HR in the 21 st Century: The Transformation Continues Row Henson HCM Fellow, Oracle Corporation.
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Transcript of HR in the 21 st Century: The Transformation Continues Row Henson HCM Fellow, Oracle Corporation.
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HR in the 21st Century:The Transformation ContinuesRow HensonHCM Fellow, Oracle Corporation
Convergence of the .(dot) Shifts
Business 2.0Business 2.0 HCM 2.0HCM 2.0 Web 2.0Web 2.0
= Transformation 2.0= Transformation 2.0
Evolution for HCM
Today’sBusiness Imperative
Work 2.0
Yesterday’sBusiness Agenda
Work 1.0versus
Today’sHCM Suite
HCMS
Yesterday’sHRIS Application
HRISversus
New Demands for HCM
Today’sHuman Capital
People
Yesterday’sHuman Resource
Laborversus
New Workforce Demographics
New Workforce Demands
Today’sTechnology Environment
Web 2.0
Yesterday’sTechnology Platform
Web 1.0versus
New Technological Paradigm
New Workplace Demands
• Systems Agility• Collaboration / Sharing• Extended / Global• Efficiency / Effectiveness
• Business Agility• Engagement / Retention• Workforce Intelligence• Business Performance
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 2004 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the Impact of Talent on Business Results
HR Transformation – A Global Thing
• Over 75% of firms involved in HR transformation efforts
• US leads in completed projects
• Huge number of “in process” HR transformations elsewhere
• Only a few HR leaders have no plans
Source: Mercer HR Consulting Global HR Transformation Study, 2004
It’s About Time (Spent)
Source: Mercer HR Consulting Global HR Transformation Study, 2004
After 10+ years talking about being more strategic…not enough progress!
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results
Transforming HR
•One size does not fit all•Process flexibility and adaptability•Innovate or be outsourced•Business partner/business alignment•Owner of corporate culture/ employee brand•Competency/talent identification & development•Project management skills•Better analytical skills
Future skill requirements for HR professionals – Mercer 2006 report
• Interpersonal skills• Team skills• Interviewing and assessment• Consultation/negotiation skills• Leadership• Change management• Cultural change/transformation skills• Business understanding• Conflict management• Coaching/facilitation• Customer service• HRIS data analysis and reporting
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future World of Work• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results
Future World of Work
• What will the workforce look like?• Where will the talent come from?• Workplaces or workspaces?• Who owns the talent pool and the
company culture?• How do we prepare for these changes?
Workforce Demographics
• Reduced Workforce• Workforce is getting older• 3 Generations working together • Increase of women in the
workforce• Rise in the contingent workforce• Global, mobile, virtual worker• Decline in education level in
developed countries• Dominant language in next 50
years – Chinese?
Each generation in the workplace comes with its own sets of experiences and expectations that can occasionally come in conflict with one another
Traditionalist Boomer Gen X Gen Y
Training
Learning style
Communication style
Problem-solving
Decision-making
Leadership style
Feedback
Technology use
Job changing
Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.
Classroom
The hard way
Top down
Hierarchical
Unwise
Team informed
Get out of the way
Unsure
Once per year
Sets me back
Seeks approval
Command & control
No news is good news
Uncomfortable
Too much and I’ll leave
Hub & spoke
Horizontal
Coach
Weekly/daily
Unable to work without it
NecessaryPart of my daily
routine
Unfathomable if not provided
On demand
Partner
Team decided
Collaborative
Collaborative
Collaborative & networked
Continuous & expected
Facilitated
Guarded
Team included
Independent
Independent
Required to keep me
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results
Common Web 2.0 ToolsBlogs Interactive discussion led by
one individual
Wikis Fully collaborative document/website creation
Social Bookmarking
Track interests and share with others
Social Software
Organize and connect with others with similar interests
RSS Feeds Subscribe to news and changes – syndication
Chat Private one-on-one or group interaction
Virtual Worlds Meet and interact with others in a virtual world
Tomorrow’s Web 2.0 Work Environment
Q3 Budget ReviewCapital Expenses, KIA AnalysisEmployee ReviewsAcquisition AnalysisStress Reduction TipsQ2 Competitive Analysis
KIA Research
Evolving HR Practices
Job Fairs, word of mouth
Employee surveys
Plaques
Team building offsites
Classroom training
All Hands Meetings
Traditional
Online advertising, Email referrals
Online surveys
Email announcements
D-lists, webinars
eLearning
Replayable Webcasts
Internet Web 2.0Engager
Blogging, RSS,
Social networking
Attraction
Wikis, chats, forumsEmpowerment
Recommendations, kudos, ratings
Recognition
Social networking, workspaces
Community
Informal learning, tagging
Development
Interactive blogsVisibility
Who’s Adopting Web 2.0?
>75% plan to maintain or increase their investments that encourage user collaboration, social networks, etc.
66% regret not boosting their capabilities to exploit new technologies. More executives said they should have acted faster.
Executives Worldwide:
The McKinsey Quarterly conducted this survey in January 2007 and received responses from 2,847 executives worldwide, 44% hold C-level positions.
What Web 2.0 Technologies are Being Adopted?
The McKinsey Quarterly conducted this survey in January 2007 and received responses from 2,847 executives worldwide, 44% hold C-level positions.
Use or Planning to Use
Agenda
• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results
Measuring Human CapitalAssetAsset
LiabilityLiability
LossLoss ProfitProfit
Peopleas Means
People asCapital
PeopleasProblems
PeopleasCosts
Source: Chapman Condy Company
Why Measure?
• STOP: “I think….I feel”
• START: “I know…I can prove”
• SHIFT: From Tangible to Intangible Asset Accounting
Changing the questions that we ask
FROM…• How do we prove the worth of
the HR function?
TO…• How do we identify those HR
programs/policies that would have the greatest positive impact on our key performance indicators?
Source : Laurie Bassie – McBassie & CompanySource : Laurie Bassie – McBassie & Company
Changing the questions that we ask
FROM…• How do we show a ROI (cost
savings) on our HR interventions?
TO…• How do we link our HR
interventions to key performance indicators?
Source : Laurie Bassie – McBassie & CompanySource : Laurie Bassie – McBassie & Company
Changing the questions that we ask
FROM…• How do I justify/increase our
training budget?
TO…• What are the key differences
in the training histories of our top and bottom performers?
Source : Laurie Bassie – McBassie & CompanySource : Laurie Bassie – McBassie & Company
Changing the questions that we ask
FROM…• How do we maximize
employee engagement?
TO…• What are the critical
engagement differentials between top and bottom performing business units/functions?
Source : Laurie Bassie – McBassie & CompanySource : Laurie Bassie – McBassie & Company
Metrics That Matter: Analytic Taxonomy
COMPLEXITY
IMPACT
Information Distribution
Metrics Delivery (Dashboards)
Contextual Embedded Analytics
Correlated Analytics
Predictive Modeling
People
CHRO / CPO Human Capital Knowledge Strategy Global
Internet
Opportunity Creation / Effectiveness
Process
Manufacturing MRP VPHR Legal Protector Competencies
Client/ Server
Efficiency
ERP
Confluence of HR, Technology and BusinessF
rom
the
Ind
ustr
ial A
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to th
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Ag
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Local Finance Host Systems Personal Dir Recordkeeping Skills
Data
Host
Automation
Mainframe Packages
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Technology EvolutionTechnology Evolution