Post on 07-Sep-2018
T h e G l o b a l L e a d e r i n S t r a t e g y A l i g n m e n t a n d E x e c u t i o n
Susan Burnett, BTS Vice President and formerSVP Talent & Organization Development, Yahoo!Managing Director, & CLO, DeloitteSVP Talent Management, Gap Inc.VP & CLO, Hewlett Packard
Next Generation HR
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Walk a mile in your employee’s shoes
At the individual level…
The story of Matt
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HR Transformation Breakdowns
Future/Strategic Focus
StrategicPartner
ChangeAgent
Admin Expert EmployeeChampion
Day to Day Focus
Haven’t been able to deliver moderntechnology and always-on internet servicesthat delight and support employees☹
Competing silos versus an end-to-end view☹Drive to transactionalize into a sharedservice everything possible to reduce costs☹
Business Driven mantra that forgot“employee champion”☹Lack of self awareness☹
☹ Program focus with tools from the 1900s
Ulrich’s HR Model (1997)
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Source: Scott Maxwell/flickr.com
The New WorkforceDemands a New Workplace
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Millennials Dominate and Change the Workplace
1977-1997
88 Million
• Motivation: Meaning & Recognition• Major trait: Immediacy• Motto: “Follow your passion” Confident• Value: Community Service, Cyber Literacy,
Tolerance, Diversity
DefiningInvention
GoogleFacebook
Screen shot of Twitter.com homepage as it was defaced by ‘Iranian
Cyber Army’
Source: Adapted from The 2020 Workplace, Willyerd and Meister, 2010
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Gen 2020 - Change for Good
Born after1997
41 Million
• Motivation: Connected to people, places,news and things that matter most
• Major Trait: Hyper-Connectedness• Motto: “How many likes?”• Value: Real-Time Trusted Opinions• Attributes: Media Savvy-All Mobile
DefiningInvention
iPhoneapps
Source: Adapted from The 2020 Workplace, Willyerd and Meister, 2010
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Recruiting is aRelationship, it’s Socialand it’s All AboutQualified Referrals
Reqs for Hot Skills/TalentPools Based on YourTalent Plan – NotHoarded HC
Performance & TrialBased Selection
Onboarding is aRelationship that starts atthe Moment of Interest
Day 1 is a Moment thatMatters
HR ModelHRBPCOEs
Shared Services
PerformEngage
Grow Rewards
Join
Next Generation Employee Experience
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Custom, Fluid JobDescriptions
Project/QuarterlyGoals
Real-time, all the timeFeedback & Coachingfrom Relevant Sources
Rating and Rewardsbased on WorkProducts, Results andHow You Got Them
Equity that GivesEveryone a Stake inCompany Success
HR ModelHRBPCOEs
Shared Services
PerformEngage
Grow Rewards
Join
Next Generation Employee Experience
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Pay for Market Value
Reward Performance:Results and How theywere Produced
Custom Recognition
Credible Appreciation
Recognition is theCurrency of the Place
New Rewards: WorkFlexibility, MeaningfulProjects, Sabbatical,Special L&D Programs
HR ModelHRBPCOEs
Shared Services
PerformEngage
Grow Rewards
Join
Next Generation Employee Experience
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Continuous, Business Driven L&Dfor Critical Roles/LevelsMost of $ for Critical Talent
Pools e.g. Engineers, SalesMobile Learning and Perform-
mance Support Delivered tothe Point of NeedRich Networks & CommunitiesStrategic OD Linked to Business
& HC PlansHIPOs Selected Early &
Experience AcceleratedCredible/Supported Succession
Candidates Tested Early &Often
Next Generation Employee Experience
HR ModelHRBPCOEs
Shared Services
PerformEngage
Grow Rewards
Join
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Pervasive EmployeeFeedback & FrequentPulses
Dialogue with Leaders Employee Driven
Improvement Teams Your Idea/Innovation
Days Social, Transparent, 2-
Way Comms Career-Life Design with
Guidance, Tools andConversations onPotential Futures
Meaningful Events,Volunteering &Sustainability Activities
Next Generation HR Experience
HR ModelHRBPCOEs
Shared Services
PerformEngage
Grow Rewards
Join
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Source: pixabay.com
New Business Realities
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Walk a mile in your business leader’s shoes
At the organization level…
The story of a newMarketing Managerchange
understanding
business partnership
help
empathyurgentstrategy
globalbusiness needs
Unchartered territory
care
collaborate
develop innovate
create
plan
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peed VolatileAccelerated Speed of Change;Social Technology DisintermediatesAuthority
UncertainUnpredictable Events Derail Business e.g.Political Instability, Currency Fluctuations,Terrorism, Disrupted Natural Resources
ComplexGlobal Connectedness, Ecosystem Dependencies,Competitive Disruptions, Technology Innovations
AmbiguousMixed Meanings of Conditions; Cause-and-Effect Confusion
VUCA
14
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Business Transformation is the New Normal
88%of executives
believe executingstrategic initiativessuccessfully will be“essential” or “veryimportant” for their
organizations’competitiveness
over the next threeyears.
88%of executives
believe executingstrategic initiativessuccessfully will be“essential” or “veryimportant” for their
organizations’competitiveness
over the next threeyears.Economic Intelligence Unit, Why Strategies Fail, 2013Economic Intelligence Unit, Why Strategies Fail, 2013
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Businesses Continue to Struggle in Execution
60%Robert S. Kaplin, Creatingthe Office of StrategyManagement, 2006
of strategy-executions fail
56%
Economic Intelligence Unit, WhyGood Strategies Fail, 2013
of strategicinitiatives weresuccessful overthe last 3 years
70%
John Kotter, 2013
of changeefforts fail todeliver their
intended results
35%
Towers Watson, GlobalWorkforce Study, 2012
of today’semployees are
engaged in theircompany
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Source: pixabay.com
The HR Model Must Transform to Meetthe Demands of the New Workforceand Business Transformation Realities.
What’s Next Generation HR?
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A Line Executive Perspective of HR
One SizeFits AllShared
Services
NOTHigh value servicesthat support gettingwork, business andlife at work done.It’s designed to berelevant to everyemployee level androle and is able tobe personalized toindividual need.
WANTED
BusinessServices
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Business Leader Specs
BusinessServices
Simple, easy to use, always on, global,personalized and mobile support to… Hire fast and right
Set and change goals real-time
Connect to other org’s goals
Check rewards vs peers
Make comp changes as needed
Smart help for key people processes
Tap into and contribute to collectiveknowledge, best practices, problem solutions
Easy and fast ways to correct data
Simple, easy to use, always on, global,personalized and mobile support to… Hire fast and right
Set and change goals real-time
Connect to other org’s goals
Check rewards vs peers
Make comp changes as needed
Smart help for key people processes
Tap into and contribute to collectiveknowledge, best practices, problem solutions
Easy and fast ways to correct data
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Manager Self Service – What I Got
• Poor Technology - Person needed to interfacewith legacy systems ; no mobile???
• Inflexible – not current with org changes
• Time Sink – 5-10 times longer than needed
• Inaccurate – global headcount, employee data
• Standard Reports; Not personalized to myorganization or needs
• More Work – Did HR just transfer their work to me?
• No Knowledge Management - Hard to Accessneeded information, no Communities
• Poor Technology - Person needed to interfacewith legacy systems ; no mobile???
• Inflexible – not current with org changes
• Time Sink – 5-10 times longer than needed
• Inaccurate – global headcount, employee data
• Standard Reports; Not personalized to myorganization or needs
• More Work – Did HR just transfer their work to me?
• No Knowledge Management - Hard to Accessneeded information, no Communities
BusinessServices
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Are You Addressing the CEO’s Top Priority?
#1 Priority is Human Capital1. Improve performance
management processes andaccountability
2. Provide employee training anddevelopment
3. Enhance the effectiveness of thesenior management team
4. Raise employee engagement
5. Improve leadership development
#1 Priority is Human Capital1. Improve performance
management processes andaccountability
2. Provide employee training anddevelopment
3. Enhance the effectiveness of thesenior management team
4. Raise employee engagement
5. Improve leadership developmentSource: The Conference Board, CEO Challenge, 2015
BusinessServices
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Is Innovation in your Human Capital Plan?#2 Priority is Innovation• Create a culture of innovation by
promoting and rewardingentrepreneurship and risk taking
• Engage in strategic alliances withcustomers, suppliers and/or otherbusiness partners
• Find, engage, and incentivize key talentfor innovation
• Apply new technologies (product,processes, information etc.)
• Develop innovation skills for allemployees
#2 Priority is Innovation• Create a culture of innovation by
promoting and rewardingentrepreneurship and risk taking
• Engage in strategic alliances withcustomers, suppliers and/or otherbusiness partners
• Find, engage, and incentivize key talentfor innovation
• Apply new technologies (product,processes, information etc.)
• Develop innovation skills for allemployees
Source: The Conference Board, CEO Challenge, 2015
BusinessServices
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Can Talent Strategies Differentiate You?
Yes!• Apple’s Genius Bar
• Hospital Sponsored Physicianand Nursing Scholarships
• Motorola’s TelecommCurriculum in China & India
Yes!• Apple’s Genius Bar
• Hospital Sponsored Physicianand Nursing Scholarships
• Motorola’s TelecommCurriculum in China & India
Here’s Your Test.The Talent Strategy is in the
Business Strategy/Plan.
Here’s Your Test.The Talent Strategy is in the
Business Strategy/Plan.
BusinessServices
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Are You Ready? What % of your time do you spend delivering each level of value? How would
you grade your services against the next generation HR criteria? If not, why?What should it be?
Does your Human Capital Plan include the top priorities of most CEOs? How areyour CEO’s priorities the same or different?
Are you ready to meet the needs of the next generation workforce? Whatmust you do?
What are your top three HR initiatives that your executive team wouldrecognize as enabling their business priorities?
Are any of your talent initiatives a business differentiator and part of yourbusiness strategy?