A Global Context New thinking for a new era · 2015. 5. 4. · New thinking for a new era Peter...
Transcript of A Global Context New thinking for a new era · 2015. 5. 4. · New thinking for a new era Peter...
A Global ContextNew thinking for a new era
Peter CheeseCEO, CIPD
Key themes shaping the future of work
• Technology anddigital
• Economic changesand future of work
• Workforce anddemographics
Changing demand for skills and skillsmismatches
Jobs in OECD Countries appear to be increasingly for high skill workers
Source: OECD, McKinsey analysis
Skills challenges in the Middle East
• Almost 50% of businesses in the region, including Qatar andthe UAE, seeing difficulties in finding and retaining skilledmanpower to deliver big projects (eg 2022 Fifa World Cup andWorld Expo 2020) (PwC survey 2014)
• UAE world's most popular work destination for expats; Indiamost popular source country – (LinkedIn study)
• UAE employees expect double digit pay hikes in 2014 –(Bayt.com and YouGov study)
• Number of job vacancies in the Gulf's hospitality sector wentfrom 18,000 in 2009 to 61,000 in 2013 (Catererglobal.com)
Putting the human in to human resources andin to business
‘Rethinking’ the workforce relationship
Voice EmpowermentRecognition Support Playing to
strengths Meaning PurposeWell-being Energy! The extra mile
Passion Alignment CollaborationShared values Commitment
Trust
• Source
• Attract
• Select
• Orient
•Build skills
•Develop
•Reward
•ProgressWelcome to our CompanyOrientation begins here
So are our People Management practicesgood enough?
Where are your biggest challenges today?Where will they be tomorrow?
Need for a strategic response‘Content is king, but context is kingdom’
Business StrategyBusiness Strategy
Human Capital StrategyHuman Capital Strategy
HR StrategyHR Strategy
DrivesEnables
Enables Drives
• Business priorities• Business needs
• Talent and skills• Leadership• Organisation and
operating model• Culture
• HR capabilities• HR structure and
operating model• Practices, policies &
processes
• Most business leadersbelieve that analytics isvital to identifying currentand future skill gaps
• But only 15% believe HRis providing insightfulanalytics (KPMG survey2013)
Too much data, not enough information
But not everything that can be counted counts…
Getting back to our roots…
Understanding human and organisational behaviour
NeurosciencePositive Psychology
Behavioural EconomicsSystems thinkingValues and ethics
….
HR a key enabler, but developingmanagers is critical
Framework for Future of HR and PeopleDevelopment
Insight onChangingContext
Science ofhuman and
organisationalbehaviour
HR &Learning
Processes,Practices,Policies
Business,CommercialInsight, and
Analytics
Better work andworking lives
Professionalising HR
• Having the right skills across thecore areas
• Lead through insight
• Importance of business,organisational and contextual savvy
• Thinking strategically workingcollaboratively with the business
• Partnering with Finance and othersupport functions
HR professional areas
CIPD Profession Map
HR leadership behaviours
• Confident with ability to lead,challenge and influence
• Inquisitive and questioning
• Synthesisers and provocateurs
• Business understanding andorientation