lecture arthur lankester cambridge university english version
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HR Best practice report. Research conducted by CRF Institute. Talent management benchmark EU and ChinaTRANSCRIPT
China’s HR Best practice – Key findings of CRFs research August 5, 2011
Biography
Arthur Lankester MSc. Business Intelligence Manager CRF Institute [email protected] www.linkedin.com/in/alankester twitter.com/#!/CRFinstitute
Arthur Lankester graduated in the field of International Management (MBA) and Organisational Psychology in the Netherlands. After working as consultant he joined CRF Institute in 2009 as Business Intelligence Manager. The CRF Institute is the independent organisation behind the Top Employers certification. The CRF Institute identifies top performers in HR, across 13 countries and 4 continents. Arthur is responsible for CRFs international research practices and develops surveys, benchmark- and best practice reports.
Content
1. About the CRF Institute
2. CRF Video: HR, Get ready for the next decade
3. Business and HR priorities of China’s Top Employers
4. Share and benchmark HR research findings
Purpose of today’s session:
• Share CRFs HR insight of China’s Top Employers
• Inspire you with HR best practices
About the CRF Institute
The CRF Institute is the independent organisation behind the Top Employers projects. The CRF Institute identifies top performers in the areas of HR. • Mission: Inspire Top Employers to Stand out,
We inspire organisations to be excellent employers by giving comparative insights to HR policy and best practices. This is beneficiary for all stakeholders, especially their current and perspective employees.
• Founded in 1992, operational in 13 countries on 4 continents:
(China (since 2006), Belgium, Brazil, Denmark, France, Germany, Italy, The Netherlands, Poland, South Africa, Spain, Switzerland, United Kingdom. In 2012 start-up Turkey, Australia)
• Over the years more than 2500 organisations participated in our
projects, especially market leaders and multi-nationals.
Selection of last years Top Employers
Top Employers certification
Being certified as a Top Employer China will offer organisations: • Independent recognition of HR performance • Actionable insight into your comparative strengths • Significant visibility to stand out as an employer of choice
How we work
Research forms the core of the Top Employers project: • Objective, fact based research • Cooperation with HR experts and research partners • Determine whether an organisation meets the requirements to
be certified as a Top Employer. 4 phases: 1. Shortlist 2. The HR Best Practices Survey 3. Review and Audit 4. Rating and Selection
CRF Video: HR; Get ready for the next decade
Demographic, social-economical and techological factors increase the challanges to attract and retain talented people.
Business priorities 2011
“Please indicate your top 5 Business Priorities and rank them according to importance:”
2011 China
1 Strengthening sustainability
2 Customer satisfaction
3 Innovation
4 People & career development
5 Building the brand
Europe Winning and retaining customers
Customer satisfaction
People & career development
Innovation
Developing new products or services
While global economy remains in the aftermatch of the financial crise, China’s economy seems vital and organisations emphasize on their sustainability
Business priorities Trends
“Please indicate your top 5 Business Priorities and rank them according to importance:”
China 2011
1 Strengthening sustainability
2 Customer satisfaction
3 Innovation
4 People & career development
5 Building the brand
2010 People & career development
Innovation
Winning & retaining customers
Building the culture
Building the brand
2009 People & career development
Building the culture
Employer branding
Building the brand
Innovation
Expected development in the number of employees over the next three years
•
EUROPE China Staff number will increase
CHINA EUROPE
Staff number will stay the same
Staff number will decrease
Expected shortages in human resources per job level
66%
11%
BE NL
FR
DE ES
93%
7%
66%
23%
11%
Resource planning China’s workforce needs and shortages are sky-high
2010: 96% 2009: 95%
2010: 64% 2009: 60%
HR priorities 2011
“Please indicate your top 5 HR Priorities and rank them
according to importance:”
2011 China
1 Talent management
2 Leadership development
3 Cultural & Organisational change
4 Transforming HR into strategic partner
5 Workforce planning
Europe Talent management
Learning & Development
Employee engagement
Leadership Development
Recruitment and staffing
The extreme growth targets of Chinese organisations create a high demand for local talents and local leaderswho can truly manage their employee force.
HR priorities Trend
“Please indicate your top 5 HR Priorities and rank them according to importance:”
China 2011
1 Talent management
2 Leadership development
3 Cultural & Organisational change
4 Transforming HR into strategic partner
5 Workforce planning
2010 Leadership development
Learning & development
Talent management
Performance management
Transform HR into strategic partner
2009 Learning & development
Talent management
Leadership development
Recruitment and staffing
Performance management
Talent management
“Get the right people, on the right time on the right place”
Talent management:*
1. DEFINE Understand the business strategy and define the talent needed to deliver that strategy
2. DISCOVER Consider where the talent might come from and how to attract them
3. DEVELOP Ensure that employees continually acquire new skills and capabilities and link them with the organisations purpose and strategy
4. DEPLOY Match and align talent where it is most needed and best suited
* Book: The Talent Powered Organization (P. Cheese, R.J. Thomas, E. Craig, R.J. Thomas)
Define your talent You need to look beyond simply head count. Create a clear picture about the
organisation competency needs (knowledge, skills and attributes).
Measures the competency levels of all 72% key employees Medium term, strategic forecast of its 45% organisational competency needs Prepared a GAP analysis between current 42% employee competencies and the competencies Implemented action plans to foresee in the 54% strategic forecast competency needs.
DE
87%
FR
77%
63%
67%
Which insights does HR have regarding the competency levels of key employees?
EUROPE
HR insight
in China
Discover your talent Communicate your recruitment message effectively
through the recruitment channels.
#1 Development/training of existing personnel
#2 Recruitment from top schools/universities
#3 Recruitment from competitors
#4 Recruitment from other industries
#5 Recruitment through professional/social networks
#6 Off-shoring
(outsourcing work to talents outside organisation)
DE
#1
FR
#2
#3
#4
What will be the most valuable sources of talent for your organisation over the next 3-5 years?
EUROPE
#5
#6
Valuable sources
in China
Discover your talent Go beyond a singe employee value proposition to all employees. Instead
customise the value proposition to the needs and desires of each employee.
A formal statement about organisational 82%
offerings to employees
Identifying employee groups regarding 53%
employee needs and organisational offerings
Measuring the fit between employee 55%
needs/desires and organisational offerings
A three-year strategic outlook on future 35%
employee needs and organisational offerings
97%
77%
57%
40%
Which actions does your organisation take regarding the Employee Value Proposition (EVP)?
EUROPE
EVP
in China
Strategic level
Operational level
Tactical level
LOW
ENGAGEMENT
RECRUITMENT
UK
CH
PO
FR
ES
BE NL
IT HIGH
HIGH LOW
DE •
HIGH priority is ranked no. 1 -3 in list of HR priorities LOW priority is ranked no. 4 – 10 in HR priorities
HR PRIORITIES China 2011
CN
Relative HR priorities across Europe and China
Discover your talent Attraction vs. Engagement of employees
Discover your talent Menu-driven approach: allow employees to pick personal gains and
working relations they seek from their work.
CN
EU
“Are managers/professional entitled to choose specific elements within their own compensation and benefits scheme”
28%
72%
• Yes, we have a cafeteria model 45%
• No 55%
Discover your talent Menu-driven approach: allow employees to pick personal gains and
working relations they seek from their work.
CN
EU
Video: the cafeteria model
COMMON DEVELOPMENT PROGRAMMES – Europe
Leadership development 83%
Individually selected training 79%
General training 87%
Industry-job-related training 85%
Coaching/mentoring 67%
Talent management 78%
Development programmes
in China
DE
DE
90% FR
83%
87%
87%
67%
77%
Develop your talent Organisations that talks about talent development must
emphasize every one’s role in developing others as a core value.
UK
Reviewing employees about their participation in development programmes is standard
Employees’ bonuses are linked to their participation in development programmes
Managers are reviewed about the participation of their staff in development programmes
Managers bonuses are linked to the participation of their staff in development programmes
Application of reviews and bonuses to encourage employee participation in development programmes
50%
100%
0% BE FR DE IT NL PL ES CH CN
Develop your talent The notion of a talent mindset is crucial. People have to see
learning as an important part of their job.
IT
97%
65% 60%
24% 26%
Evaluation by participants Increase in employees’ knowledge or capabilities Skills transferred into performance in roles Knowledge retention over time
Return on investment (increased productivity, etc.)
Measurement of the effectiveness of development programmes
RECRUITMENT HIGH LOW
LOW - HIGH scale short term: 70-100% LOW - HIGH scale long term: 20-65%
LOW
MEA
SU
REM
ENT
OF
LO
NG
TER
M
EFFE
CTS
CH
FR
ES
UK
BE
HIGH
DE
MEASUREMENT OF SHORT TERM
EFFECTS HIGH LOW
NL
PO
CN
Evaluation by participants
Increase in employees’ knowledge or capabilities
Extent to which developed skills are transferred into
performance in roles
Knowledge retention over time
Return on investment (increased productivity,
etc.)
Measurement of the effectiveness of development programmes at China:
DE 100%
86%
73%
50%
33%
Develop your talent Beneficial learning and development investments can’t do without
measuring skill acceleration and improved competiveness.
COMMON DEVELOPMENT PROGRAMMES – Europe “Do employees have access to an overview of the
competences required for specific job roles?”
Deploy your talent Give employees opportunities to move within the organisation
discovering new capabilities and gaining insight in unfamiliar parts of the business.
87%
13% 0%
62%
32%
6%
CHINA EUROPE Yes, employees have unrestricted access to competency profiles
Yes, employees have access to competency profiles when they request this from HR
No
“Which of the following aspects of Succession Planning are coordinated centrally in your organisation?”
Senior positions are reviewed 87% periodically to identify successors Mentoring, to prepare suitable 65% employees Training, to prepare suitable 95% employees
Job rotation, to prepare suitable 64% employees Managers need to bring on their own 21% successor before they are promoted
97%
87%
97%
87%
57%
COMMON DEVELOPMENT PROGRAMMES – Europe
Which actions are taken regarding employee engagement?
Deploy your talent Create conditions that encourage employees to engage and
direct their efforts to achieving the organisational goals.
Employee survey results are communicated 73% formally throughout the whole organisation Action plans for improvement are developed 80% A specific budget is allocated for implementing 59% the action plans The implementation of action plans is 72% monitored Achieved results are linked to management’s 31% bonus The effectiveness of action plans is evaluated 67%
73%
73%
60%
77%
40%
70%
COMMON DEVELOPMENT PROGRAMMES – Europe
Summary Business Priority
• Organisations emphasize on their sustainability. HR Priority • The extreme growth targets create a high demand for local talents and local leaders who can truly manage their employee force. Resource planning • China’s workforce needs and shortages are sky-high Talent management • “Get the right people, on the right time on the right place” (Define, Discover, Develop, Deploy) Define your talent • Look beyond simply head count. Create a clear picture about the organisation competency needs (knowledge, skills and attributes).
COMMON DEVELOPMENT PROGRAMMES – Europe
Summary Discover your talent
• Communicate effectively through the recruitment channels. • Customise the value proposition to the needs and desires of each employee. • Menu-driven approach (cafeteria model) Develop your talent • Organisations that talks about talent development must emphasize every one’s role in developing others as a core value. • Talent mindset: People have to see learning as an important part of their job. • Measuring skill acceleration and improved competiveness. Deploy your talent • Move people within the organisation discovering capabilities and insights • Engage employees to direct their efforts to achieving the organisational goals.
COMMON DEVELOPMENT PROGRAMMES – Europe
Questions
?
COMMON DEVELOPMENT PROGRAMMES – Europe
Thank you for your attendance
Arthur Lankester MSc. Business Intelligence Manager CRF Institute [email protected] www.linkedin.com/in/alankester twitter.com/#!/CRFinstitute
