HR TRENDING TO THE FUTURE Jo Pryce FINAL

• The new world of work• Trends that are shaping HR: – SHRM– ACCENTURE– Gibson, Ziskin and Bourdreau – Josh Bersin • HR Readiness Overview... • “a mere 20 years ago, not many people woul

HR Trending into the Future

Dr Josephine Pryce

May 2015

• The new world of work

• Trends that are shaping HR:

– SHRM– ACCENTURE– Gibson, Ziskin and Bourdreau – Josh Bersin

• HR Readiness

Overview

The new world of work

• “Whether you’re ready for it or not, the new way of work is multi-generational, multi-

geographical, location agnostic, and device dependent” (Holland et al., 2015, p3)

• “The past decade has seen a seismic shift in the employment landscape in Australia, not only in

the amount and type of changes workers can expect to make during their lives but also in the

type of roles people are choosing to explore…” (Emerson, 2013, p.2)

Trends that are shaping HR:

The findings from SHRM

• “a mere 20 years ago, not many people would

have been able to predict the sheer scale of

• From this point it can be asked:

“What will the world of work look like

20 years from now?”

>>Society for Human Resource Management (SHRM)<<

[http://futurehrtrends.eiu.com/report-2014/challenges-human-resource-management/ ]

20 years from now

• In 2013, SHRM sponsored research conducted by the Economist Intelligence Unit (EIU)

emerged from the findings.

• These included

The Research

The Findings – Challenges facing Organisations

• THE NATURE OF THE WORKER

1 Adapting to a rapidly changing worker profile

2 Understanding the subtleties of workers’ qualifications

3 Retaining and engaging a changing workforce

• THE NATURE OF THE WORK

4 Aligning technology best practices to global

management strategy

5 Managing the risks of a global operation

• CONFLICTING EXPECTATIONS OF WORKERS AND THE WORKPLACE

6 Hiring and retaining talent while lowering labour costs

7 Winning the war for talent

The Findings – HR Challenges

Some key findings

2 Understanding the subtleties of workers’ qualifications

3 Retaining and engaging a changing workforce

4 Aligning technology best practices

to global management strategy

5 Managing the risks of a global operation

Another SHRM report

Over the next 10 years, what do you think will be the three biggest

challenges facing HR executives at your organization?

Note: Percentages do not total 100% due to multiple response options Respondents who answered “don’t know” were

excluded from this analysis.

Over the next 10 years, what do you think will be

the biggest investment challenge facing organizations?

http://www.shrm.org/research/surveyfindings/articles/pages/challengesfacinghroverthenext10years.aspx

Over the next 10 years, which of the following tactics do you believe will be most effective in attracting, retaining and rewarding the best employees in your organiz ation?

Challenges Facing HR Over the Next 10 Years ©SHRM 2012 23

Note: Percentages do not total 100% due to multiple response options An asterisk (*) indicates option was not included on 2010 survey.

Ten years from now, which of the following competencies do

you see being most critical for the HR professional?

Challenges Facing HR Over the Next 10 Years ©SHRM 2012 24

Note: n = 472 Percentages do not total 100% due to multiple response options.

• What bodies of knowledge do HR professionals rate as

being the most important in 10 years?

– The four bodies of knowledge that were rated as most

Rate the importance of these bodies of knowledge for HR

professionals 10 years from now

Note: n = 446 Respondents rated each body of knowledge on a scale from 0 (not important) to 10 (very important).

Body of Knowledge Average Rating (0 to 10)

Strategic Business Management 8.8 Talent Management 8.6 Change Management 8.5 Workforce Planning and Employment 8.5 Compensation and Benefits 8.3 Human Resource Development 8.2 Employee and Labor Relations 8.1

HR Technology 8.0 Risk Management 7.7 Global and International Human Resources 6.9

http://www.shrm.org/research/surveyfindings/articles/pages/challengesfacinghroverthenext10years.aspx

Further trends that are shaping

HR: Insights from ACCENTURE

1 Digital radically disrupts HR

2 Reconfiguring the global talent landscape

3 Tapping skills anywhere, anytime

4 Managing peoples as a workforce of one

5 The rise of the extended workforce

6 Shattering the boundaries of HR

7 Talent management meets the science of human behaviour

8 HR drives the agile organisation

9 HR must navigate risk and privacy in a more complex world

10 Social drives the democratization of work

http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Future-of-HR-Overview.pdf

http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

1 Digital Radically Disrupts HR

Digital technology, including social,

gamification, cloud, mobile, big data and

consumer applications, is transforming

how people carry out their work—and how

HR supports them in that effort

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-digital-radically-disrupts-hr.aspx

2 Reconfiguring the Global Talent

Landscape

HR will transform to adapt to a more global

world, including adopting new talent

sourcing strategies to match talent with

task all over the globe, and adopting new

management methods, such as supporting

mobile workforces across geographic

barriers

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reconfiguring-global-tale nt-landscape.aspx

3 Tapping Skills Anywhere, Anytime

Skills gaps are widening, and HR will be

increasingly hard pressed to ensure their

organizations have the right talent To do

this, HR will need to quickly tap skills when

they’re needed—and where

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reshaping-skills.aspx

4 Managing Your People as a Workforce

of One

Customization is poised to revolutionize

the way organizations manage their

people They will no longer treat their

workforce as a single entity but instead,

treat each employee as a “workforce of

one,” offering customized HR and talent

management solutions

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-reshaping-workforce-one aspx

5 The Rise of the Extended Workforce

Organizations will leverage the new

extended workforce: a global network of

outside contractors, outsourcing partners,

vendors, and other nontraditional

employees HR will redefine its mission

and mandate to maximize the extended

workforce’s strategic value

http://www.accenture.com/us-en/Pages/insight-future-of-hr-rise-extended-workforce.aspx

6 Shattering the Boundaries of HR

HR will evolve from being a clearly

defined, stand-alone function that

administers HR and talent management

processes to one that spans disciplines

and crosses boundaries to deliver

cross-functional, seamless employee

experiences

http://www.accenture.com/us-en/Pages/insight-shattering-boundaries-hr.aspx

7 Talent Management Meets the Science

of Human Behavior

As new insights into brain science and

human behavior emerge – and as

analytics finally enable organizations to

test hypotheses and form conclusions by

analyzing a newly available treasure trove

of data – HR will arm itself with the tools

and insights of a scientist to drive better

performance from their workforces

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-science-human-behavior aspx

8 HR Drives the Agile Organization

In a pervasively unpredictable world,

organizations that can adapt to changing

business conditions will outperform the

competition HR will reshape itself so that

the function becomes the critical driver of

agility

http://www.accenture.com/us-en/Pages/insight-future-of-hr-trends-agile-organization.aspx

9 HR Must Navigate Risk and Privacy in a

More Complex World

HR will adopt risk management strategies

covering everything from protecting

confidential information and data, to risks

associated with weak hiring or turnover of

talent

http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

10 Social Drives the Democratization of

Work

Instead of relying on solutions dictated

from the top of the organization,

organizations will be populated with

knowledge workers who harness social

media to create solutions in conjunction

with each other, thereby radically

disrupting organizational structures,

hierarchy, and job titles

http://www.accenture.com/us-en/Pages/insight-future-of-hr.aspx

• As the popularity of video and online gaming has increased

exponentially in recent years, companies keen to attract,

engage, incentivize, and retain today’s generation of workers have begun to take games and gaming concepts very seriously indeed

• These concepts have now begun to work their way into key human resource (HR) functions in two distinct forms:

– "Serious games"—a game whose main purpose is

something beyond entertainment—education,

advertising or behavior shaping, for instance

– "Gamification"—the use of game mechanics and/or

game design principles in contexts other than games

• Manish Mehta and Alex Kass of Accenture Technology Labs take a closer look at this growing area.

Gamification

http://www.accenture.com/us-en/Pages/insight-changing-human-resources-games-gamification.aspx

• In Workforce of One, Susan Cantrell and

David Smith show how exceptional

companies are tailoring work experiences to

employees' talents and interests by

customizing job duties, training, recognition,

and even compensation, work schedules,

and performance appraisals

• Their reward? - - - Lower turnover, greater

productivity, improved profit margins

Workforce of One

https://books.google.com.au/books?id=HZAUbNaPvdcC&dq=Workforce+of+One:+Revolutionizing+Talent+Management+th rough+Customization&source=gbs_navlinks_s

• In Workforce of One, Susan Cantrell and

David Smith show how exceptional

companies are tailoring work experiences to employees' talents and interests by

customizing job duties, training, recognition, and even compensation, work schedules, and performance appraisals

• Their reward? - - - Lower turnover, greater productivity, improved profit margins

Workforce of One

https://books.google.com.au/books?id=HZAUbNaPvdcC&dq=Workforce+of+One:

+Revolutionizing+Talent+Management+through+Customization&source=gbs_navlinks_s

Further trends that are shaping

HR: From the writings of Carrie

Gibson, Ian Ziskin, and John

Andrea del Sarto

• “Andrea del Sarto”

Gibson, Ziskin and Bourdreau

• “the demands of day-to-day HR may be

crowding out the focus, passion and

spirit that are necessary if practitioners

are to take a leading role in helping

organizations capitalize on opportunities

offered by emerging trends such as big

data and gamification”

What is the future of HR?

http://www.workforce.com/articles/20179-what-is-the-future-of-hr

Gibson, Ziskin and Bourdreau acknowledge that much of

the work addressing this issue has defined the future of HR

professional techniques or practices

Twenty (20) to 30 HR professionals within each company participated in the consortium

What is the future of HR?

Table 1 Lofty Ambitions but Less-Elevated Reality

Globalization: Integrating world economies

through the exchange of goods, services and

capital.

Personal technology: Mobile platforms such as

smartphones, laptop and tablet computers, future technology such as wrist devices and Google Glass, and the apps that support them, seamlessly and constantly connecting people and Web-based content.

Generational diversity: The presence of many

different age groups among workers, citizens

and consumers.

Mass customization: Combining mass production

with customization for specific individual consumers

or groups to meet people’s needs with the effectiveness and efficiency of mass production.

Sustainability: Meeting the needs of the present

without compromising the ability of future

generations to meet their needs.

Open innovation: The inflow and outflow of

knowledge to increase innovation, including user innovation, innovation ecosystems, co-development, innovation contests and crowdsourcing.

Social media: Online networks and two-way

communication channels that connect users in

the virtual world, establishing new relationships

that expand users’ networks and facilitate user

participation in interactions and exchanges.

Big data: Data that are too big, too unstructured or

too diverse to be stored and analyzed by conventional means, processes or tools.

Gamification: Applying game mechanics to

nongame situations to motivate and change behavior.

What is the future of HR?

Andrea del Sarto

• “Andrea del Sarto”

Browning wrote of the painter:

“Ah, but a man’s reach should exceed

his grasp/Or what’s a heaven for?”

To paraphrase Browning:

Does HR’s reach exceed its grasp?

Further insights for HR tending

into the Future: Josh Bersin

[Principal and Founder, Bersin

by Deloitte] explains

The New World of Work

• As was found from the Deloitte’s Global Human Capital Trends 2015 survey (more than 3,300 organizations from

106 countries): 10 major trends emerged from the

research and these trends reflect four major themes:

http://jobmarketmonitor.com/2015/04/25/the-10-trends-in-the-2015-global-human-capital-trends-report/

HR as Controller, Server, Enabler and Supporter Supporter

(Josh Bersin et al., 2015)

http://www.slideshare.net/jbersin/hihr-asia-13

“driven by a new world of work, the #1 issue

address these issues has slipped significantly in

the last year”

Josh Bersin, Principal and Founder, Bersin by Deloitte

https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin

The New World of Work

https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin

Josh Bersin says, As we analysed the data we

realized that companies and HR teams are

struggling to deal with the "New World of Work,"

an always-on, 24x7 environment, led by younger leaders, where employees have more power in

the job market than ever before”

• Mark Bertolini, the CEO of Aetna

– He has revitalized Aetna's shift into the consumer

market for healthcare by increasing wages, improving employee benefits, and bringing yoga and mindfulness

to the workplace

• The new model is simple:

employees come first

 a need to simplify

The New World of Work

HR’s readiness

• One of the big findings from the research that Josh Bersin and

ready

• In the research, Josh Bresin and his team computed an

"importance index" and a "readiness index," with a

"readiness gap" which is the difference between the two

HR Readiness Gap

https://www.linkedin.com/pulse/new-research-shows-employee-engagement-now-1-global-talent-bersin

Josh Bersin, says

http://hrtimesblog.com/

Three critical principles are at the heart of driving Impact HR:

High-1 It is about the business Business imperatives and

insights about the workforce have to guide how HR

operates, not the other way around

2 Nimble is key When HR demonstrates agility, flexibility,

and coordination, it unlocks high business performance throughout the organization

3 Beyond the organization Industry and social networks,

organization’s customers, and the external market must

be integrated within how HR operates

High Impact HR

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-hc-high-impact-hr-pov.pdf