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Top 1
1 Innova
tions of 2011
Top 1
1 Innova
tions of 2011
Top 1
1 Innova
tions of 2011
Top 1
1 Innova
tions of 2011
2ndN
ove
mber 2011
Pau
l Spar
row
Centre for Perform
ance
-led H
R
My
Age
nda
•T
he m
acro
-env
ironm
ent (
15 m
inut
es)
•W
hat a
re th
e cu
rren
t cha
lleng
es fa
cing
the
HR
pr
ofes
sion
al•
Wha
t HR
cap
abili
ties
are
beco
min
g im
port
ant
•W
hat a
re th
e bi
gges
t HR
cha
lleng
es th
at li
e ah
ead
•To
p 11
Inno
vatio
ns (
30 m
inut
es)
•5
Gam
e C
hang
ers
from
with
in th
e H
R B
usin
ess
(Vot
e)•
4de
velo
pmen
ts fr
om a
cros
s th
e bu
sine
ss (
Vot
e)•
2m
acro
dev
elop
men
ts (
Vot
e)•
Hea
d-to
-hea
d on
the
thre
e w
inne
rs•
Wra
p-up
(10
min
utes
) W
hat d
o th
e to
p in
nova
tions
sh
ow u
s is
impo
rtan
t in
HR
Bus
ines
s M
odel
Insi
ght
(Org
Des
ign
capa
bilit
y)
Bus
ines
s M
odel
Insi
ght
(Org
Des
ign
capa
bilit
y)E
vide
ncin
gP
erfo
rman
ceD
river
s:P
rodu
ctiv
ityIn
nova
tion
Gro
wth
Cus
tom
er C
entr
icity
Bui
ldin
gS
trat
egic
Com
pete
nce
in
the
Org
aniz
atio
n
Boa
rdro
omE
ngag
emen
t
Rec
onfig
urin
gTa
lent
:S
yste
ms
&
Peo
ple
Em
ploy
eeE
ngag
emen
t: S
trat
egy
Mar
ketin
g to
Per
form
ance
Bel
iefs
HR
Traj
ecto
ries
Tech
nolo
gyS
ourc
ing
Glo
baliz
atio
n
Eva
luat
ing/
B
ench
mar
king
Peo
ple-
Rel
ated
C
apita
l
Cur
rent
Cha
lleng
es
Qu
esti
on
ing
Ou
r T
able
ts O
f S
ton
e?
Cap
italis
ing
Tale
ntH
uman
cap
ital
skill
s an
d co
mpe
tenc
ies
nece
ssar
y to
be
deem
ed
tale
nted
B
usin
ess
mod
el c
apita
lun
ders
tand
ing
of th
e ke
y co
mpo
nent
s of
the
busi
ness
m
odel
, how
thes
e co
mpo
nent
s fit
toge
ther
and
with
wha
t or
gani
satio
nal c
onse
quen
ces
Soc
ial c
apita
l co
llect
ive
valu
e of
an
indi
vidu
al’s
soc
ial n
etw
orks
and
the
incl
inat
ions
that
aris
e fr
om th
ese
netw
orks
for
mem
bers
to
do
thin
gs fo
r ea
ch o
ther
and
for
that
indi
vidu
al
Pol
itica
l cap
ital
bein
g kn
own
in th
e ne
twor
k fo
r ge
tting
thin
gs d
one
(rep
utat
iona
l cap
ital)
and
the
capa
city
to e
ffect
ivel
y bu
ild
cons
titue
nt s
uppo
rt a
nd a
cqui
re le
gitim
acy
by u
sing
tr
aditi
onal
form
s of
pow
er (
repr
esen
tativ
e ca
pita
l)
Rai
sing
Key
Que
stio
ns F
or H
R…
•W
hat p
oliti
cal s
pace
are
you
ope
ratin
g in
?...
•H
ow d
o yo
u po
sitio
n yo
urse
lf as
“ad
ding
val
ue”?
...•
How
goo
d ar
e yo
u at
man
agin
g yo
ur o
wn
inte
rnal
HR
tr
ansf
orm
atio
ns/ d
eliv
ery
mod
el?.
..•
Do
you
unde
rsta
nd th
e ca
pabi
lity
tran
sfor
mat
ions
sh
apin
g th
e bu
sine
ss?.
..•
Is y
our
tale
nt r
eally
tale
nt?.
..•
Will
em
ploy
ees
in th
e or
gani
satio
n id
entif
y or
eng
age
with
any
of t
his?
...•
Will
the
link
betw
een
empl
oyee
atti
tude
s an
d pe
rfor
man
ce w
ork
in th
e w
ay it
use
d to
…?
FIV
E G
AM
E C
HA
NG
ER
S F
RO
M W
ITH
IN
TH
E H
R B
US
INE
SS
HR
GC
1: T
echn
olog
ies
that
ena
ble
the
Dem
ocra
tisat
ion
of s
trat
egy:
e.g
. IB
M
Jam
Pro
cess
•S
hift
tow
ards
wor
kfor
ce e
ngag
emen
t pro
cess
es a
imed
at u
nder
stan
ding
th
e W
isdo
m o
f the
Cro
wds
–de
eper
tren
d to
dem
ocra
tisat
ion
of s
trat
egy
•C
ombi
natio
n of
soc
ial c
ompu
ting
tech
niqu
es th
at e
nabl
e on
line
conv
ersa
tion,
dis
pers
ed a
nd la
rge-
scal
e co
llabo
ratio
n an
d m
assi
vely
pa
ralle
l con
fere
nce
arou
nd fo
cuse
d tr
ansf
orm
atio
n in
terv
entio
ns•
Com
bine
d w
ith a
ppro
pria
te tr
ansf
orm
atio
n an
d m
anag
emen
t of c
hang
e sk
ills,
it e
nabl
es th
e pu
rsui
t of l
arge
-sca
le c
olla
bora
tions
that
are
:•
Org
anis
atio
n-w
ide
or a
cros
s la
rge
segm
ents
of p
eopl
e,
•N
on-h
iera
rchi
cal (
equa
l acc
ess
for
all),
•
Sem
i-str
uctu
red
(bas
ed a
roun
d pr
e-de
fined
goa
ls a
nd d
iscu
ssio
n th
emes
)•
Imm
edia
te a
nd in
tens
ive
(the
con
vers
atio
n ta
kes
plac
e du
ring
a fin
ite
perio
d of
tim
e)•
Org
anis
atio
nall
earn
ing
even
ts (
the
tran
scrip
ts a
re r
ecor
ded
for
post
-eve
nt
anal
ysis
)
HR
GC
2: T
echn
olog
ies
that
ena
ble
the
bette
r us
e of
soc
ial m
edia
in e
mpl
oyee
re
sear
ch –
e.g.
Opi
nion
Spa
ce•
Use
of s
ocia
l med
ia (
tech
nolo
gies
that
allo
w p
eopl
e to
con
nect
with
eac
h ot
her
to c
reat
e an
d sh
are
info
rmat
ion
over
the
Inte
rnet
)•
Mos
t too
ls d
o no
t sca
le w
ell:
Info
rmat
ion
over
load
, diff
icul
t to
navi
gate
, lin
ear l
ists
and
bin
ary
ratin
gs•
E.g
. Silv
erm
an R
esea
rch
usin
g a
new
app
roac
h, c
alle
d O
pini
on S
pace
, to
cond
uctin
g em
ploy
ee r
esea
rch
usin
g th
e la
test
soc
ial m
edia
tech
nolo
gy
and
data
vis
ualis
atio
nto
ols
•N
ew in
terf
ace
that
vis
ualis
esop
inio
ns, m
appi
ng s
o th
at u
sers
und
erst
and
spre
ad o
f opi
nion
s, in
tera
ctio
n be
twee
n pa
rtic
ipan
ts, i
dent
ifica
tion
of th
e m
ost i
nsig
htfu
l sug
gest
ions
•T
he te
chno
logy
har
ness
es a
new
way
of t
hink
ing
and
conc
eptu
alis
ing
empl
oyee
rese
arch
, and
hel
ps fa
cilit
ate
both
hig
her
leve
ls o
f use
r en
gage
men
t and
mor
e di
vers
e op
inio
n.
HR
GC
3: T
echn
olog
ies
that
ena
ble
grea
ter
acce
ss to
L&
D-
Virt
ual
Inst
ruct
or-L
ed T
rain
ing
(VLT
) se
rvic
es
•V
irtua
l ins
truc
tor-
led
trai
ning
ser
vice
s (li
ve in
stru
ctor
-led
sess
ions
) are
en
ablin
g w
eb-b
ased
trai
ning
, virt
ual w
orks
hops
, and
e-le
arni
ng p
rogr
ams
•Tr
aditi
onal
inst
ruct
or le
d cl
assr
oom
trai
ning
(ILT
), w
hich
was
50%
of a
ll tr
aini
ng d
eliv
ery
in 2
010,
will
dec
reas
e to
40%
by
2012
•E
.g. R
ayth
eon
Pro
fess
iona
l Ser
vice
s (R
PS
) fir
st p
rovi
der
in U
.K. t
o la
unch
ac
cred
ited
qual
ifica
tions
del
iver
ed th
roug
h vi
rtua
l cla
ssro
om tr
aini
ng
(acc
redi
ted
by th
e In
stitu
te o
f Lea
ders
hip
and
Man
agem
ent)
•V
irtua
l col
labo
rativ
e le
arni
ng te
chno
logy
allo
ws
for
inte
ract
ion
betw
een
trai
ners
, stu
dent
s an
d th
eir
peer
s•
Cap
abili
ties:
con
tent
dev
elop
men
t and
con
vers
ion,
inst
ruct
or tr
aini
ng, u
ser
tech
nica
l sup
port
, rea
l-tim
e br
oadc
ast m
onito
ring,
and
the
tagg
ing
and
stre
amlin
ing
of r
ecor
ded
VC
T s
essi
ons
as p
erfo
rman
ce s
uppo
rt to
ols
•Q
uick
dep
loym
ent o
f lea
rnin
g, lo
wer
cos
t and
func
tiona
lity
of e
mbe
dded
le
arni
ng w
eb 2
.0 s
ocia
l lea
rnin
g
HR
GC
4: B
uild
ing
Big
Dat
a C
apab
ility
an
d th
e us
e of
Pre
dict
ive
Ana
lytic
s
•P
redi
ctiv
e an
alyt
ics
as a
bus
ines
s in
telli
genc
e te
chno
logy
•U
ses
stat
istic
al te
chni
ques
(reg
ress
ion,
cho
ice
mod
els,
tim
e se
ries,
du
ratio
n an
alys
is a
nd c
lass
ifica
tion
tech
niqu
es) w
ith u
se o
f mod
elin
g, d
ata
min
ing
and
gam
e th
eory
, to
mak
e pr
edic
tions
abo
ut th
e fu
ture
by
anal
yzin
g cu
rren
t and
his
toric
al d
ata
•W
idel
y us
ed in
oth
er fi
elds
suc
h as
fina
ncia
l ser
vice
s, te
leco
mm
unic
atio
ns,
reta
il, tr
avel
, hea
lthca
re a
nd p
harm
aceu
tical
s, a
pplie
d to
CR
M,
clin
ical
de
cisi
on s
uppo
rt s
yste
ms,
frau
d de
tect
ion,
and
cro
ss-s
ellin
g•
Use
d to
mak
e pr
edic
tions
abo
ut b
ehav
ior,
inve
stm
ents
, and
per
form
ance
as
it r
elat
es to
a fi
rm’s
hum
an c
apita
l•
HR
app
licat
ions
incl
ude
the
pred
ictio
n of
em
ploy
ee tu
rnov
er, i
dent
ifica
tion
of h
igh-
risk
empl
oyee
s, b
uild
ing
of p
rofil
es o
f tho
se m
ost l
ikel
y to
leav
e or
st
ay, u
nder
stan
ding
of h
ow r
isk
is d
istr
ibut
ed th
roug
hout
the
orga
nisa
tion
HR
GC
5: E
mpl
oyer
bra
ndin
g an
d gl
obal
ta
lent
man
agem
ent
•E
xpan
sion
of t
errit
ory
cons
ider
ed p
art o
f Glo
bal T
alen
t Man
agem
ent
syst
ems
into
mor
e m
arke
ting-
driv
en c
once
rns
such
as
mar
ket-
map
ping
and
em
ploy
er b
rand
ing
(als
o ca
lled
Wor
kfor
ce B
rand
ing)
•To
ols
for
build
ing
thei
r la
rger
bra
nd a
nd to
est
ablis
h th
emse
lves
as
empl
oyer
s of
cho
ice.
Ini
tiativ
esin
clud
e:
•R
esea
rchi
ng in
to ‘c
onsu
mer
insi
ghts
’ with
cur
rent
and
pot
entia
l em
ploy
ees
•M
anag
ing
the
‘tale
nt p
ipel
ine’
by
tryi
ng to
rec
ruit
‘ahe
ad o
f the
cur
ve’
•C
omm
unic
atin
g an
aw
aren
ess
in g
radu
ate
scho
ols
and
busi
ness
es to
get
th
e pe
ople
they
are
look
ing
for;
•
Dev
elop
ing
inte
rnal
tale
nt p
ools
aro
und
the
wor
ld
•C
reat
ing
skill
ed a
nd c
ompe
tent
team
s of
ass
esso
rs in
diff
eren
t are
as o
f the
w
orld
•M
anag
ing
recr
uitm
ent s
uppl
iers
on
glob
al b
asis
, int
rodu
cing
spe
ed, c
ost a
nd
qual
ity c
ontr
ols,
mas
ter
cont
ract
s to
co-
ordi
nate
mes
sage
s co
nvey
ed,
pref
erre
d pa
rtne
rs, a
udit
trai
ls to
pro
tect
aga
inst
glo
bal d
iver
sity
lega
l iss
ues
•e-
enab
ling
jobs
not
ice
boar
ds, r
e-de
sign
ing
web
site
s to
con
vey
impo
rtan
t m
essa
ges
abou
t the
em
ploy
er b
rand
.
FO
UR
DE
VE
LOP
ME
NT
S F
RO
M
AC
RO
SS
TH
E B
US
INE
SS
TH
AT
WIL
L IM
PA
CT
TH
E H
R D
ELI
VE
RY
MO
DE
L
HR
GC
6: A
imin
g pr
ofes
sion
al s
ervi
ce &
tran
sact
iona
l sup
port
at l
ine
man
ager
s:
Rem
ovin
g th
e in
term
edia
ry
•S
epar
ate
prov
isio
n of
wha
t mig
ht b
e te
rmed
pro
fess
iona
l HR
ser
vice
s, a
s ag
ains
t tra
nsac
tiona
l HR
ser
vice
s pr
ovid
ed b
y B
PO
com
pani
es, w
ith th
e tw
o op
erat
ing
in d
iffer
ent m
arke
t pla
ces
•E
.g. A
dvis
or P
lus’
s In
telli
gent
HR
prov
ide
line
man
ager
s (n
ot H
R)
with
gu
idan
ce a
nd s
uppo
rt in
all
of th
eir
tran
sact
ions
with
thei
r pe
ople
, inc
ludi
ng
lega
l iss
ues
with
ser
vice
s su
ppor
ted
by b
espo
ke s
oftw
are
and
syst
ems
•H
R n
ot s
een
as th
e pr
inci
pal a
gent
for
deal
ing
with
and
man
agin
g pe
ople
, bu
t ins
tead
the
line
man
ager
is s
een
as th
e m
ain
chan
nel f
or p
eopl
e pe
rfor
man
ce, p
rodu
ctiv
ity a
nd h
igh
mot
ivat
ion
•F
acili
ty fo
r or
gani
satio
nsto
rel
ease
HR
Bus
ines
s P
artn
ers
from
man
y op
erat
iona
l HR
issu
es, t
hus
allo
win
g th
em to
focu
s up
on g
enui
nely
str
ateg
ic
HR
issu
e•
Impo
rtan
t que
stio
ns re
gard
ing
in-c
ompa
ny H
R s
truc
ture
s, in
clud
ing
issu
es
of q
ualit
y, n
umbe
rs a
nd a
lloca
tion
of in
tern
al H
R r
esou
rce
HR
GC
7: T
he C
omm
oditi
satio
nof
CO
Es
and
expo
rt o
f act
iviti
es to
the
line
•H
R fa
cing
“di
ffusi
on” o
r ev
en d
isin
tegr
atio
n, a
s m
uch
of th
e hi
gh-e
nd
func
tiona
l kno
wle
dge
in tr
aditi
onal
cen
tres
of e
xper
tise
such
as
tale
nt
man
agem
ent b
ecom
es m
ore
com
mod
itize
d &
embe
dded
in li
ne
•M
ore
than
just
dec
entr
aliz
ing
form
er C
OE
act
ivity
into
bus
ines
s-em
bedd
ed
stra
tegi
c bu
sine
ss p
artn
ers
–di
ffusi
on in
to n
ew n
on-f
unct
iona
l str
uctu
res
•E
.g. L
ocat
ing
OD
/Org
anis
atio
nalE
ffect
iven
ess
units
out
side
of H
R•
Non
-HR
Hea
ds o
f OD
adv
ocat
ing
resp
onsi
bilit
y fo
r Ta
lent
Man
agem
ent,
alte
rnat
e lo
gics
that
Tal
ent M
anag
emen
t res
pons
ibili
ties
shou
ld r
est w
ith
CE
Os
or C
OO
s•
Thr
ough
the
very
suc
cess
of s
trat
egic
bus
ines
s pa
rtne
rs, w
ill th
e fu
nctio
n ha
nd o
ver
core
exp
ertis
e to
the
line
and
rem
oved
arg
umen
ts fo
r ce
ntra
l fu
nctio
nal o
vers
ight
in m
any
area
s?
HR
GC
9: T
he R
e-co
nfig
urat
ion
of C
OE
s
•E
ra o
f org
aniz
atio
nal d
esig
n w
here
the
clas
sic
func
tions
no
long
er d
omin
ate
and
whe
re n
ew ty
pes
of o
rgan
isat
iona
land
bus
ines
s kn
owle
dge
are
requ
ired
that
are
cro
ss-f
unct
ion
that
cre
ate
hybr
id s
kills
with
net
wor
ks o
f pe
ople
with
arc
hite
ctur
al/s
trat
egic
cap
abili
ties
•S
trat
egic
com
plex
ity n
ow fa
ced
by o
rgan
isat
ions
, peo
ple
man
agem
ent
need
s to
sta
rt b
y lo
okin
g at
the
impo
rtan
t per
form
ance
out
com
es th
at it
s cu
stom
ers
expe
ct
•O
rgan
isat
iona
lper
form
ance
driv
en b
y a
num
ber
of s
trat
egic
logi
cs s
uch
as:
inno
vatio
n, c
usto
mer
cen
tric
ity, l
ean
man
agem
ent,
and
glob
al in
tegr
atio
n•
Cen
tres
of e
xper
tise
can
mig
rate
aw
ay fr
om th
e tr
aditi
onal
func
tiona
l ex
pert
ise
to p
erfo
rman
ce-li
nked
exp
ertis
e in
thes
e ar
eas
•H
R th
en d
evel
ops
high
-leve
l ins
ight
into
how
the
man
agem
ent o
f CO
Es
linke
d m
ore
dire
ctly
to p
erfo
rman
ce im
pact
s th
e so
rts
of s
kills
, kno
wle
dge
and
capi
tal w
ithin
the
HR
func
tion
TW
O M
AC
RO
DE
VE
LOP
ME
NT
S F
RO
M
OU
TS
IDE
TH
E B
US
INE
SS
HR
GC
10:
Str
aine
d so
cial
tole
ranc
e an
d th
e ch
angi
ng c
onto
urs
of fa
irnes
s
•S
hare
d ex
pert
ise
and
acco
unta
bilit
y be
twee
n H
R a
nd M
arke
ting
or
Cor
pora
te C
omm
unic
atio
ns fo
r is
sues
rela
ted
to C
orpo
rate
Soc
ial
Res
pons
ibili
ty•
Que
stio
ns o
f fai
rnes
s m
ore
com
plex
as
we
cons
ider
futu
re o
f wor
k -
man
y is
sues
(eg.
pen
sion
pro
visi
on, q
uest
ions
of r
ewar
d, c
aree
rs a
cros
s di
ffere
nt
age
grou
ps, g
loba
l sou
rcin
g of
wor
k, s
ocia
l mob
ility
) ha
ve im
pact
s ac
ross
ge
nera
tiona
l gro
ups
and
acro
ss d
iffer
ent i
nter
nal e
mpl
oyee
seg
men
ts•
Teas
ing
out t
he d
iffer
ent r
ubric
s/ p
roto
cols
for
how
they
mig
ht r
esol
ve th
e is
sues
in c
urre
nt a
nd fu
ture
wor
ks s
cena
rios
“fai
rly”
•Im
med
iate
impl
icat
ions
for
HR
and
the
man
ner
it fr
ames
neg
otia
tions
in
rew
ards
, tal
ent p
rogr
amm
es, a
nd r
isk
man
agem
ent
•W
hat d
oes
enga
gem
ent l
ook
like
in th
e co
ntex
t of t
hese
com
plex
co
nsid
erat
ions
?
•H
ow s
houl
d w
e th
ink
of, a
nd m
anag
e, w
hat i
s pe
rcei
ved
to b
e fa
ir?
•W
hat m
odel
s ca
n w
e fin
d to
thin
k ab
out?
•
Wha
t gui
danc
e fo
r cr
eatin
g co
here
nt a
nd b
elie
ved-
in H
R s
trat
egie
s?
HR
GC
11: G
loba
lisat
ion
of H
R a
nd th
e lin
kage
bet
wee
n in
tern
atio
nal m
obili
ty
and
glob
al ta
lent
man
agem
ent
•C
hang
es in
the
HR
arc
hite
ctur
e re
quire
d to
cop
e w
ith th
e im
pact
of
glob
alis
atio
non
HR
func
tions
, glo
bal r
esou
rcin
g op
tions
, glo
bal s
ervi
ces
deliv
ery,
out
sour
cing
, and
impa
ct o
f HR
pol
icie
s an
d pr
oces
ses
acro
ss
natio
nal c
ultu
res
•Tw
o fa
ctor
s ar
e at
pla
y: th
e ch
oice
of s
trat
egic
del
iver
y m
odel
, and
the
stru
ctur
al re
latio
nshi
p be
twee
n th
e in
tern
atio
nal m
obili
ty a
nd ta
lent
m
anag
emen
t fun
ctio
ns•
Sho
uld
inte
rnat
iona
l mob
ility
(an
d as
soci
ated
exp
atria
tion
activ
ity)
beco
me
a ce
ntre
of e
xcel
lenc
e in
its
own
right
, or
shou
ld r
epor
t via
ano
ther
suc
h ce
ntre
, suc
h as
tale
nt m
anag
emen
t?
•H
ow w
ill th
e ce
ntra
lisat
ion-
loca
lisat
ion
dile
mm
a be
han
dled
•
In th
e pr
ovis
ion
of ta
lent
on
a gl
obal
bas
is,w
hat o
ther
act
iviti
es (s
uch
as
empl
oyer
bra
ndin
g, s
trat
egic
wor
kfor
ce p
lann
ing)
sho
uld
be b
roug
ht
toge
ther
with
the
trad
ition
al m
anag
emen
t of i
nter
natio
nal m
obili
ty?
1.E
xplo
re th
e C
entr
e fo
r P
erfo
rman
ce-le
d H
R
or d
ownl
oad
the
Whi
te P
aper
Ser
ies
visi
t:
http
://w
ww
.lum
s.la
ncs.
ac.u
k/C
PH
R
Th
ank
Yo
u!