Download - ehrm 2011 - Thomas Mulder - Accenture

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EHRMThomas Mulder, Director HRM

Copyright © 2011 Accenture All Rights Reserved. 2

Challenges on the HR Agenda

3. Human Capital

Paradigm Shift

4. War for Talent

5. Next Generation Workforce

1. Globalizing Economy

2. Complex Client Challenges

Bonus:HR

Trans-formation


0

20

40

60

80

100

120

140

160

1990 2000 2008E 2020F 2030F

Emerging marketsDeveloped markets

The rise of emerging economies

Source: Economist Intelligence Unit

Share of global GDP(real GDP, US$ trillions at 2005 prices and PPP)

38%41%

49%

57%

61%

62%59% 51%

43%39%

CAGR (2008-2030)

4.3%

2.0%

Source: Economist Intelligence Unit

A changing leaderboard

2030F2008E1990

United States

China

Japan

India

Germany

United States

Japan

Russia

Germany

France

China

United States

India

Japan

Brazil

Russia

United Kingdom

France

Brazil

Italy

Italy

United Kingdom

China

Brazil

India

Russia

Germany

United Kingdom

France

Mexico

World’s biggest economies(real GDP, 2005 prices and PPP)

1

2

3

4

5

6

7

8

9

10




Innovation

Innovation is the key to sustainable success. It offers opportunities to serve new markets, to stay ahead of competitors and to fulfill the needs of your clients.

Recovery from recession

The world economy has stabilized and is showing signs of renewed growth. However, businesses around the globe face an uphill struggle—not simply to restore growth and jobs lost during the recent recession, but to identify the new economic motors that can drive accelerated expansion in GDP and employment over the next decade.

Globalisation

The markets of India, China, Korea, Brazil, Mexico, and Russia have dramatic growth potential. Clients face the challenges of developing global and local client relationships.

Sustainability

Sustainability is the way an organization creates value for its shareholders and society by maximizing the positive and minimizing the negative effects on social, environmental and economic issues and stakeholders


3. Human Capital Paradigm Shift


-15

-10

-5

0

5

10

15

20

25

30

Japan Russia EU25 China US South Korea

Mexico India Brazil

1995 - 2005 2005 - 2015

• Ageing workforce trend

• Skills gap developing as fewer graduates with right skills

• Increased competition in ability to recruit and retain role-ready people

• Benefits of global workforce not always realizable

• Skill set changing with rapidly changing business environment and technologies

• Emerging economy management skills gap

• Emergence of differentiated workforces within companies

Despite the growth and globalisation of emerging market talent, companies are increasingly facing a war for talent – intensified by ageing workforces in developed economies

Total Workforce Growth (%)Key Points

Source: EIU

4. War for Talent (1/2)


• In a competitive labor market• with an attrition of approximately 18%• we hire the top 20% in our industry• 650 new hires this year• For each hired colleague, we reject 19 candidates

4. War for Talent (2/2)


32.0

30.9

35.8

Average Age ACN NL: 32,2

Consulting

Solutions

Services

5. Next Generation Workforce (1/2)

1 out of 2 colleagues in The Netherlands is younger than 30 years old


5. Next Generation Workforce (2/2)

Hence… We employ the next generation


Generation Y: Does it impact our leaders?


Challenges on the HR Agenda

3. Human Capital

Paradigm Shift

4. War for Talent

5. Next Generation Workforce




Generation Y: what should employers expect?

Optimistic & long-term planners Focused on realizing dreams and building

talents Larger population than baby boomers Lowest level of violent crime, teen pregnancy,

smoking, alcohol abuse Master negotiators – very capable of rational

thought and decision making Oblivious to authority Committed to success/good for all Networkers – cooperative by nature


Generation inequities require flexibility in leadership styleGeneration Assets in the

WorkplaceLeadership Style Preference

Generation XBorn 1965-1980(Ages 31-45)

• Independent• adaptable• creative• techno-literate• willing to challenge the status quo

• Be up front with the truth, even if it’s hard, to earn their trust• Use coaching style of leadership• Opportunities to grow/learn a must• Be direct, competent, genuine, informal, flexible, results-oriented

• Building talent versus steep career progression

• Inspiration and engagement versus hierarchical power

• Long-term goals versus short term objectives

Generation YBorn 1981-2000(Ages 10-30)

• Optimistic• able to multitask• tenacious• technologically savvy• driven to learn and grow• team oriented • social responsible• networkers

• Clearly articulate expectations and long-term goals• Like to be treated as colleagues • Respond well to informality • Be motivational, collaborative, achievement-oriented, able to coach


Leadership is adjusting to the needs of Generation Y

14

Design principles

Leaders teaching leaders Breakthrough through enhancing self awareness Impact through practical skills Focus on client & peer & reporting relationships Collective approach from analyst to SE based on

needs per level and individual External sources for inspiration & building our

capability Leveraging our cultural strengths (client focus, action

orientation & result driven) , addresses the shadow side (single mindedness, transactional relationship, poor psychological contract)

The Leadership design principles stress the fact that leadership is relationship based.

Why should anyone be led by you…?


Society

Business Environment

What should we offer?It is all about building talents and realizing dreams


Stay connected to society

ProBono & funds Local volunteering projects Overseas volunteering

Environmental PracticesEmployee awareness

Travel & MobilityOffice & EnergyProcurement

In society As an advisory practice

Environmental Stewardship

Skills to Succeed

Consulting in a changing world

•platforms & network•Work towards a CSR report

•Driven by sustainability practice•sustainability in services •Focus on knowledge & skills•Client, network & employee events

http://www.amsterdambrightcity.nl/zuidas/nl/community/

http://images.google.com/imgres?imgurl=http://www.caylamax.com.au/Portals/0/ISO14001.jpg&imgrefurl=http://www.caylamax.com.au/&usg=__LBvImnY7nnTDP-aDCD2_vOeyGa4=&h=358&w=821&sz=171&hl=en&start=6&um=1&tbnid=ttJ_L_Fv7PDVYM:&tbnh=63&tbnw=144&prev=/images?q=iso+14001%5C&hl=en&rls=com.microsoft:*&rlz=1I7GGLD_nl&um=1

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http://www.greencheck.nl/index.php?/categories/5-Green-IT

http://images.google.com/imgres?imgurl=http://www.nissan-global.com/EN/COMPANY/CSR/GLOBALCOMPACT/IMAGES/gc_logo.jpg&imgrefurl=http://www.nissan-global.com/EN/COMPANY/CSR/GLOBALCOMPACT/&usg=__toWaowIUO_O1MBPGIsQ548aek30=&h=199&w=199&sz=28&hl=en&start=2&um=1&tbnid=Y2Mgvar0ked5zM:&tbnh=104&tbnw=104&prev=/images?q=un+global+compact+logo&hl=en&rls=com.microsoft:*&rlz=1I7GGLD_nl&um=1

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Be a leader in the business community

Bring professionals togetherCelebrate high-performance

Community events like Zuidas RunBusiness events like Innovation Awards

Share our voice in the media Dialogue on our social platforms

Social media like our weblogStrong opinions on key topics

Inspiration - Innovation - Value Creation


Offer more than a progressive traditional career experience


Development and E-Learning

40,000 hours a year


Digitalized Performance Management


Internal Communication


Flexible working conditions in a Global network

Knowledge Exchange

Office Communicator

Smart phones

Work where and when it is most effective: “the new way of working”

Telepresence

NS BusinessCard


And an Inspiring Environment


Listen, understand and continue to improve

Increasing employee engagement is a key goal of a good customer value proposition. Each year an employee engagement survey is held among all 212,000 Employees

STRIVE

3

STAY

2

SAY

1

Three step engagement

Engagement

People Work

Rewards and Recognition

Company Work Environment

Opportunities

Engagement scoring


And always continue to look for the best people


LinkedIn innovation with Accenture


Combine initiatives:Battle of the best Beta

Download - ehrm 2011 - Thomas Mulder - Accenture

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