.Isaneedsopeopleworktogether→thatneedsnewcompetencesordonewcompetencescreatethebusinessmodel?(1)-ethicsandculture:theyarenotfixedbutanongoingprocess(5)-team-buildingexpertisetobuildteamsforspecificpurposes(1)-morebusinessskillsneededtocommunicatewithdifferentdepartments→notonlyhorizontallybutalsoverticalwhenitcomestomarketorientation,strategyetc.(4)-teamcompositioninsuchwaythatallcompetencesarethere-measuringHRperformance:employeesatisfaction,firmoutcomes-we’removingtowardsproject-companies(1)→inthat?WhatshouldHRexactlymanage?-brandingwillstillbeimportant.Ofwhat?(1)DataficationofHRMaimsofdata-usedatatopredicttowhichfunctionindividualswouldfunctionbest(7)-aimsofdata: -planning -whofitswhere? -life-jobsatisfaction-wewantdata,butwhatdowedowithit?-whatcanwedo?WhichcanwetranslateinKPI’s(keyperformanceindicators)?(1)

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-linkdatatostrategy(6)-why?→toserveexecutives,personalneeds,stakeholdersandHRMpractices-ultimateaimisincreasedproductivity(1)-improvedecisionmaking(4)→successionplanning-toshow/proveperformance(1)-datacouldhelptoidentifyhiddenfactors(1)

-whatdoweneeddatafor?-talentscanbejudgedbasedononlineprofiles(1)-dataisavailable,butwhatshouldwedowithit?analyzingdata-data=hard,HRM=soft→gap→howtodealwiththisgap?-HRMmissesanalyticalskills(4)-isitbettertoletotherdepartmentsmakedatabaseddecisions?-isitevenpossibletotrain‘soft’HRMpeoplein‘hard’dataanalytics?-absance:differentsystemsdifficulttoanalyzeinefficienttogather-HRMdataficationisnotnecessarilyanHRMactivity,butanalyzingisanHRMactivityother-data→manysources(1)-struggle:gettingaccuratedata,stillverybasic,systemsarenotready-combinesourcesofdata:finance&operations(1)-HRMisnot(yet)data/ICTdriven(2)-whoisresponsible?(2)-reliability(1)-HRM=abstract,data=veryconcrete→howtodealwiththis?(1)-CEOneedstoberesponsiblefordatafication-linemanagershouldcollectdata-somanyopportunitiesbutlimitedapplications(2)-the‘moneyball’concept(3)-howcandatahelptheorganization?(2)-whatdatashouldwegather,internallyandexternally?Newjobsinsmartindustriesnewjobs-digitalization–self-servicee/employeeasclients(asHRadministrators)←sharedservices/callcenter-HRpractitioners -disappear(30%) -movetomoremanagerial/interesting/addedvaluetasks(70%)-automatisationofdataentry→alldatagoesin,controlhappensafter-HRanalyticsasajob-dataanalysis+interpretationjobs(5)

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-supervision+decisionmakingjobs-creativepeopletoproduceexperiences/inspire/lead(2)-transformingdataintovisuallyattractive+understandableimages/fornon-experts(4)disappearingjobs-manufacturingjobs/industry-administrativejobs-datacollection+entering-staffinsupportingfunctions-traditionalcareer(vertical)newcharacteristics-newcharacteristicsofworkratherthannewjobs(2)-combiningbusinessmodels-jobsinpeopledevelopment/talentdevelopment-shortertermorganisationsarrangedaroundaspecificobjectiveorproject-increasingspecialization-HRtosupervise-newjobsintraditionalsectors-individualization-networksoforganizations+capabilities-morejobsdedicatedtoaddedvalue,lessjobsdedicatedtorepetitive(6)-contentvs.purposeofjobs-peopleworkingforseveralcompanies-redefining‘job’→capabilitiesratherthanpeople(fullprofiling)(8)important-moredata,fostercommunication,betterproductivity,flexibility(space&time),moreinnovation,moreknowledgesharing(1)-connectivity;smartcompaniesareglobal-developwithinorcollaborate/buyoutside-willtherebelow-skilledjobs?Howmany?Whatwillhappentolow-skilled?(1)-isthemiddle-skilledgroupmoreatriskofdisappearing?(1)-howwillwebeabletoupdatethenextsmartindustry?Who?-willbigcorporationssustaintheiradvantagegiventhathighly-skilled/educatedyoungpeopledon’twanttoworkforthem?(8)challengesofnewmodel-belonging,socialengagement,impactonorganization,easytogetlost(3)-technologythatdoesn’tworkforpeople:feedingthesystem&stressful-onusontheworker:toshowexpertise,tosellhis/herskills,tofind‘clients’,tobepartofotherfunctions