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Skills for the Brave New World of HR

Webinar Series August 27th, 2015

Picture Courtesy Huffington Post

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Presenters

Dr. Shreya Sarkar-Barney HCG President & Founder

Izabela Widlak, M.S. Research Consultant

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Talent Strategy & Consulting

Talent Analytics

Talent Management

Education

US India

We help organizations achieve better outcomes through talent using science, analytics, and empathy.

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Agenda

• The business world has changed, how has HR adapted?

• Relevance of current HR operating models?

• What's required to be a value provider and a strategic business partner?

• Five key behaviors to lead in the brave new world of HR

shorten

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30 years ago

The Brave New World of HR

Payroll Headcount management Benefits Performance Appraisal Job Postings Training

Labor Relations OSHA Workers Compensation FMLA Interview Reference checks Credit Checks

Engagement Talent Analytics 360 feedback Mobility Global Workforce Virtual teams Performance Management Social Media Talent Acquisition Assessments Big Data Employer branding Mergers and acquisition Development centers HR Technology HRIS Workforce planning Succession planning

Old World New World

Change Management Outsourcing Contractors Teams Work design Ergonomics Innovation Process Simplification Total Rewards Health and well-being Learning & development Career Planning Competency modeling Onboarding Resources planning Project Management Reporting

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30 years ago

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The HR Dashboard

17%

HR does a good job of demonstrating its value to the business1

50%

HR does a good job of developing key talent2

67%

Evaluating Employee Performance2

40%

Organization is ready for learning and development4

65%

Understand the HR needs of the business2

8%

HR has the skills to drive business impact4

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Opportunities for Improvement

Source: The Economist Intelligence Unit (2012). CEO Perspective How HR can take on a bigger role in driving growth.

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EVOLUTION OF BUSINESS MODELS & THE ROLE OF EMPLOYEES

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Small Scale

1886: Benz Patent-Motorwagen, First gasoline powered auto-mobile

MARKET DEMAND

Self propelled carriage for long-distance travel

BUSINESS MODEL

Unorganized, individual inventors developing new methods

TALENT

Skilled craftsman with entrepreneurial inclinations

Craft Industry

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Assembly Line Manufacturing

FORD ASSEMBLY LINE

MARKET DEMAND

Demand for efficient and affordable cars

BUSINESS MODEL

Broke job to shorter repeatable tasks Shortened manufacturing time

TALENT

Standardized, repetitive work

Easily trainable skills

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Lean Manufacturing TOYOTA PRODUCTION SYSTEM (TPS)

MARKET DEMAND

Reliable and safe cars

BUSINESS MODEL

Automation with human touch

Just in time manufacturing

TALENT

Focus on reducing waste

Problem solving skills valued

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Agile Manufacturing

Tesla: Robotic manufacturing

MARKET DEMAND

High-end, environmentally friendly car with a unique customer experience

BUSINESS MODEL

Update software and hardware at regular intervals

TALENT

Larger breadth of skills

Specialized talent, contingent workforce

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3D printing

Flexible Manufacturing

Local Motors

MARKET DEMAND

Highly customized Clean energy, intimately

designed cars

BUSINESS MODEL

Flexible Production

Adapting to changes in product type, volume, and capability

TALENT

Co-creation of each car with customers

Technically deep, customer focused skills

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Debrief

Scalable Repeatable Standardized

Adaptable Flexible Customized

Business Model

Narrow scope Repetitive work Process adherence

Broader scope Responsive Flex with need

Employees

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Evolution in Manufacturing

Craft Industry

•New solutions

Mass Assembly Manufacturing

•Scale & affordability through standardized processes

Lean Manufacturing

•Quality and waste reduction through automation and selective human intervention

Agile Manufacturing

•Rapidly development, customer-designed products through teams involved in continuous improvement

Flexible Manufacturing

•Highly customized manufacturing through co-creation

Employees: Entrepreneurs, craftsman use passion, resilience and tenacity to invent new and unusual products

Employees: Use narrow skill range, perform repetitive, low level tasks

Employees: Participate in brainstorming and problem solving ways to reducing waste, improve quality

Employees: Problem solve and innovate in teams and interface with artificial intelligence led technology, to manufacture products

Employees: Work in collaboration with customers, with distributed teams and high-end technology, to deliver customized solutions

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Today’s HR: BUILT AROUND A PROCESS

Talent Acquisition

Training and Development

Performance Management

Compensation

Succession Planning

Jan Mar May Jul Sept Nov Jan Mar Feb Apr Jun Aug Oct Dec Feb

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Trends Shaping the Business World

• Volatile socio-political environment

• Shifts in economic power

• Shifts in consumer-base

• Workforce: Aging, Global, and mobile

• Changes in the definition of employees

• Changes in the nature of work

• Automation

• Big data

• Smart machines

GEO-POLITICAL TECHNOLOGY DEMOGRAPHY

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HR’s New Charter

HR’s role in the future will be to help their business win by solving the most challenging people problems

Enable Innovation

Reduce non-value

added work

Spread happiness & inspiration

Promote collaboration Co-creation

curation

Advice on people

implications of strategy

Grow capabilities

exponentially

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Inspiration from other Fields The Pit Crew

Ensures speed and safety of the race car and the driver

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The New HR: Collaborative, Agile, and Responsive

Improve quality

Launch new

facility

Develop new

product line En

gin

eeri

ng

Co

mm

un

ication

Engi

nee

rin

g

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Line Manager’s Approach H

um

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eso

urc

e A

pp

roac

h

Engaging with the business

Hu

man

Res

ou

rce

Ap

pro

ach

Hire

Empower

Engage

Train

Retain

Motivate

Cost Quality Customer delight Cycle time Productivity Profitability

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HCG Projects

• Closing a revenue gap

• Reigniting a failing collaboration

• Helping find efficiencies and cost savings

• Helping a leadership team redefine value creation

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“Close the revenue gap”

Put more feet on the street to close the revenue gap

Sales Boot Camp Industry Knowledge, Product , Process, Leaders Teach

Testing Panel Evaluation

60, 180, 360 day goals, coaching

Increase sales

Bottom Quartile of Salesforce

weeded out

Revenue up in two

quarters

Company sold for twice the value of its revenue

Mar

keti

ng

Reduce speech

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What was Unique?

Collaborating with a cross-functional stakeholder group to deliver a time-bound, targeted solution, to a specific business need.

Not an HR initiative

Not an enterprise-

wide process

Not an HR dashboard

Clear expectation of business outcomes

Targeted solution for a specific need

Solution to a unique business challenge

Lasting change through manager involvement

CEO sponsored

Jointly owned and facilitated with the business

Success through collaboration and co-creation

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HR Impact Study

Non HR

• Break down silos

• Promote collaboration

• Partner and advisor to business leaders

HR

• Thought leadership

• Deep expertise

• Connectors

• Focus on enabling projects and business outcomes

• Reduced emphasis on annual processes, programs for masses

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Interview Results “How can HR drive business impact?”

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SKILLS FOR THE BRAVE NEW WORLD OF HR

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Why Businesses are Challenged? “There is a

mismatch between what science knows and what business does.”

Daniel Pink

TEDGlobal July 2009

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Choices

9%

29%

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Unstructured Interviews Work Sample

Hiring Decisions Predicting Job Success

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Choices

14% 2%

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Transformational Leadership Situational Leadership

Leadership Leadership Effectiveness

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There is a growing need and recognition for advanced Talent Management education

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1,000,268

HR professionals registered on LinkedIn worldwide

70% enter the field

without a specific degree or certification in business or HR1

Lack of skills severely limits HR’s ability to impact business strategy and advance business goals

(2014). Deloitte University Press. The reskilled HR team: Transform HR professionals into skilled business consultants

1 Benko C., Bohdal-Spiegelhoff U., Geller J. & Walkinshaw H.

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Skills for The Brave New World of HR

Human Performance

Business Knowledge

HR Functional Knowledge

Provide informed counsel based on expertise in human performance, business knowledge, and HR knowledge.

Three Essential Capabilities

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Human Performance

• How do we spot an above average talent for a key project?

• How can we support a business leader with critical weaknesses to negotiate an important deal?

• How can we take a non-performing team and help them turn around a failing project?

SSB Add questions

Behaviors Attitudes Traits

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Human Performance

Onboard new hire

What onboarding methods should we use to retain our new hires

longer?

Socialization

Duration of socialization

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Human Performance

Negotiation training for leaders

How can we support a leader with known

weaknesses to negotiate an important

deal?

Self Awareness Establishing goals &

controls

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• Who are the competitors?

• What is the source of their competitive advantage?

• How to employees create value?

• What core competencies does our business require?

• How does this business make money?

Competitors

Employees Business

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Business Performance

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• Laws Policies

Local employment laws

Payroll & benefits administration Reporting using the HRIS system

Technology

Processes & Programs

Employee assistance programs Recognition programs Mobility programs

Compensation policy Performance appraisal

HR Functional Knowledge

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Five Essential Behaviors

• RECOGNIZE: Recognize people implications of business objectives

• STRATEGIZE: Consult and collaborate with stakeholders

• PLAN & DESIGN: Develop plan and design solutions based on understanding of human performance

• IMPLEMENTATION: Drive lasting change

• EXCEL: Drive outcomes using the evidence and metrics

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Questions?

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Want more!

17 Science-Based Talent Blue Prints

In-house Sessions

Keynote Speakers

info@humancapitalgrowth.com

www.humancapitalgrowth.com

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Talent Strategy & Consulting

Talent Analytics

Professional

Development

in Talent

Management

& Strategic HR

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Designing a Learning Strategy to deliver Competitive Advantage

Thursday, November 12th

8am PT

Next Webinar

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“The constant worry of all personnel administrators is their inability to prove that they are making a contribution to the enterprise. Their preoccupation is with the search for a “gimmick” that will impress their management associates. Their persistent complaint is that they lack status.”

Peter Drucker (1954), The Practice of Management, p. 205

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THANK YOU

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