ehrm: entrepreneurial human resources management | by ernst & young, people advisory services
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Entrepreneurial HR Management
The HR of Tomorrow
Who are we?
EYs PeopleAdvisory Services (PAS)
Analytics & Insight
Dr. Katharina Luh-Senior Manager- EY PAS Germany based
Joelle Hobeica- Senior Manager- MENA Lead for the PAS Financial Sector- Qatar based
Why are we here and What we are discussing today?
Frequently Asked Questions and Entrepreneurial Challenges
The ONE Employee Organization: Moving Part of Todays HR world
HR Strategies for SMEs and Start-ups
Source, Attract, Recruit, Assess, Develop, Retain
Are inflated salaries
Is social media the answer?
Talent pool size? Talent sourcing?Talent attraction?Talent management?Talent development?
Is flexibility and culture the answer?
Entrepreneurial concerns and challenges (Please answer using Zeetings)
What is THE BEST talent source?
A- Channels: universities, recruitment campaigns, job fairs, people events
B- References, social media and short assignments
C- Depends on my industry
How shall I pay/market position?
A- Highest in the market to reflect: aggressiveness and competition
B- Lowest in the market; its justified Im an SME
C- Market value for the position based on its weight
How can I be an employer of choice?
A- Make employees happy through continuously incentivizing them
B- Give them a lot of benefits that do not cost much
C- Create the act as an entrepreneur culture
What should my structure look like?
A- Comprise all capabilities needed to deliver the strategy; even if bureaucratic
B- Lean structure to reduce cost
C- Full fledged structure but set in a staged out model
What should my operating model be?
A- Do everything in-house; why pay outsourcing services?
B- Do nothing in-house; reduces fixed cost
C- Keep some and outsource others
What do I outsource?
A- All tasks that are hard and I feel I cannot do and do not have the internal capability to do
B- All tasks that are easy but time consuming
C- No tasks that have financial risks and implications
Moving part of todays
The One Employee Organization
1. One Employee
Be your own boss Face variety of tasks Simple (statutory) requirements
What does it mean when everything is centred around me?
2. Make or Buy
Find support Invest in manpower Structure human resources
When the time comes where do I get
What do I need to do if I decide to build a
Build a team Find personal fit and DNA factor Empower employees
4. Team Culture
Live open communication
How do I manage my employees?
Evolve your role Transfer decision-making
How does my roles evolves over time?
Disruptive forces are challenging SMEs and organizations to reassess and consider new transformation plays
East vs. West,Rising tensions
with Middle East
Increasing globalisation:Borderless and
Digital: Innovation, digital,
rise of robots
These forces generate challenges for leaders, creating the imperative to be agile, innovative, and transform in differentiated ways
VUCA: Volatility, Uncertainty, Complexity, Ambiguity
Putting tangibility to the intangible Flexible SME HR Strategy
Purpose-Led HR Strategy and a Lean Organization Design
The HR Value Proposition
Learning through fun and performing through wellbeing and
Breakout Sessions: 5 minutes
A group of 4 started a Customer Relationship Management (CRM) Software whose aim is to support organizations; mostly in the insurance and financial sector; in managing their customer
relationships, portfolio, and experiences.
Upon broadening their service offerings across organizations of several sectors; and, due to market volatility, complexity, and difficulty in growing their portfolio; they started developing several
software which lead them to losing track of their initial mission.
To respond to the diversified portfolio, they started recruiting talents of different backgrounds which lead to a high payroll and a confused HR strategy resulting from a confused organizational strategy
with no clear goal and objective. They needed a solution fast to efficiently react to VUCA
They heard of Purpose Led Transformation/ HR What could be the purpose statement at the organizational level and a Purpose Led HR Strategy?
Inspire and nurture the human spirit one person, one cup and
one neighborhood at a time
We believe in challenging the status
quo. We believe in thinking differently
Changing the Way We Work, Live, Play, and
Deliver a better future Imagination at work
Better power for a changing world
Promote and spread happiness
Creating possibilities for riders, drivers, and
Define your purpose! Purpose-led companies have a clear reason for being: we know what they and their HR strategies stand for
Organisations that embody purpose see significant, measurable results
1.4 times more engaged and 1.7 times more satisfied1
3 times morelikely to stay1
Purpose-led companies outperformed the S&P 500 by 10 times between 1996 and 20113
Get (and keep) the bestemployees
Attract, retain and engagecustomers
Increase returns forshareholders
of clients believe a purpose-driven company will
deliver the highest quality products/services
of global consumers would recommend a
company with a purpose, a 39% increase from 20082
of emerging market consumers make cause related
purchases at least annually2 Meaningful brands connected to human well-being outperformed the stock market by 120% in 20134
Source: 1. The Energy Project, What Is Your Quality of Life at Work, 2013. 2. Edelman, The goodpurpose study, 2013. 3. Raj Sisodia, Firms of Endearment, 2007. 4. Havas, Meaningful Brands Index, 2013
Breakout Session: 5 minutes
With the purpose statement in mind; define the gaps of this structure? (Please use the hand-outs on your tables)
To analyse it better, think of the following
What is core and what is support?
What are the design principles and philosophy behind the structure?
What are they trying to achieve?
What is their definition of organizational continuity: teaming and culture?
Is the organization bound by geography?
What is the structures biggest driver: service, product, customer?