CSRCSR HRHR

HR & CSR

David Ducheyne

Chief People Officer Securex

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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Organizational Governance

Community Involvement

and development

Human Rights

LabourPractices

The Environment

Fair operating Practices

Consumer Issues

ISO 26000

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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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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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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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Take your pick

© Richard Bruford

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Incremental steps

1,000,000 kms less

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Incremental steps

What about the other 12,000,000 kms?

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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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Fuzzy Conviction

Can you strive for CSR

and

have a car fleet?

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What about

� Tobacco Industry

� Manufacturing of guns

� Oil Industry

� Delocalisation

� Cheap Labour vs Decent Work?

� …

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It’s about

Finding Balance

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It’s about

Looking for

improvement

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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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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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Manifest

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People are a company’s

most important asset.

How “real” is that?

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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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Added Value?

� Income

� Status

� Meaningful Relationships

� …

� Sustainable Employability = the capacity to work tomorrow.

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Work has become too

much confection!

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Is this what we are doing?

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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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We have lost the human side of work!

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Missed Opportunities

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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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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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“Working longer”

Can we force this ?

Of een kwestie van “willen” en “kunnen”

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Dove c'è gusto non c'è perdenza.

Where there is enjoyment there is no loss.

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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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EMPLOYEE

CITIZENORGANIZATION

Political Environment

Shared Responsibilities

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Sustainable employability

Sustainable people strategy

HOW?

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SUSTAINABLE

EMPLOYABILITY

ABILITY

AGILITY

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SUSTAINABLE

EMPLOYABILITY

ABILITY

AGILITY

HEALTH

RESILIENCE

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Individual perception of

Employability

© 2013 Securex

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How people see the company

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We need to

Customize work.

Build jobs around people.

Create a context in which people can be successful.

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IDEAL SIZE?

CONFECTION?

CUSTOMIZED?

HOW ?

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(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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NOT EFFICIENT

NOT COLLECTIVE

NOT FAIR

PRECEDENTS

RESISTANCE

EGO-CENTRIC TENDENCIES

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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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CUSTOMIZING WORK

NOT EASY

FAIR

INCLUSIVE

ONLY CHOICE

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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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5 TENETS

DEVELOP A PEOPLE VISION

DESIGN A CONTEXT

DEVELOP AN ARCHITECTURE OF

CHOICE

ADAPT HR PRACTICES

EMPLOYABILITY PLAN

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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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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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Do I create this context?

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CONTEXT BUILDINGPEOPLE VALUE CHAIN

LEIDERS

CHAP

CULTUUR

PROCESSEN

ORGANISATIE

OMGEVING

AGILITY

ABILITY

PERSOONLIJK

KLANT

BEDRIJF

MAATSCHAPPIJ

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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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LETTING GO(AS MUCH AS POSSIBLE)

HOLDING ON(AS LITTLE AS POSSIBLE)

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TIME RESULT

PRESENCE AVAILABILITY

FIXED WORKING PLACE FLEXWORK

STANDARD CUSTOMIZED

STEERING LEADING

CONTROL TRUST

LIMIT ENABLE

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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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Letting go Holding on

Time

Place

How?

Vision

Result

Values

Means

Care

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Result:

a context that

facilitates choice

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Do I manage?

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ARCHITECTURE OF CHOICE

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MASS CUSTOMIZATIONSTANDARDIZED CHOICE

I-DEALSPERSONALISED CHOICE

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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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MASS CUSTOMIZATION

CONTROLLABLE

ASSESSMENT OF CONSEQUENCES

COLLECTIVE BARGAINING

DIGITALIZATION POSSIBLE

CLEAR COMMUNICATION

PROCEDURAL JUSTICE

LESS FLEXIBLE

NOT POSSIBLE FOR EVERYTHING

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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I-DEALS

VERY FLEXIBLE

ADJUSTMENTS POSSIBLE

CREATIVE

TAILOR-MADE

BINDING EFFECT

MOTIVATIONAL EFFECT

LIMITED ACCESS?

PRECARITY

INTERNAL FAIRNESS

WORKLOAD

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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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I

deals

MassCustomization

Legal Flexibility

Law / Rules

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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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CUSTOMIZATION IS AN INSPIRATION FOR THE HR-

STRATEGY

HR-PRACTICES CAN EVOLVE

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Do we let HR-practices evolve?

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CUSTOMIZED JOB

CUSTOMIZED LEARNING

CUSTOMIZED CAREER

CUSTOMIZED REWARD

WORKING LONGER

PEOPLE PRACTICES

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Let’s not think we

will evolve by

doing what we’ve

always done.

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QUALITY OF WORK

JOB SCULPTING

CUSTOMIZED JOBS

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JOBS

STEERED BY THE INDIVIDUAL

JOBSCULPTING

INDEPENDENT OF FUNCTIONAL

ARCHITECTURE

INFORMAL / FORMAL

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Meaningful

Flow

Talent

Learning Opportunities

Autonomy

Dynamic and temporary

Experiences of success

Dignity

Recovery

Individual Support

Job

scu

lpti

ng

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FUNCTIONAL-ARCHITECTURE

GIVING SPACE

JOB-EVALUATION IN FUNCTION OF SUSTANABLE EMPLOYABILITY

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LEARNING STYLE

LEARNING NEED

CUSTOMIZED LEARNING

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Collective

Standard

-

Class Room

Individueal

Standard

-

Menu

Collective

Customized

-

Team approach

Individual

Customized

-

Coaching

Learning Environment

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Budget Paradox

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Customized

• Starting Point is individual learning

need

• Taking into account the Learning

Style

• Self-paced

• Coaching

• Supported by Technology

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STEERING

ENGAGEMENT, COMPETENCIES

CUSTOMIZED CAREER

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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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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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SENIORITY � ?

MARKET VALUE

PERFORMANCE

LIFE-CYCLE

CUSTOMIZED REWARDS?

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AVOID I-DEALS ON REWARDS

MASS-CUSTOMIZATION THROUGH CAFETARIA

PLANSLEGAL ISSUES

PERFORMANCE RELATED REMUNERATION

RECOGNITION AND APPRECIATION

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EXPULSION

AVOIDANCE

DEVELOPMENT

WORKING LONGER

NUDGING

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CLOSE EXIT ROUTES

DEVELOPMENT BEFORE 45+

AVOID AVOIDANCE

NUDGING: THE NEW “PATERNALISM”

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Job

Learning

Career

Reward

Work-Life

Health

Culture

Development Avoidance

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CAO 104

WAT IS UW DOELSTELLING?

WAARDEREND

VERMIJD STIGMATISERING

GERICHT OP MAATWERK

ONTWIKKELINGSGERICHT

BUDGETVRIENDELIJK

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COLLECTIVE

EMPLOYMENT PLAN

PERSONAL

EMPLOYABILITY PLAN

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Do I convince my CEO?

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A human-centric approach is the only

sustainable alternative

Imagine doing the reverse thing?

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5 TENETS

DEVELOP A PEOPLE VISION

DESIGN A CONTEXT

DEVELOP AN ARCHITECTURE OF

CHOICE

ADAPT HR PRACTICES

EMPLOYABILITY PLAN

CSRCSR HRHR

David Ducheyne

David.Ducheyne@securex.be

www.securex.be

0479 91 08 67

www.linkedin.com/in/davidducheyne

www.twitter.com/dducheyne @dducheyne