hr & csr - david ducheyne (middag do 21/10/2014)
DESCRIPTION
Sustainable employability MaatwerkTRANSCRIPT
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CSRCSR HRHR
HR & CSR
David Ducheyne
Chief People Officer Securex
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CSRCSR HRHR
As a rule
� We do not talk much about CSR outside the
company.
� So I will talk 20%of the time on CSR
and 80% about (responsible) HR.
� (If that’s OK with you).
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CSRCSR HRHR
Organizational Governance
Community Involvement
and development
Human Rights
LabourPractices
The Environment
Fair operating Practices
Consumer Issues
ISO 26000
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CSRCSR HRHR
Why?
� Creating Competitive advantage
� Reputation
� Ability to attract and retain workers or members, customers, clients or users
� Maintenance of employees' morale, commitment and productivity
� View of investors, owners, donors, sponsors and the financial community
� Relationship with companies, governments, the media, suppliers, peers, customers and the community in which it operates.
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CSRCSR HRHR
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CSRCSR HRHR
Ask yourself: Meaning of CSR
� Risk
� Ethical Exhibitionism (look how good we are)
� Social Tourism (hit and run)
� Fundamental Vison on how we do business?
� Focus Future
� Sustainability as guiding principle = long term
� Balance between Financial, Social, Environmental considerations.
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CSRCSR HRHR
Maybe
� You want to do CSR because you think it’s a
good thing to do in the first place.
� The rest follows.
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CSRCSR HRHR
Take your pick
© Richard Bruford
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CSRCSR HRHR
Incremental steps
1,000,000 kms less
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CSRCSR HRHR
Incremental steps
What about the other 12,000,000 kms?
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CSRCSR HRHR
We go for incremental
� More opportunities for celebrating success and progress.
� Is less daunting and feels achievable for those leading the change.
� Easier to plan and provide support for.
� A chance to catch one’s breath before preparing for the next effort.
� Those impacted by the change will be less resistant; asking for and
supporting a small modification in behaviour versus a large change in
behaviour is likely to be received better.
� Nudging possibilities
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CSRCSR HRHR
Fuzzy Conviction
Can you strive for CSR
and
have a car fleet?
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CSRCSR HRHR
What about
� Tobacco Industry
� Manufacturing of guns
� Oil Industry
� Delocalisation
� Cheap Labour vs Decent Work?
� …
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CSRCSR HRHR
It’s about
Finding Balance
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CSRCSR HRHR
It’s about
Looking for
improvement
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CSRCSR HRHR
HR & CSR
� Help to make the change
� focus on behaviour
� incremental change
� Focus on Employment and Sustainable
Employability � human-centric strategy
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CSRCSR HRHR
CSR @ Securex
� Foundation
� Share our competencies
� Support People to find a way forward (Teach for Belgium, Microcredits)
� Involve Employees (leverage volunteering)
� Sustainability as value.
� Improving
� Integrating other ways into the company
� Company, People, Environment
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CSRCSR HRHR
Manifest
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CSRCSR HRHR
People are a company’s
most important asset.
How “real” is that?
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CSRCSR HRHR
Turn it around
An organisation is an asset to its people.
There is more than economic output.
Let’s make people and business successful in
business and in life.
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CSRCSR HRHR
Added Value?
� Income
� Status
� Meaningful Relationships
� …
� Sustainable Employability = the capacity to work tomorrow.
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CSRCSR HRHR
Work has become too
much confection!
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CSRCSR HRHR
Is this what we are doing?
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CSRCSR HRHR
How many employees in Belgium think their job is a
qualitative one **?
How many think that the mental workload is too high? *?
How many people say they’re happy in their work*? 85%
50%
22%
• Securex 2012 ** European Foundation for the improvement of Living and Working Conditions 2005
*** Gallup 2013
How many people are actively engaged (worldwide)? *** 13%
How many people in Belgium report a bad mental health? 20%
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CSRCSR HRHR
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CSRCSR HRHR
We have lost the human side of work!
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CSRCSR HRHR
Missed Opportunities
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CSRCSR HRHR
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CSRCSR HRHR
Working Longer
Budgettary Solution
Skills Solution: someone
is expected to offer
his/her skills during 45
years
We need to do something
to make this happen.
Easy Decision. Difficult
implementation.
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CSRCSR HRHR30
Work Participation
http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-FP-13-001/EN/KS-FP-13-
001-EN.PDF
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CSRCSR HRHR
“Working longer”
Can we force this ?
Of een kwestie van “willen” en “kunnen”
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CSRCSR HRHR
Dove c'è gusto non c'è perdenza.
Where there is enjoyment there is no loss.
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CSRCSR HRHR
We will not make it
if we have to force people in working longer by
introducing penalties, bonuses, … and other extrinsic
elements.
We must start talking about the quality of work,
individual responsibilities and a work-ethic which
sees 45 years as the (new) normal.
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CSRCSR HRHR
EMPLOYEE
CITIZENORGANIZATION
Political Environment
Shared Responsibilities
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CSRCSR HRHR
Sustainable employability
Sustainable people strategy
HOW?
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CSRCSR HRHR
SUSTAINABLE
EMPLOYABILITY
ABILITY
AGILITY
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CSRCSR HRHR
SUSTAINABLE
EMPLOYABILITY
ABILITY
AGILITY
HEALTH
RESILIENCE
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CSRCSR HRHR
Individual perception of
Employability
© 2013 Securex
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CSRCSR HRHR
How people see the company
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CSRCSR HRHR
We need to
Customize work.
Build jobs around people.
Create a context in which people can be successful.
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CSRCSR HRHR
IDEAL SIZE?
CONFECTION?
CUSTOMIZED?
HOW ?
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CSRCSR HRHR
(Personalisation, Customizing, Individualisation)
Adapt the context to the person
Individual characteristics
Strengths, needs, aspirations
To increase
The employability
Overall Performance
MAATWERK
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CSRCSR HRHR
NOT EFFICIENT
NOT COLLECTIVE
NOT FAIR
PRECEDENTS
RESISTANCE
EGO-CENTRIC TENDENCIES
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CSRCSR HRHR
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CSRCSR HRHR
HIGH EXPULSION
LOW PARTICIPATION
15% NOT SATISFIED
LOW QUALITY OF JOBS
EXCLUSIVE LABOUR MARKET
LABOUR MARKET FRICTION
INCREASE BURNOUT
The cost of standardization
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CSRCSR HRHR
CUSTOMIZING WORK
NOT EASY
FAIR
INCLUSIVE
ONLY CHOICE
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CSRCSR HRHR
Helping people to be employable and
productive is answering to the needs of
society and is therefore a part of any CSR
Strategy.
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CSRCSR HRHR
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CSRCSR HRHR
5 TENETS
DEVELOP A PEOPLE VISION
DESIGN A CONTEXT
DEVELOP AN ARCHITECTURE OF
CHOICE
ADAPT HR PRACTICES
EMPLOYABILITY PLAN
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CSRCSR HRHR
Empathy
Kind-ness
Fair-ness
Reci-procity
Starting Point =
strengths and needs
of the employee(s).
Target = create a
context in which
people can be
successful
Adds value to an
individual’s Life
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CSRCSR HRHR
Starting Point =
Strengths and needs of the employee(s).
Target =
create a context in which people can be
successful
Ultimate
Adds value to an individual’s Life
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CSRCSR HRHR
Do I create this context?
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CSRCSR HRHR
CONTEXT BUILDINGPEOPLE VALUE CHAIN
LEIDERS
CHAP
CULTUUR
PROCESSEN
ORGANISATIE
OMGEVING
AGILITY
ABILITY
PERSOONLIJK
KLANT
BEDRIJF
MAATSCHAPPIJ
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CSRCSR HRHR
SUSTAINABLE WAY
OF LEADERSHIP
SWOL
BE(COME MORE OF) YOURSELF
HELP OTHERS TO BE(COME MORE OF) THEMSELVES
SHOW AND DEMAND ALLEGIANCE TO THE CAUSE
LEAD BY EXAMPLE
CREATE MEANINGFULNESS
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CSRCSR HRHR
LETTING GO(AS MUCH AS POSSIBLE)
HOLDING ON(AS LITTLE AS POSSIBLE)
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CSRCSR HRHR
TIME RESULT
PRESENCE AVAILABILITY
FIXED WORKING PLACE FLEXWORK
STANDARD CUSTOMIZED
STEERING LEADING
CONTROL TRUST
LIMIT ENABLE
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CSRCSR HRHR
FUNCTION CONTRIBUTION
PERMANENT TEMPORARY
THE BOSS CO-CREATION
ORGANISATION NETWORK
HAVE TO, BE ALLOWED WANT TO, BE ABLE TO
TOP-DOWN ������
STANDARD CHOICE
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CSRCSR HRHR
Letting go Holding on
Time
Place
How?
Vision
Result
Values
Means
Care
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CSRCSR HRHR
Result:
a context that
facilitates choice
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CSRCSR HRHR
Do I manage?
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CSRCSR HRHR
ARCHITECTURE OF CHOICE
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CSRCSR HRHR
MASS CUSTOMIZATIONSTANDARDIZED CHOICE
I-DEALSPERSONALISED CHOICE
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CSRCSR HRHR
MASS CUSTOMIZATION I-DEALS
COLLECTIVE
SEGMENTATION
STANDAARDISATION
PROCEDURES
OPT-IN OR OPT-OUT
ACCESSIBLE
INDIVIDUAL
AD HOC
DEVIATION
NEGOCIATED
WIN-WIN-WIN
NO SECRETS
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CSRCSR HRHR
MASS CUSTOMIZATION
CONTROLLABLE
ASSESSMENT OF CONSEQUENCES
COLLECTIVE BARGAINING
DIGITALIZATION POSSIBLE
CLEAR COMMUNICATION
PROCEDURAL JUSTICE
LESS FLEXIBLE
NOT POSSIBLE FOR EVERYTHING
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CSRCSR HRHR65
FTE
50% 80% 100%
Flexibili-time
7u30 19u00
Thuis Fix
Place
Mobiel Satellite
Expert Manager
Career orientation
Sales Consultant
Profession
Health HR ITFinance …
Career Speed
No AcceleratedFast
Engagement &
CompetenciesExperienced Premium
Wh
at
cou
ldit
loo
k l
ike
?
Slow
Confirmed
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CSRCSR HRHR
I-DEALS
VERY FLEXIBLE
ADJUSTMENTS POSSIBLE
CREATIVE
TAILOR-MADE
BINDING EFFECT
MOTIVATIONAL EFFECT
LIMITED ACCESS?
PRECARITY
INTERNAL FAIRNESS
WORKLOAD
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CSRCSR HRHR
Job
Learning
Career
Remuneration
Work-Life
Health
Technology
Mass
Roles
Classroom
Career Path
Cafetaria
Telework, Flex
Health Program
BYOD
I-Deals
Job Sculpting
Coaching
Career Sculpting
Deals
School Bell
Health Coach
BYOD
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CSRCSR HRHR
I
deals
MassCustomization
Legal Flexibility
Law / Rules
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CSRCSR HRHR
EVERYBODY DOES IT (ALREADY)
I-DEALS NOT ALWAYS AND FOR EVERYBODY
NO SHADY DEALS
EMPATHY – JUSTICE – KINDNESS - RECIPROCITY
QUID COLLECTIVE BARGAINING
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CSRCSR HRHR
CUSTOMIZATION IS AN INSPIRATION FOR THE HR-
STRATEGY
HR-PRACTICES CAN EVOLVE
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CSRCSR HRHR
Do we let HR-practices evolve?
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CSRCSR HRHR
CUSTOMIZED JOB
CUSTOMIZED LEARNING
CUSTOMIZED CAREER
CUSTOMIZED REWARD
WORKING LONGER
PEOPLE PRACTICES
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CSRCSR HRHR
Let’s not think we
will evolve by
doing what we’ve
always done.
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CSRCSR HRHR
QUALITY OF WORK
JOB SCULPTING
CUSTOMIZED JOBS
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CSRCSR HRHR
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CSRCSR HRHR
JOBS
STEERED BY THE INDIVIDUAL
JOBSCULPTING
INDEPENDENT OF FUNCTIONAL
ARCHITECTURE
INFORMAL / FORMAL
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CSRCSR HRHR
Meaningful
Flow
Talent
Learning Opportunities
Autonomy
Dynamic and temporary
Experiences of success
Dignity
Recovery
Individual Support
Job
scu
lpti
ng
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CSRCSR HRHR
FUNCTIONAL-ARCHITECTURE
GIVING SPACE
JOB-EVALUATION IN FUNCTION OF SUSTANABLE EMPLOYABILITY
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CSRCSR HRHR
LEARNING STYLE
LEARNING NEED
CUSTOMIZED LEARNING
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CSRCSR HRHR
Collective
Standard
-
Class Room
Individueal
Standard
-
Menu
Collective
Customized
-
Team approach
Individual
Customized
-
Coaching
Learning Environment
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CSRCSR HRHR
Budget Paradox
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CSRCSR HRHR
Customized
• Starting Point is individual learning
need
• Taking into account the Learning
Style
• Self-paced
• Coaching
• Supported by Technology
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CSRCSR HRHR
STEERING
ENGAGEMENT, COMPETENCIES
CUSTOMIZED CAREER
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CSRCSR HRHR
Before Now
# organisations 1-2 5
Degree Essential Start
Job tenure Long Temporary
Hierarchy Many Layers Flat
Knowledge Stable Volatile
Learning Job-related Employability
Career Steering Organisation Individu
Career Steps Reactive Proactive
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CSRCSR HRHR
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CSRCSR HRHR
Career is a sequence of jobs, roles, missions,
assignments across employment regimes and
organizations
CAREER COMPETENCIES
CAREER GUIDANCE
CREATE LABOUR MARKET VALUE
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CSRCSR HRHR
SENIORITY � ?
MARKET VALUE
PERFORMANCE
LIFE-CYCLE
CUSTOMIZED REWARDS?
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CSRCSR HRHR
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CSRCSR HRHR
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CSRCSR HRHR
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CSRCSR HRHR
AVOID I-DEALS ON REWARDS
MASS-CUSTOMIZATION THROUGH CAFETARIA
PLANSLEGAL ISSUES
PERFORMANCE RELATED REMUNERATION
RECOGNITION AND APPRECIATION
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CSRCSR HRHR
EXPULSION
AVOIDANCE
DEVELOPMENT
WORKING LONGER
NUDGING
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CSRCSR HRHR
CLOSE EXIT ROUTES
DEVELOPMENT BEFORE 45+
AVOID AVOIDANCE
NUDGING: THE NEW “PATERNALISM”
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CSRCSR HRHR
Job
Learning
Career
Reward
Work-Life
Health
Culture
Development Avoidance
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CSRCSR HRHR
CAO 104
WAT IS UW DOELSTELLING?
WAARDEREND
VERMIJD STIGMATISERING
GERICHT OP MAATWERK
ONTWIKKELINGSGERICHT
BUDGETVRIENDELIJK
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CSRCSR HRHR
COLLECTIVE
EMPLOYMENT PLAN
PERSONAL
EMPLOYABILITY PLAN
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CSRCSR HRHR
Do I convince my CEO?
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CSRCSR HRHR
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CSRCSR HRHR
A human-centric approach is the only
sustainable alternative
Imagine doing the reverse thing?
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CSRCSR HRHR
5 TENETS
DEVELOP A PEOPLE VISION
DESIGN A CONTEXT
DEVELOP AN ARCHITECTURE OF
CHOICE
ADAPT HR PRACTICES
EMPLOYABILITY PLAN
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CSRCSR HRHR
David Ducheyne
www.securex.be
0479 91 08 67
www.linkedin.com/in/davidducheyne
www.twitter.com/dducheyne @dducheyne