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Transcript of Building An Inclusive, Passionate, Multi-generational Workforce by Jacqueline Gwee, aAdvantage...
Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1
Building An Inclusive, Passionate, Multi-generational Workforce22 May 2015
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About aAdvantage Consulting
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Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results
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Our Approach
Translating Vision to Results by aligning organisations, their systems and processesto strategy AND enabling employees to deliver the desired outcomes.
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Single point-of-contact solution partnerOur Integrated Solutions
• Strategic
• Implementation-focused
• Results-driven
• Sustainable
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Research & InsightsOrganisational Diagnostic
Employee Engagement Survey
Cultural Values Assessment
Change Readiness Survey
Customer Satisfaction Survey
Customer Loyalty Survey
Public Perception Survey
Product & Concept Testing
Business FacilitationStrategic Review
Strategic Visioning
Corporate Planning
Balanced Scorecard Cascading
Business Excellence Roadmapping
Service Transformation Roadmapping
HR & LeadershipEmployee Handbook
Recruitment & Selection
Compensation & Benefits
Learning & Development
Performance Management
Leadership Development (Training & Coaching)
Talent Audit
Succession Planning
Coaching & Mentoring
Team Building & Development
Signature Programmes (indoor or outdoor)
customised to:
Embed a Values-Based culture
Communicate Service Excellence
Build High Performance Intact Teams
Incorporate Problem Solving & Role Clarification
Business ExcellenceSingapore Quality
Class/Award
Service Class/Award
Innovation Class/Award
People Developer/Award
Benchmarking Studies
Process Improvements
SMART Assessment (for SMEs)
IMPACT Assessment (for SMEs)
Business Excellence Training
-
Change EnablementOrganisational Readiness
Assessment
Stakeholder Impact Assessment
Training & Development Strategies
Communications Planning and Implementation
Leading Change
Personal Mastery Workshops
Culture Development
Organisation Culture Values Assessment
National Values Assessment
Mission, Vision & Values Review/Articulation
Values Based Leadership Development
Customer Experience
Customer Experience Strategy Development
Customer TouchpointExperience Mapping
Service Culture Transformation
Service Blueprinting
Customer Metrics Development
Net Promoter Score®
Solutions and Mode of Interventions
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aAdvantage National level and Industry Studies aAdvantage conducts several benchmarking studies across various areas, including desired workplace culture and employee engagement
In 2012, aAdvantage conducted a National Values Assessment. Our findings were compared to similar global studies. The study also explored the type of workplace culture desired by employees.
We plan to repeat the study every 3 years.
Since 2011, aAdvantage has conducted its annual workforce engagement survey. 2,000 employees across industries are interviewed to understand their level of engagement. The study also analyses what are the key drivers of employee engagement and the importance of work life in the workplace.
In 2014, aAdvantage partnered with the Institute of Singapore Chartered Accountants (ISCA) to conduct a industry level employee engagement study to identify the key drivers of employee engagement so as to address talent retention issues in the accounting sector, particularly in small and medium sized practices.
Personal Values Current Culture Values Desired Culture Values
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Building An Inclusive, Passionate, Multi-generational Workforce
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Business Challenges
• How to increase profitability and shareholder value; meet the organisation mission and intended outcomes
• How to attract and keep talented people;
• How to increase staff engagement;
• How to solve manpower crunch;
• How to upskill workforce quickly to be more effective;
• How to increase innovation, creativity, agility, and customer satisfaction;
• How to optimize resources (financial, manpower, tools)
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Changing Workplace
• Multi-generational
workforce
– Different Life Stages
– Aging Workforce
– Different motivations
• Multi-cultural workforce
• Technology & Social
Media
• Mobile Workforce
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What are your greatest challenges today?
“…Companies in Singapore will have to look at options besides simply increasing remuneration if they wish to attract and retain the best talents whilst keeping overheads low. Pro work-life balance and better employee engagement policies will have to be leveraged effectively...”
- Stella Tang, Managing Director of Robert Half in Singapore.
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What are your greatest challenges today?
What are your greatest challenges today?
Lack motivation and are less likely to invest effort in organisational goals
9.00%
76%
15%
Singapore, % of Engaged, Disengaged and Actively Disengaged Employees 2012
Engaged
Disengaged
ActivelyDisengaged
“It is vital for organisations to engage their employees to maintain high-productivity workplaces; Disengaged workers tend to be emotionally disconnected from their workplaces and thus are less productive.Employee engagement also boosts other business outcomes such as profitability and customer satisfaction.” – Gallup “State of the Global Workplace 2013 Report”
Unproductive and potentially hostile to employer; would spread negativity to co-workers.
Being emotionally invested in and focused on creating value for their organisations every day
Motivated by meaningful work
Seek personal fulfilment and fun in the work that they do
Tech savvy and willing to try out new ways to do things
Work best in teams
Need to know how training can be applied to their job
Want to be able to have a say in their future
GENERATION
Y1984-1994
MULTIPLE GENERATIONS
AT WORK
GENERATION XABY BOOMERSB1946-1964
1965-1983
Motivated by job security
Individualistic, a willingness to work on their own
Desire a flexible workplace with not a lot of close supervision
Transferable career, variety of skills and experience
Motivated by salary reward for hard work and time put into the job.
Long hours, office only, don’t tend to take work home
To build the perfect career – to climb up the corporate ladder
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Gen Y Employees are Less Likely to stay in their organisations for the next two years than Gen X and Baby Boomers
Gen Y
53%
Baby Boomers
69%
Gen X
66%
Source: aAdvantage Singapore Workforce Engagement Survey (SWES) 2014
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Employee Net Promoter Score™ (eNPS®) - How likely would you recommend your company as a good place to work?
17.0
19.6
23.6
53.1
49.8
38.0
29.8
30.8
38.3
Gen Y
Gen X
Baby Boomers
Promoters Passives Detractors
eNPS®
-14.7
-11.2
-12.8
Net Promoter, Net Promoter Score, and NPS are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld.
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Who comprises our workforce?
What are the key drivers of Employee Engagement?
What motivates staff?
What should we do? What must we do?
Review. Measure. Review.
1. Understand
2. Implement
3. Continuous
Review
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How Singapore Residents View the Current and Desired Singapore Workplace
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Objectives of the StudyIntroduction to National Values Assessment 2012
The survey examined what Singapore Residents consider are:
The values and behaviours that best describe them at a personal level;
Their perception of Singapore society and their workplace as these are today, and what they want them to be, ideally.
• Obtain preliminary insights into what matters to Singapore Residents.
• Generate meaningful dialogue about the society and workplace environment that Singapore Residents desire.
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QuestionsIntroduction to National Values Assessment 2012
Respondents were asked the following three questions. For each question, respondents were required to pick exactly 10 values and behaviours from a list that:
Soci
eta
lO
rgan
isat
ion
al
1. Best reflect who you are.
2. Best reflect the Singapore society (Singaporeans and PRs) today.
3. Best reflect what you desire of the Singapore society (Singaporeans and PRs).
4. Best reflect your workplace today.
5. Best reflect what you desire in your workplace.
What Singapore Employees Consider are the Values and Behaviours that Best Describe Themselves
family 496 2(R)
friendship 398 2(R)
happiness 344 5(I)
responsibility 335 4(I)
health 328 1(I)
balance (home/work) 319 4(I)
well-being (physical/ emotional/ mental/ spiritual)
307 6(I)
positive attitude 281 5(I)
honesty 278 5(I)
accountability 273 4(R)
Level
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0
Personal Values (PV)
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
2%
1%
1%
9%
15%
9%
21%
27%
7%
8%
0% 20% 40% 60%
1
2
3
4
5
6
7
Source: aAdvantage
Consulting National Values
Assessment 2012
What Singapore Employees Consider are the Values and Behaviours that Best Describe Themselves (by Age Group)
7654321
IRS (P)=8-2-0 IRS (L)=0-0-0
friendship 116 2(R)
family 115 2(R)
humour/ fun 103 5(I)
responsibility 100 4(I)
happiness 93 5(I)
positive attitude 85 5(I)
well-being (physical/ emotional/ mental/ spiritual)
77 6(I)
balance (home/work) 69 4(I)
independence 67 4(I)
honesty 66 5(I)
Age 15 - 30Level
7654321
IRS (P)=7-3-0 IRS (L)=0-0-0
family 184 2(R)
friendship 151 2(R)
balance (home/work) 140 4(I)
happiness 132 5(I)
responsibility 132 4(I)
health 124 1(I)
positive attitude 121 5(I)
humour/ fun 117 5(I)
accountability 112 4(R)
well-being (physical/ emotional/ mental/ spiritual)
110 6(I)
Age 31 - 45Level
7654321
IRS (P)=6-4-0 IRS (L)=0-0-0
family 184 2(R)
health 145 1(I)
friendship 122 2(R)
honesty 114 5(I)
well-being (physical/ emotional/ mental/ spiritual)
111 6(I)
happiness 110 5(I)
caring 103 2(R)
accountability 102 4(R)
balance (home/work) 101 4(I)
responsibility 99 4(I)
Age 46 - 64Level
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
What Singapore Residents Consider are the Values and Behaviours that Best Describe Themselves (by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64 ≥ Age 65
1. family
2. friendship
3. health
4. happiness
5. caring
6. honesty
7. responsibility
8. well-being (physical / emotional / mental / spiritual)
9. respect
10.balance (home / work)
Unique Values and Behaviours
1. humour / fun
2. positive attitude
3. trust
4. independence
5. accountability
6. compassion
7. grateful
balance (home/work) 433 4(O)
teamwork 403 4(R)
employee recognition 400 2(R)
employee fulfillment 280 6(O)
continuous improvement
272 4(O)
continuous learning 261 4(O)
respect 256 2(R)
staff engagement 251 5(O)
coaching/ mentoring 250 6(R)
leadership development 250 6(O)
Level
7
6
5
4
3
2
1
IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Desired Culture Values (DC)
1%
1%
0%
6%
12%
12%
26%
23%
13%
6%
0% 20% 40% 60%
1
2
3
4
5
6
7
What Singapore Employees Said Would Define their Desired Workplace
Source: aAdvantage
Consulting National Values
Assessment 2012
What Singapore Employees said Would Define their Desired Workplace (by Age Group)
7654321
IROS (P)=1-3-7-0 IROS (L)=0-0-0-0
balance (home/work) 136 4(O)
employee recognition 111 2(R)
teamwork 103 4(R)
coaching/ mentoring 85 6(R)
continuous learning 79 4(O)
employee fulfillment 78 6(O)
continuous improvement
76 4(O)
staff engagement 72 5(O)
personal growth 70 4(I)
humour/ fun 69 5(O)
leadership development 69 6(O)
Age 15 - 30Level
7654321
IROS (P)=0-4-7-0 IROS (L)=0-0-0-0
balance (home/work) 184 4(O)
employee recognition 158 2(R)
teamwork 158 4(R)
employee fulfillment 111 6(O)
continuous improvement 108 4(O)
respect 104 2(R)
coaching/ mentoring 102 6(R)
leadership development 100 6(O)
staff engagement 99 5(O)
continuous learning 97 4(O)
employee health 97 1(O)
Age 31 - 45Level
7654321
IROS (P)=0-7-5-0 IROS (L)=0-0-0-0
teamwork 132 4(R)
employee recognition 118 2(R)
balance (home/work) 109 4(O)
employee health 87 1(O)
employee fulfillment 86 6(O)
fairness 85 5(R)
accountability 81 4(R)
continuous improvement 80 4(O)
respect 78 2(R)
cooperation 77 5(R)
customer satisfaction 77 2(O)
open communication 77 2(R)
Age 46 - 64Level
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
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What Singapore Employees said Would Define their Desired Workplace
• Balance (home / work)1. cares for our well-being and
allows time for personal pursuits?
• Continuous improvement• Continuous learning• Coaching / mentoring • Leadership development
3. commits to development and improvement?
4. our leaders are motivated and enabled to guide and coach us?
• Teamwork 5. encourages the spirit of working together across all levels?
• Employee recognition• Employee fulfilment• Respect• Staff engagement
2. provides a sense of achievement; seeks and values our views / contribution?
How do we create a workplace which …
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What Singapore Residents said Would Define their Desired Workplace (by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64
1. balance (home / work)
2. teamwork
3. employee recognition
4. employee fulfilment
5. continuous improvement
6. continuous learning
7. respect
8. staff engagement
9. coaching / mentoring
10.leadership development
Unique Values and Behaviours
1. personal growth
2. humour / fun
3. employee health
4. fairness
5. accountability
6. cooperation
7. customer satisfaction
8. open communication
Level
7
6
5
4
3
2
1
IROS (P)=0-2-5-0 IROS (L)=0-0-3-0
customer satisfaction 375 2(O)
teamwork 333 4(R)
cost reduction (L) 309 1(O)
long hours (L) 290 3(O)
brand image 284 3(O)
results orientation 270 3(O)
continuous improvement
253 4(O)
accountability 249 4(R)
continuous learning 231 4(O)
hierarchy (L) 210 3(O)
Current Culture Values (CC)
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
8%
5%
9%
6%
8%
15%
22%
14%
9%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
How Singapore Employees Perceive their Current Workplace
Source: aAdvantage
Consulting National Values
Assessment 2012
Entropy: 22%
How Singapore Employees Perceive Their Current Workplace (by Age Group)
7654321
IROS (P)=0-2-6-0 IROS (L)=0-0-3-0
Age 15 - 30Level
7654321
IROS (P)=0-4-7-0 IROS (L)=0-0-0-0
customer satisfaction 152 2(O)
brand image 129 3(O)
cost reduction (L) 122 1(O)
teamwork 119 4(R)
continuous improvement 110 4(O)
results orientation 106 3(O)
long hours (L) 105 3(O)
balance (home/work) 98 4(O)
accountability 94 4(R)
hierarchy (L) 94 3(O)
Age 31 - 45Level
7654321
IROS (P)=0-2-6-0 IROS (L)=0-0-2-0
customer satisfaction 133 2(O)
cost reduction (L) 108 1(O)
long hours (L) 96 3(O)
teamwork 96 4(R)
results orientation 87 3(O)
accountability 86 4(R)
continuous improvement 78 4(O)
brand image 76 3(O)
efficiency 74 3(O)
continuous learning 71 4(O)
Age 46 - 64Level
I = IndividualR = Relationship
Black Underline = PV & CCOrange = PV, CC & DC
Orange = CC & DCBlue = PV & DC
P = PositiveL = Potentially Limiting (white circle)
O = OrganisationalS = Societal
Entropy = 22% Entropy = 21%
teamwork 107 4(R)
customer satisfaction 82 2(O)
long hours (L) 79 3(O)
results orientation 72 3(O)
brand image 70 3(O)
continuous learning 68 4(O)
cost reduction (L) 68 1(O)
professionalism 68 3(O)
hierarchy (L) 65 3(O)
accountability 61 4(R)
continuous improvement 61 4(O)
Entropy = 20%
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How Singapore Residents Perceive Their Current Workplace (by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64
Entropy 20% 22% 21%
1. customer satisfaction
2. teamwork
3. cost reduction (L)
4. long hours (L)
5. brand image
6. results orientation
7. continuous improvement
8. accountability
9. continuous learning
10.hierarchy (L)
Unique Values and Behaviours
1. professionalism
2. balance (home /work)
3. efficiency
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Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008
Entropy Level 3 Year RevenueGrowth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
The Impact on Performance
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Key drivers of employee loyalty, likelihood to stay and engagement, amongst Gen Y employees
54%
57% 57% 57%59%
63%
Career Growth OpenCommunication
Rewards &Recongition
Empowerment Work-lifeHarmony
Training andDevelopment
% A
gree
& S
tro
ngl
y A
gree
Source: aAdvantage SWES 2014
• Structured Learning & Development
• Career Development
• Performance Based Rewards & Recognition
• Differentiate Work-Life Strategies based on needs
• Culture of Open communications & empowerment
Implications:
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Understanding our Workforce
Implications..
• “One size fits all” may not be relevant
• Need for differentiated HR policies to meet different workforce needs
• Role of HR to facilitate business transformation and reskilling of HR (e.g. change management, culture transformation)
• Line Leaders to be equipped with “people development” skills
Findings suggest…
• Desired Workplace Culture - Similarities and differences across age groups (multi-generational workforce)
• Key drivers of employee engagement may differ across age groups
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2013 Economist Intelligence Unit - Why good strategies fail - Lessons for the C-suite
A survey, conducted in March 2013, of 587 senior executives globally. 52% of respondents are C-level executives; the remainder hail from senior management.
88% say executing strategic initiatives successfully will be “essential” or “very
important” for their organisations’ competitiveness over the next three years.
61% acknowledge that their firms often struggle to bridge the gap between
strategy formulation and its day-to-day implementation.
56% of strategic initiatives have been successful.
Companies that are poorly aligned with strategy also report weaker financial results than their peers.
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2013 Economist Intelligence Unit - Why good strategies fail - Lessons for the C-suite
What are the Biggest Barriers to Successful Strategy Implementation at your Organisation?
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Business Perspective
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Role of HR in organisations….
In the past:Build HR Operations for efficiency and effectiveness
Today:Creating Business Value through HR services
The game has changed!
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Fair & Progressive HR…
• Just
• Impartial
• Rational
• Nondiscriminatory
• Unbiased
• Broad-minded
• Open-minded
• Enlightened
• Advanced
FAIR ≠ EQUAL
Facilitating Business TransformationP
rogr
ess
ive
Bas
ic
Recruitment & Selection
Performance Management
Rewards & Recognition
Learning & Career
Development
Leadership Development
TalentManagement
• Building Employer Brand
• Job Fit -Competencies
• Culture Fit Assessment
• Potential Assessment
• KPIs, Competencies aligned to business
• Differentiated by staff levels
• Aligned to culture and job fit
• Peer assessment
• Strong link to performance
• Total rewards approach
• Differentiated to achieve various objectives
• Differentiated benefits for different needs
• Career Pathways liked to competencies
• Develop competencies for future roles
• Self-Directed• Linked to
outcomes• Future-
oriented
• New LeadershipParadigm-skills to drive the desired culture (collaboration & innovation)
• Values-drivenleadership
• Talent Audit -Potential Assessmentbased on analytics
• Availability
• Years of Experience
• Affordability
• Personality
• Some form of KPIs and attributes
• Lack of clarity & transparency
• “One size fits all” benefits
• Bonuses
• Core & Functional Competencies Defined
• Ad hoc training based on immediate needs
• Generic leadership competencies
• Potential based on “gut feel” or past performance
Facilitating Business Transformation
New Ways of Work -Work Life Harmony
Employee Engagement Managing Change Culture Development
• Work-Life strategy differentiated by job roles
• Conscious culture to support Flexible Work Arrangement
• Guidelines vs policies• Incorporating
technology into the Workplace (Virtual workplace, social media)
• Differentiated platforms for various demographics
• Decentralised engagement
• Network of change champions
• Focus on learning & sharing
• Culture of involvement & accountability
• Empowerment
• Leadership skills to lead change
• Network of change agents
• Facilitated change management as part of strategy implementation
• Process to define desired culture and tools to measure and identify inhibitors
• Whole system change to align leadership behaviours
• Systems and process alignment to drive desired culture
• One size fits all• Leave Benefits• Activities or programme
centred• Traditional workplaces
– desk bound
• Reactive; fear of speaking up
• Top-down approach• Grievance Handling• Union Engagement
• Not integrated, lack of attention
• Expectation of top-down approach
• Cascading of Values• Default culture prevails• Lack of consciousness
to align leadership behaviours
Pro
gre
ssiv
eB
asic
•HR strategy aligned with Business Strategy•Policies and processes well defined•HR Functions support business needs
5 Stages of HR Maturity in Organisations
Stage 0: No HR
Stage 1: Compliance Driven HR
Pe
rfo
rman
ce
Maturity of HR
Stage 2: Fundamental HR Services
Stage 4: Business Integrated HR
Stage 3: Strategic HR Department
2 key questions• Where are we
today?• Where do we want
to be?
•No HR department•Few HR processes defined
•No HR Strategy•HR processes and policies focus on compliance to legislation
•HR Strategy partially defined•Silo HR functions•Gaps in HR processes and policies •Core services managed well but not strategic
•HR strategy part of business strategy•HR helps to drive business decisions through people, data and insights•Business and HR systems integrated
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Whose Role is it to solve our People issues?
Senior Management?
HR Department?
All Managers?
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“HR is the driving force behind what makes a winning team.
We make the argument that the team that fields the best
players wins. HR's involved in making sure we field the best
players.”
Jack Welch, CEO of GE, 1981 - 2001
“In fact, leaders of companies that go from good to great start
not with “where” but with “who.” They start by getting the
right people on the bus, the wrong people off the bus, and the
right people in the right seats.”
Jim Collins, Author of “Built to Last” and “Good to Great”
“Business Leaders have to make sure that where they say they
are going actually happens. HR professionals help turn
aspirations into actions by focusing on three things: talent,
culture and leadership.”
Dave Ulrich, Professor at the Ross School of Business, University of
Michigan, HR Guru
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Doing the same thing over and overand expecting different results is
... insanity.
- Albert Einstein
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From vision to resultsFor enquiries:
E: [email protected]: 6853 2658
www.aadvantage-consulting.com