axiom_presentation_page executive_key hr trends 2015_2015-09

Austin Brussels Chicago Dublin Ghent New York Washington DC

A changing HR Landscape

Presentation for Page ExecutiveBrussels, September 25th 2015

by Marc Timmerman, Managing PartnerAxiom Consulting Partners Europe

The trouble with our times isthat the future is not what it used to be.

Paul Valery

Page Executive, September 2015, BrusselsCopyright of Marc Timmerman, 2015

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Global Talent Management Trends in 2015Sources : Page Group Global HR Barometer 2015 vs 2013Sample 2015 : 2572 organizations

1. Performance 2. Talent development 3. Talent acquisition 4. Talent retention 5. Comp & Ben

1. Talent retention 2. Talent development 3. Performance 4. Talent management 5. Talent acquisition

1. Talent management 2. Talent acquisition 3. Talent development 4. Talent retention 5. Comp & Ben

1. Change / Transformation 2. Talent development 3. Talent acquisition 4. Talent management 5. Performance 6. Talent retention (UK )

1. Talent management 2. Talent acquisition3. Talent retention


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Evolutions in HR Management“Are we nearing the End of Ulrich’s model”

Legal Compliance

ProductivityIncrease

GuaranteeingEngagement

• HR planning• Control• Resources &

Competencies• Link with Business Targets• Short term focus• No more security• Efficiency is key• Profit is King

• Hygienic role• Avoid problems• Administrative & Legal• Workers & Employees• No link with business nor

with strategy• Immediate focus• Offer Security

• Autonomy & Responsibility

• People & Relations• Many stakeholders• Link with Cy Strategy &

Branding• Importance of Values &

Value Propositions• Longer term focus• Effectiveness is key• Profit is needed

WHAT HOW WHY

Baby Boomers Generation X Generation Y & Z

Talent Management

HRManagement

PersonnelAdministration


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What are the current mega-influencers in the HR world?

Change

Expansion or Reboot

PerformanceCulture

Collaboration

HR is increasing in strategic influence and support

Executive data

Data

Workforce analysis

Social Media

Comm’s

Employee Value prop’s

2nd War for Talent

Is HR ready for the complex mix of challenges ?

Resources

Knowledge

Budget

The world of HRis getting hit by

VUCA


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Socio-Economic Trends Significant Increases in Complexity due to simultaneous external pressures

• Ageing population & Baby Boomer exits• The need for Diversity & Inclusive Leadership• New Global Buying Power and individual income patterns• Increase of poverty amongst working population• Digitalization• Complexity of Jobs • Maximum Span of Control• Entry of new generation(s) @ management & leadership levels• Social Media Psychology• Ecological Evolution• Increased impact of Governmental stakeholders

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


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How does your organization really function today?

Like this ?

CEO

CFO COO CHRO

CLO

Or like this ?

This is a view of the same two people, only now shown hierarchically.

Notice that person 41 is probably at a level -5 yet has significant influence.

What would be the cost to the organization of losing person 41?


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New War for TalentWhat happens if everyone plays at the same game ?

Do you really want to findyourself in the middleof a Cat Fight ?

Be Different.

HR needs to start thinking as a marketeer.


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Moving from Structure to FlexibilityMoving from Privacy to Transparency

Flexibility

Option Value

Competitive Attractiveness

Customize

New HR concepts & systems

Leadership Mindset

Flex CareersDiversity

Renewing the Deal

Workforce Planning

Sincerity

Value Based Leadership

Competitive Attractiveness

>Hires>Engagement

Sense of Belonging runs DEEP

ReputationPride

LoyaltyTransparency

“The biggest injustice is the equal treatment

of people who are not the same”

The “Employee Value Propositionsssssssssssssss“

We will have to be many things to many different individuals


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The Archetypes - Employment Brand“The Partnership Golden

Ring”“Unparalleled Personal

Growth”• “White shoe” law firms• Investment Banks

• Novartis• BCG

• Rigorous and consistent talent evaluation

• Continual development• Tough Partnership decisions • Robust client service

economics (high margin work) to offset high pay

• Balancing development and the Customer Value Proposition

• Balancing execution capacity with potential

• Leverageable work content

• Consistent and narrow hiring pool (top grad schools and orgs)

• Common intellectual platform• Up or out creates alignment• Placement and success of

alumni in promising, visible, and high-ranking positions

• Microsoft

“An Impeccable Credential”

• McKinsey• Goldman Sachs

Success Factors

“Environment / Culture / Cult”

• Google• Apple

• Clear, measurable individual performance metrics

• Consistent & significant differentiation in pay

• Willingness to manage out bottom• Ability to pay competitively

• Defined, well-communicated, tight, and ingrained culture continually reinforced by hiring process

• Type and mix of work that accommodates focus on personal interests and flexible work arrangements

• Bain• Pixar

“Pay for Performance”

• Booz Allen• GE

• SAS

Success Factors


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We care. We think. We grow. We innovate. We commit. We act.

We unlock your potential.We are ethically responsible.

We know what we want.We believe in a better world.

We put people first in everything.

I predict a serious evolution in EVP’s and a sub-segmentation of Employer Brands …. A matter of Being First.


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Amazon.com: an Example of ‘Best In Class’in Using Social Media

Integrates various forms of social media and offers several ways to get special deals

Amazon posts deals, product information, sweepstakes information and daily questions to users Easy to apply to Amazon

jobs without leaving the Facebook site


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Amazon.com: very specific Talent targets

Amazon’s Facebook page demonstrates a way to actively target ex-military candidates

IKEAThinking about the Talent in 2020


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Deloitte takes the Lead in Talentin the Big4 industry

We are committed

We are diverse

We are friendly

We are transparent

We are witnessing the slow

death of a CulturalModel.

Purpose-drivenPerformance oriented

Principles-led

Customized to the Markets & the Individuals

Game Changing HR =

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


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MY COORDINATES

My contact details : [email protected] : @marctimmerman+32 496 291383

Visit our blog : www.axiomcp.com

Copyright of Marc Timmerman, 2015

axiom_presentation_page executive_key hr trends 2015_2015-09

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