ehrm 2011 - thomas mulder - accenture

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Global Brand, Local People: Building a Strong, Global Brand in a People Business

EHRMThomas Mulder, Director HRM Copyright 2011 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.Copyright 2011 Accenture All Rights Reserved. nr.1

Challenges on the HR Agenda

3. Human Capital Paradigm Shift4. War for Talent5. Next Generation Workforce1. Globalizing Economy2. Complex Client ChallengesBonus:HRTrans-formationCopyright 2011 Accenture All Rights Reserved. nr.2020406080100120140160199020002008E2020F2030FEmerging marketsDeveloped markets

The rise of emerging economiesSource: Economist Intelligence UnitShare 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 UnitA changing leaderboard2030F2008E1990United StatesChinaJapanIndiaGermanyUnited StatesJapanRussiaGermanyFranceChinaUnited StatesIndiaJapanBrazilRussiaUnited KingdomFranceBrazilItalyItalyUnited KingdomChinaBrazilIndiaRussiaGermanyUnited KingdomFranceMexicoWorlds biggest economies(real GDP, 2005 prices and PPP)12345678910

1. Globalizing EconomyCopyright 2011 Accenture All Rights Reserved. nr.2. Complex Client Challenges

InnovationInnovation 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 recessionThe world economy has stabilized and is showing signs of renewed growth. However, businesses around the globe face an uphill strugglenot 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.

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

SustainabilitySustainability 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 stakeholdersCopyright 2011 Accenture All Rights Reserved. nr. Globalisation (Mark Foster, november 2010) Recovery from recession (Accenture.com, latest thinking, New Waves of Growth: Unlocking Opportunity in the Multi-Polar World) Innovation (Accenture view, Innovation Awards 2010) Accenture sustainability services (Accenture view, https://microsite.accenture.com/sustainability/Pages/default.aspx)4

3. Human Capital Paradigm Shift Copyright 2011 Accenture All Rights Reserved. nr.Zoals gezegd leiderschap blijft in essentie gaan om richting geven, motiveren en het beste uit mensen halen. Met de verandering van het tijdsbeeld en de komst van nieuwe generaties, verandert echter de context waarin leiderschap succesvol kan zijn. En dat heeft een bijzonder impact

Tijdgeest: handarbeid en landbouw: kleinschalig, locaal, geen noemenswaardige organisatie, kritische bijdrage wordt afgemeten aan tijdIndustrialisatie: schaalvergroting, denken in afzetmarkten en productiecapaciteit (T-ford). Bureaucratie nodig om alles te beheersen. Dat vraagt ook om intelligentie. Organisaties gaan nu ook veranderen als de markt daarom vraagt Kenniseconomie. Verschuiving van focus van productie naar kern competenties en klantgerichtheid. Organisaties worden complexer, veranderen sneller. EQ is nodig om competenties aan elkaar te kunnen verbinden en te excelleren in klantgerichtheid.We zitten nu in een verschuiving naar een interactieve economie. Generatie Y: Steeds meer mensen streven niet meer uitsluitend na om competenties te ontwikkelen. Mensen willen hun dromen realiseren en talenten benutten. Meer dan ooit zijn er nu meer eenpitters die dat nastreven. Verandering is continu. Organisaties transformeren zich naar meritocratien: het gaat niet meer zo zeer om de positie die je hebt in de hirarchie, maar om de toegevoegde waarde die je levert. In een dergelijke organisatie (Accenture nu) is inspiratie de enige manier om medewerkers te engagen en te binden. Meer dan ooit te voren kiezen medewerkers ervoor om door jou als leider geleid te worden.

Licht toe per periode Strategie Organisatie (Meritocratie bij Accenture) Individual (Kritische toegevoegde waarde Tijd Intelligentie Emotie Spiritualiteit/ Sociale intelligentie Change Eisen die dat stel aan leadership

Ageing workforce trendSkills gap developing as fewer graduates with right skillsIncreased 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 technologiesEmerging economy management skills gapEmergence 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 economiesTotal Workforce Growth (%)Key PointsSource: EIU4. War for Talent (1/2)Copyright 2011 Accenture All Rights Reserved. nr. 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)Copyright 2011 Accenture All Rights Reserved. nr.

5. Next Generation Workforce (1/2)1 out of 2 colleagues in The Netherlands is younger than 30 years oldCopyright 2011 Accenture All Rights Reserved. nr.8

5. Next Generation Workforce (2/2)Hence We employ the next generationCopyright 2011 Accenture All Rights Reserved. nr.Generation Y: Does it impact our leaders?

Copyright 2011 Accenture All Rights Reserved. nr.

Challenges on the HR Agenda

3. Human Capital Paradigm Shift4. War for Talent5. Next Generation Workforce1. Globalizing Economy2. Complex Client ChallengesCopyright 2011 Accenture All Rights Reserved. nr.11Generation Y: what should employers expect?Optimistic & long-term planners Focused on realizing dreams and building talentsLarger 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

Copyright 2011 Accenture All Rights Reserved. nr.Generation Y has the characteristics we need to be able to cope with Globalization, required innovation power and client complexity12Generation inequities require flexibility in leadership styleGenerationAssets in theWorkplaceLeadership Style PreferenceGeneration 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 its 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 coachCopyright 2011 Accenture All Rights Reserved. nr.Leadership is adjusting to the needs of Generation Y 14Design principlesLeaders teaching leadersBreakthrough through enhancing self awarenessImpact through practical skillsFocus on client & peer & reporting relationshipsCollective approach from analyst to SE based on needs per level and individualExternal sources for inspiration & building our capabilityLeveraging 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?Copyright 2011 Accenture All Rights Reserved. nr.SocietyBusiness EnvironmentWhat should we offer?It is all about building talents and realizing dreams

Copyright 2011 Accenture All Rights Reserved. nr.

Stay connected to society

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Environmental PracticesEmployee awarenessTravel & MobilityOffice & EnergyProcurement

In societyAs an advisory practice

Environmental StewardshipSkills to Succeed

Consulting in a changing worldplatforms & networkWork towards a CSR report

Driven by sustainability practicesustainability in services Focus on knowledge & skillsClient, network & employee events

Copyright 2011 Accenture All Rights Reserved. nr.Meer dan ooit willen medewerkers actief betrokken zijn bij de maatschappij. Wij doen dat langs drie assen.

Smart Building:Combinatie Plugwise en Slimme Meters. Hierdoor krijgen we real-time zicht op het gebruik en worden apparaten die niet worden gebruikt automatisch afgeschakeld. Denk aan telefoons die feitelijk computers zijn. Deze worden s nachts automatisch uitgezet. Maar denk bijvoorbeeld ook aan de frisdrank of snoepautomaat.

Maar we meten stroom verbruik per verdieping/groepen en daarnaast (dat is wel Smart) via Plugwise al specifieke groepen en statistisch "vlekken", zodat we weten hoeveel waaraan we energie/stroom verbruiken16

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