How to Align Talent Acquisition to Drive Corporate Strategyhrotodayforum.com/apac/wp-content/uploads/2018/11/People... · 2018-11-26 · Aligning talent acquisition and retention

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How to Align Talent Acquisition to Drive Corporate Strategy

HRO Today Forum APACHong Kong | 12-13 November, 2018

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Environment – Last Two Years

Businesses are

Changing

Digital Revolution and

Industry 4.0

Changing Talent

Demographic

Impacting the Availability

of Talent

HR Evolution Introduction of HR

Technology

While Managing BAU HR

StrategyHRIS systems and the

introduction of AI into HR

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How to Align Talent Acquisition to Drive Corporate Strategy

Agenda

1 How Do You Align HR With Business Strategy?

2 Implementing a New HR Model

3 Breakout Discussion

4 Case Study: Workforce Transition

5 Case Study: Skills Transition

8 Wrap Up and Your Thoughts

6

7 What is the Future Role of Talent Acquisition?

Breakout Discussion

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How Do You Align HR With Business Strategy?

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The Current View on Talent

ensures the right people in the right job at the right time

is the key driver of a company’s growth and performance

WORKFORCE

SUCCESS

PEOPLE

EXPENSES

OPERATIONS

CFO

is linked to skills, knowledgeand ability

cannot be controlled the way other assets are

are the single biggest expenseof a company

human capital can be 70% ofoperating expenses

allocates the resources

CHRO

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Top Challenges for CHROs

ROLESFUTURE GROWTHDISTRACTIONS

HR PROCESSESCHANGE

Aligning talent acquisition and

retention with business

direction and strategy

STRATEGY

Leading business

through workforce and

digital change

Creating, developing and

demonstrating HR processes

that add value to the

organization

Avoiding distractions from

the Business that detract

from the core mission of

the CHRO

Leading an effective talent

acquisition program that

anticipates future needs and

supports long-term growth

Articulating the vital role and

value of talent to stakeholders,

shareholders, boards of directors

and corporate leadership

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It’s about the people you have, how

you’ve led, and how much you get it.“”

- Steve Jobs

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Alignment of Talent With Business Goals

• Focus of talent attraction needs to align to corporate strategy

• CEOs are more worried than CHROs about increasing competition for talent with critical skills.

• CEOs want CHROs to communicate the value of talent to shareholders.

54%

of CHROs think their

current operating model

effectively drives

business outcomes

of CEOs believe there is

significant opportunity to

use their human capital

strategy to better explain

performance to investors

50%

of CEOs believe their

HR functions current

operating model

effectively drives

business outcomes

60%

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CFO + CHRO = Performance

Companies that have an increase in

collaborative relationships in the last three

years have reported higher EBITA growth

The high cost and scarcity of

talent is driving a closer

relationship between the CFO

and CHRO

“” CHRO

F

E

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Aligning HR with Corporate Strategy

Reprioritising Human Capital Management: the C3

• The CHRO joins the CFO and the CEO to build a people strategy

Reporting and reflecting the value of talent to shareholders

• Quarterly earnings now reflect human capital investments and improvements

Reinventing HR as a function dedicated to:

• Aligning talent to business strategy

• Hiring ahead of the curve

CHRO

CFO CEO

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Implementing a New HR Model

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Implementing a New HR Model

Actions to accelerate

this transformation:

02

03

Step 01Rethink the role of a business partner to enable better understanding of the vital link of HR to strategy

Step 03Optimize HR operations so they are not a distraction from HR’s higher mission

Step 02Use people analytics to identify the actions that

will drive the value

Step 04Focus HR resources in more

agile ways to support these new priorities

04

01

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Alignment of Talent: Do You Have the Right Skills?

Financial Consultant

CONSULTATION

Traditional Teller

ATM

EVOLUTION OF THE BANK TELLER POSITION

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Breakout Discussion

How is HR involved in your long-term corporate strategy?

Are there fundamental changes occurring in your

organization as a result of industry trends?

How are you aligning your talent accordingly?

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Workforce Transition

Client Case Study

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From This

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To This

Online Library Express

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Publishing Skills

We hired 70% new talent and retrained 30% of the

existing workforce

20% of which ended up being top performers

• Content needs to be 100% perfect before print

• Some staff edits the same book for 16 years

• Field sales selling books to libraries and law

firms and academic institutions

• Multiple updates to content (80% perfect)

• Wider range of visual possibilities

• Selling subscriptions

• Affordable way to reach intended audiences

PRINT DIGITAL

Books vs. Software: Skillset of a Print Publisher vs. Skillset of a Digital Content Developer

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How Did They Do It?

Agile HR was the key to their success:

• HR transformation journey started over six years ago

• Using the software principle 80/20 rule for HR and staffing solution

PLANNING EMPOWERINGMONITORING

Empowered people to make

decisions and moved away from a

top-down management approachDid not over plan or design,

instead let it evolve over time

Looked back to move forward:

• What went well in the last cycle?

• What not so well?

• Issues and concerns

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HR Agility

Why consider an agile model?

Rapid innovation has become a strategic imperative for most companies

According to HBR, agile transformation is happening in the following areas:

• Performance appraisals

• Coaching

• Teams

• Compensation

• Recruiting

• Learning and Development

Plan

1

2

35

6

Design

Requirements

Track &

Monitor

Release

4Develop

Agile

Development

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It’s okay not to be perfect.“ ”

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What Did this Mean for Talent Acquisition?

There was no 12-month demand plan

Organizational re-alignment every six to 12 weeks

TA was briefed every six to 12 weeks on skills and locations, but not on

the bigger picture

You have to learn to let go and focus on the 12-week cycle

HR was the coach, TA kept the benches warm with each cycle’s talent

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What Did this Mean for Talent Acquisition?

We need these skills now but in two

years we might need different skills

Goal was to get value out of skills

at a set point in time

Turnover was high, but for the right

reasons (right-skilling)

Transparency was the key to finding the

right talent:

SKILLS

NEEDED NOW

SKILLS NEEDED

NEXT

EXAMPLE

• Managing data

centres

• Managing cloud

installations

• Book editing • Digital content

curation

• Field sales • SasS sales

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Why Did They Use a RPO Partner?

They needed a TA team that could flex up and down

A partner was required to action the roles, skill and locations with a need to understand the day-to-day operations

Needed a partner that could work within the 80/20

• OPERATIONS MANAGER OVERSIGHT: Real-time, transparent operations manager partnership. Operations manager empowered to solve resource or strategy challenges quickly.

• EXPERIENCD RECRUITERS: Top recruiters with a minimum of five years of experience, aligned by skill and marketing challenge instead of cost and availability.

• ANALYTICS: Clear insights into hiring trends and expectation setting, detailed weekly tracking of recruiting and overall pipelining activity.

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AT&T Case StudySkills Transition

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Hiring New Skills vs. “Upskilling”

Over the last decade AT&T’s business has changed at warp speed

Moving from a voice network to a data network

• From hardware to the cloud

• From a landline business to a mobile-first enterprise.

“We do not have the talent required to compete in a mobile and software-centric world”

• 100,000 staff in hardware jobs that will no longer be required

• Only half the staff had STEM (Software, Technology, Engineering, Math) skills

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Transition of Skills

TO

SOFTWARE SKILLSHARDWARE SKILLS

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How Did They Do It?

Program was called “Reskilling”

“When the pace of technology

is out running skills, companies

do not have the time to

continually swap out their

workforce”

1 billion web-based multi-year program:

Online courses

Collaboration with local universities

Career centres for candidates

Career intelligence to match jobs that fit skills

Career and training roadmap

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Results

By 2020 AT&T will have re-educated 100,000 workers

More than 50% of staff have completed online courses

2.7 million courses have been completed including:

• Data Science

• Cyber Security

• Agile Project Management

• Computer Science

500 Candidates enrolled in university

80 Candidates have graduated

100,000

2.7 million

>50%

500

80

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90% of mature companies expect

digital disruption, but only 44%

are adequately preparing for it.

“”- Wills Towers Watson

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Breakout Discussion

Are you planning for a change of this proportion?

Do you see it coming and do you have a plan?

Could you see your organisation embracing Agile HR?

What is your approach to retraining or hiring in talent?

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What is the future role ofTalent Acquisition?

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What is the Next Role of Talent Acquisition?

“The best HR departments spend

<40%”

Transactional &

Operational HR

60%

40%

“HR departments spend 60% of their

time on transactional and operational

HR”

Source: McKinsey

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The Future of Talent Acquisition

Current Role

• Counsel managers on talent issues

• Operational recruitment and HR issues

Future Replace TA with Talent

Value Leader (TVL)• Stop acting as a generalist

• Start to own talent as a critical asset

• Help business leaders with talent decision to drive value

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The Talent Value Leader

Similar to how spend decisions are own by the budget

holder, rather than by finance

TVL owns the hiring and firing of talent, even though the

hiring manager owns the decision

TVLs are held accountable with metrics that track:

• Skill development

• Capability gaps

• Engagement

• Attrition

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Types of HR Analytics

Review historical data to predict likely future outcomes

PREDICTIVE

ANALYTICSDIAGNOSTIC

ANALYTICSPRESCRIPTIVE

ANALYTICS

HR ANALYTICS

Use data to plan the next

course of action and

recommend measures that can

increase the likelihood of

desired outcomes

Contextualize past

performance to determine

the reason for success or

failure

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Where Can I Find TVLs?

PROBLEM: My HR business partners have grown up in an operational-service culture

• Balance high performers in company through HR rotations

• Reward executives for time in HR

• HR leaders should spend time within a business line

• Example: PepsiCo has filled some HR roles with engineers

SOLUTION:

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Questions?

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August 23, 2017

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© 2018 PeopleScout – A TrueBlue Company | Confidential and Proprietary

August 23, 2017

For more information please visit www.peoplescout.com.

PeopleScout, a TrueBlue company, is the world’s largest

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Resources

• McKinsey and Company, “The CEO’s Guide to Competing through HR,” https://www.mckinsey.com/business-

functions/organization/our-insights/the-ceos-guide-to-competing-through-hr

• Harvard Business Review, “People Before Strategy, A New Role for the CHRO,” https://hbr.org/2015/07/people-before-

strategy-a-new-role-for-the-chro

• Gartner, “What CEOs Want From HR,” https://www.gartner.com/binaries/content/assets/events/keywords/human-

resources/chrau18/reimaginehr-2018_keytakeaways.pdf

•

Harvard Business Review, “Getting Employees Excited About a New Direction,” https://hbr.org/2015/11/getting-

employees-excited-about-a-new-direction

• Gartner, “The CEO 20 on the Future of Work,” https://www.gartner.com/smarterwithgartner/3-priorities-for-ceo-chro-

collaboration-in-the-digital-age/

• SHRM, “Employers to Wellness to a Higher Level,” https://www.shrm.org/hr-today/news/hr-

magazine/0917/pages/employers-take-wellness-to-a-higher-level.aspx

• Ernst & Young, “Partnering for Performance, the CFO and HR,” https://www.ey.com/Publication/vwLUAssets/EY-

Partnering-for-performance-the-CFO-and-HR/$FILE/EY-Partnering-for-performance-the-CFO-and-HR.pdf

• CNBC, “AT&T’s $ 1Billion Dollar Gambit - Retraining Nearly Half its Workforce,” https://www.cnbc.com/2018/03/13/atts-

1-billion-gambit-retraining-nearly-half-its-workforce.html

Documents

How to Align Talent Acquisition to Drive Corporate Strategyhrotodayforum.com/apac/wp-content/uploads/2018/11/People... · 2018-11-26 · Aligning talent acquisition and retention