Barcelona nov 2011 opening speech final deck_mtimmerman

Opening Speech

Marc Timmerman

Partner at Axiom Consulting Partners

The Past Impression du Soleil Levant, C. Monet

The Present & The Future ?Moving beyond the past and a “One Size Fits All” approach

What is influencing our HR world ?• HR has a negative Internal Image :

We need to re-establish the emotional, economical and social identity of the human being

• HR = “Human Relations” • “People are no machines”

• Significant Increase in Complexity due to simultaneous pressures :

• Ageing population & Baby Boomer exits• New Global Buying Power and individual income patterns• Increase of poverty amongst working population• Complexity of Jobs• Maximum Span of Control• Entry of new generation(s) in management & leadership levels• The need for Gender Balance, Diversity management & Inclusion• Ecological Evolution• Increased impact of Governmental stakeholders

• The fact that our HR systems and processes are not yet adapted !

Copyright of Marc Timmerman, 2011

By courtesy of Honoré d’O.

The Shift in Managing People

Legal Compliance

ProductivityIncrease

GuaranteeingEngagement

• HR planning• Control• Resources &

Competencies• Link with Business

Targets• Short term focus• No security• Efficiency is Key• Profit is King

• Hygienic role• Avoid problems• Administrative &

Legal role• Workers & Employees• No link with business

nor with strategy• Immediate focus• Security is Key• Continuity is needed

• Autonomy & Responsibility

• People & Relations• Many stakeholders• Link with Company

Strategy• Importance of Values• Longer term focus• Effectiveness is Key• Retaining Prosperity

WHAT HOW WHY

Baby Boomers Generation X Generation Y

Talent Management

HRManagement

PersonnelAdministration


Some ImportantGlobal Trends

How Big are the Shoes you have to fill ?Article by Dr Peter Cappelli, 2011

“The real problem (…) is (…) an inflexibility problem. Finding candidates to fit jobs is not like finding pistons to fit engines, where the requirements are precise and can't be varied.Jobs can be organized in many different ways so that candidates who have very different credentials can do them successfully.”

We areWitnessing The SlowDeath ofa Leadership Model

The ABC of Economical Recovery or Recession ?

U W

The ABC of the Human Condition

LHow would you feel in Ireland &

Spain ?

hHow would you

feel in Belgium & Germany ?

Organisations are People-Based

A feeling of obligation to serve the company and to work hard

A feeling of necessity to remain working for the company as changing jobs would cost too much (economic, effort, social)

RET

ENTI

ON

Continuance Commitment

Normative Commitment

Affective Commitment

A feeling of attachment to the company and its values (belonging, solidarity, and affiliation)

Meyer & Allen

ENGAGED EMPLOYEED ARE HIGHER PERFORMING & LONGER TENURED

PERFORMANCE

The Paradoxof TemporaryLoyalty.

The Present ?Restoring from an “Economic Battle Fatigue”© ?

o 1 out of 3 key performers is considering leaving their employer in 2010. (Source : The Grapevine, Feb 2010)

o 1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010)

o The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe. (Source : Hudson)

o Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% when economies would slowly recover.

o The least affected people by “Job Security” are your Top Talents.


HR Plays Defense.

HR Plays Defense. Reasons for

LeavingReasons for

StayingHR Retention

Practices

1. Financial Rewards (64%)

1. Social Atmosphere (51%)

1. Training (59%)

2. Career Opportunities (47%)

2. Job Content (43%)

2. Career Management (48%)

Source : Vlerick Management School, De Vos & Meganck, 2007.N=70 HR Managers, > 1000 employees

DefenseOriented on

DefenseOffense

Line Manager’s Involvement

Alienating fromOur Talent ?

Corporate Leadership Council (2008)

“42% Managers believe in Talent Management but find themselves Ineffective at it.”

Question : Are 31 % of our managers schizophrenic Talent Rejecters ?

Showing very different behavioral patterns between :

• How they want to be treated as a person

• And how they treat others as their manager.

Be Different.

Turn yourPeople intoSerial…Engaged Talent.

Two KEY Words

Option Value

Competitive Attractiveness

CustomizeNew HR Systems

Leadership Mindset

Flex CareersDiversity

Workforce Planning

Value Based Leadership

Competitive Attractiveness

> Engagement

Sense of Belonging runs DEEP

ReputationPrideLoyalty


The Value of Sincerity

“Egalité, Fraternité, Liberté & Sincérité”

• Work is more than a place where you spend most time of your life.

• The impact of being credible and authentic is increasing.

• Hiring Managers are being judged on their behavior and values.

• Corporate Responsibility can not be an excuse for unethical management.

• Wikileaks @ company level : It is Here !


We care. We think. We grow. We innovate.We commit. We act. We support.We are responsible. We know what we want.We believe in a better world.We put people first in everything.We want you !

We Need More Pain.

It is not the strongest of species that survive, nor the most intelligent, but the most responsive to change.

Charles Darwin

Intelligence is the ability to adapt to change.

Stephen Hawking

Barcelona nov 2011 opening speech final deck_mtimmerman

Business

Transcript of Barcelona nov 2011 opening speech final deck_mtimmerman