We asked people what they love about their company.

What do you love? Tweet: #bHRHappy15

@SiConroy

Who is the most creativeperson you know?

How creative do you feel?

What stops you from beingmore creative?

Creativity is close to 80% learned and acquired.

Creativity is not a talent. It is a way of operating.John Cleese

Why is it important?

Source: IBM CEO Survey, 2010

Being creative makes me feel…

Creativity impacts…

Work-life balance 64%Profits

71%Happiness88%Productivity88%Engagement91%Motivation97%

25%

Adobe, 2012

creative potentialliving up to their

25% creating at worktime spent

Our Mission

Help people learn how to think and work creatively

Our Mission

+ Skills & Behaviours

- Blockages & Attitudes

About Creative Huddle

Learn online Workshops Consultancy

Events Coaching Insight

T-shaped people

The Default Network

The Reward Network

The Affect Network

The Control Network

Adobe Kickbox

Training & development

Employee involvement practices

Pay according to performance

Allow flexible working hours

Encourage job variety

Allow autonomy

Decentralised + flat hierarchy + informality

Building a creative culture

Trust them to do their job – allow autonomy

Check progress with tools like idonethis

Use face-to-face tools like Skype, GoToMeeting

Use collaboration tools like Google Docs, Trello

Work out loud with tools like Yammer, Slack

Make everything easy to find with Dropbox

For remote / virtual teams

Give staff control over their own work area

Avoid large open plan offices

Have varying office areas for different purposes

Position yourself for serendipity

Encourage staff to take breaks from technology

Give staff freedom over their start and finish times

Creative workplaces

james@creativehuddle.co.uk

@thejamesallen @creative_huddle

Tweet: #bHRHappy15Time for a break

DONAL LAVERTY

05 November 2015

IS HR MOVING FAST ENOUGH TO CAPTURE OPPORTUNITIES IN EMERGING TRENDS?

IT’S ALL ABOUT ADAPTING TO A NEW EMPLOYEE EXPERIENCE

HANDS UP…WHO IS A SUPER HERO

AGENDA

• HR and the organisational climate

• Organisational challenges

• Challenges for HR

• The HR profession of the future

1 million professionally qualified HR practitioners

globally

SOME RECENT (AND SURPRISING) FACTS

• 40% of senior HR Directors operate at board level

• 87% of the most senior HR Directors belong to an organisation’s executive management team

BUT

• 67% of HR professionals concerned their skills wont be needed in the future

• 53% of CEOs identify workforce development as key differentiator in profit/growth

ORGANISATIONALCHALLENGES

RECENT SURVEY*

* Lansons and Opinium ‘Britain at Work’ July 2015

• 48% of employees proud of where they work

• 20% of employees dis-satisfied with current job

• 39% of all employees would leave their job tomorrow

• 25% of employees do not feel valued

• 40% of employees do not believe they are recognised

• 45% of employees see little signs of being able to progress in current company

• 34% of employees do not feel loyal to their organisation

• 51% of employees would not recommend their workplace

TECHNOLOGY DEMOGRAPHICS GLOBALISATION MILLENNIALS

THE WORLD OF WORK IS CHANGING

• A mobile workforce

• More connected

• Digitalisation

• End of 9-5

• Individual freedom

TECHNOLOGY

• Labour and skilled worker shortages

• Retaining older workers

• Worklife balance

• Healthy workforce

• Adapting work patterns to older workers – the extended career option

• Talent and recruitment practices

AGEING WORKFORCE CHANGING DEMOGRAPHICS

• Diversity of culture, products and ideas

• Diverse recruitment

• Management across different jurisdictions

• Competitiveness challenges

GLOBALISATION

• Demanding and seeking ‘meaning in their work’

• Transparency and fairness

• Flexibility

• Constant feedback

• Autonomy v command and control

• Bespoke approach

• Increased responsibility

• Constant communication

MILLENNIALS – THE RISE OF THE INDIVIDUAL

THE EVOLUTION OF THE EMPLOYEE

HR KEY CHALLENGES

• Developing and retaining talent

• Adapting to a mobile and diverse workforce

• Creating organisational agility

• Harnessing data to enrich the employee experience

THE CHALLENGE FOR HR IS THE DIFFICULTY IN TRANSLATING THE QUALITATIVE LANGUAGE

OF WORKFORCE EXCELLENCE WITH THE QUANTITATIVE

LANGUAGE OF GROWTH AND PROFITABILITY

• Creating accountability to complete accepted work

• Increasing engagement and collaboration

• Increasing flow of skills and anticipation of future skills

• Identifying talent that can solve complexities

• Matching skills and accountability to the capability needed by the organisation to meet its vision

THE CHALLENGE

A MODEL (CURRENT)

Mode Time Key activities

TRANSACTIONAL 65 -70%• Record keeping• Benefits administration• Employee services

TRADITIONAL 15 - 25%

• Recruitment and selection• PMS and compensation• Training and development• Employee relations and engagement

STRATEGIC 5 - 10% • Strategic direction• Leadership advisory

PREDICTIONS

• In house HR will decrease and outsourcing will increase

• Strategy will become focus for retained HR function

• This means there will be a swing back to specialists (reward, career development, talent, employee experience)

• Analytics will underpin HR decisions and advice

• Remote people management will become the normal

• HR will become employee segment focused (thus adopting marketing approaches)

A FUTURE MODEL

Past Present Future

TITLE PERSONAL HUMAN RESOURCES EMPLOYEE EXPERIENCE

FOCUS• Operations• Administration• Enforcement

• Business partnering • Strategic / operational • Supportive

• Key strategist • Organisation• Employee• Metrics

PRIORITIES• Compliance• Governance• Employee services

• Recruitment • Talent• Decision making

• Innovation • Talent management • Demographics • Engagement

SKILLS • Administrator • Processor

• HR subject expert• Consultative• Change agent

• Engagement effectiveness • Relationship management• Profit through values• Technology

HR PROFESSIONAL FUTURE COMPETENCIES

• HR expert• Operational Practitioner• Business wide mover

• Organisation Designer• Talent Guardian • Culture Agent• Change Manager

• Credible activist• Professional partner • Strategic Influencer

• Operational Fixer• Ally to all parts of the

organisation

• Know the business (inside out)

• Know the people

• Utilise technology and data

• Manage expectations

FINAL THOUGHTS

WE CAN ALL BE SUPER HEROS

QUESTIONS

AND ANSWERS?

FOR MORE INFORMATION CONTACT

Donal LavertyPartnerHead of Organisational Transformation

+44 (0)7884 265996 donal.laverty@rsmuk.com

rsmuk.com

The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 11 Old Jewry, London EC2R 8DU. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug.

RSM UK Consulting LLP, RSM Corporate Finance LLP, RSM Restructuring Advisory LLP, RSM Risk Assurance Services LLP, RSM Tax and Advisory Services LLP, RSM UK Audit LLP, RSM Employer Services Limited and RSM UK Tax and Accounting Limited are not authorised under the Financial Services and Markets Act 2000 but we are able in certain circumstances to offer a limited range of investment services because we are members of the Institute of Chartered Accountants in England and Wales. We can provide these investment services if they are an incidental part of the professional services we have been engaged to provide. Baker Tilly Creditor Services LLP is authorised and regulated by the Financial Conduct Authority for credit-related regulated activities. RSM & Co (UK) Limited is authorised and regulated by the Financial Conduct Authority to conduct a range of investment business activities. Whilst every effort has been made to ensure accuracy, information contained in this communication may not be comprehensive and recipients should not act upon it without seeking professional advice.

© 2015 RSM UK Group LLP, all rights reserved

 

37,500 minds, 730 offices, 110 countries, 1 network.

The Breathing Space:

The Art ofEmployee Happiness

Why is it important?

54% | 86%Kelly - EMEA Gallup - EMEA

What needs fixing?

Giving you space to breathe

reducing HR admin + building teams

Recent• Finance user• Company & Dept. blackouts• Bulk apply training• Bulk apply Statutory holidays

Recent• Communications dashboard• Suggestions wall• Line manager dashboard• Enhanced Company Announcements• Enhanced Company Documents• Calendar updatesComing up

• Google etc calendar integration• TOIL• Enhanced pending leavers• Applicant tracking - InstantATS• Review of reporting• Rota system integration• Asset Management

Coming up• Kudos leaderboard & favoriting• Performance Management update• Google calendar integration• Rota system integration• Thomas Intl & Glassdoor integration• Wethrive integration

Our plansreducing HR admin + building teams

The final word

The Breathing Space:

Questions?