Academy of Management_Montreal_Emerging Trends In HR Europe August 2010_Luk Smeyers
-
Upload
luk-smeyers -
Category
Documents
-
view
1.140 -
download
2
description
Transcript of Academy of Management_Montreal_Emerging Trends In HR Europe August 2010_Luk Smeyers
The Global Downturn: Emerging HR Best Practices and Capabilities,
Global HR Best Practices
Academy of Management, Annual Meeting 2010,
Luk Smeyers, PDW #33, submission 16148
How the crisis has changed the future of work…
(Europe)
Academy of Management, Annual Meeting 2010,
Luk Smeyers, PDW #33, submission 16148
Alternative title…
Agenda
• Background presenter
• Turbulent times and HR
• The future of work
• 3 recurring “themes
• Is Europe any different from the rest?
• Is HR fit for the future?
iNostix background:
Supporting organizations & consultants by developing & scientifically validating HRM & HC diagnostic instruments and
research methodologies.
Starting point:Phd research of Jeroen Delmotte (2008)
(Research Centre for Organisation Studies, K.U.Leuven): “Evaluating the HR function: empirical studies on HRM architecture and
HRM system strength”.
3 iNostix Focus-Areas
1. Quantifying the effectiveness
of the HR function
2.Quantify the value &
business impact of Human Capital investments
3. Drive cost saving opportunities
with predicting Human Capital Outcomes
Experience: >25 year as international HR executive in several Fortune 500 companies (Pepsi, Starbucks, Nielsen).
Untill 2007 Senior Vice President HR Europe with the world’s biggest FMGC marketing-consultancy Nielsen (VNU).
Education: • Social & Labour Science (Antwerp)• Ashridge Business School (London) in General Management• INSEAD (Paris), Master in Clinical Organisation Psychology.
Bio Luk Smeyers
Agenda
• Background presentor
• Turbulent times and HR
• The future of work
• 3 recurring themes
• Is Europe any different from the rest?
• Is HR fit for the future?
© copyright NVP/iNostix
“Turbulent times have empowered HR!”
Turbulent times!
86%of respondents is involved in
• organization change• restructuring/reductions in force
• social conflict
And…28,3% confirms stronger HR business involvement!
Source: iNostix/NVP Survey, Nov. 2009, the Netherlands
HR during the crisis…
Cutting back in a reactive mode…top 5
• Recruitment (69%)• Company events (54%)• Bonus payments (based on company performance) (45%)• Individual (34%) & functional training (33%)• Temporary (43%) & full-time employees (34%)
Source: Boston Consulting Group Survey, Europe, 2009 – 3.400 HR & Executives, all EU countries
Agenda
• Background presentor
• Turbulent times and HR
• The future of work
• 3 recurring themes
• Is Europe any different from the rest?
• Is HR fit for the future?
For employers the challenges will be much harder!
A short warm-up…
As the global economy moves toward recovery, companies face some tough challenges and complex choices about how best to retool for growth.
(TowersWatson)
A different set of questions is emerging. Have organizations cut too far too fast — beyond “fat” and into “muscle”? If so, have they inadvertently slowed a fast return to growth? How easily can they correct course and close emerging gaps
in capacity and capability? (TowersWatson)
86% of millennials would consider leaving an employer whose behaviour no longer met their corporate responsibility expectations. (Millenials at Work)
Europe is expected to undergo a population decline to an extent that has not been seen since the Black Death!
(Alf Göransson, President and CEO, Securitas, Sweden).
Agenda
• Background presentor
• Turbulent times and HR
• The future of work
• 3 Recurring themes
• Is Europe any different from the rest?
• Is HR fit for the future?
3 recurring themes in Europe
3
1. Resources/Availability/Retention: the battle to retain/hire talent will be intensely fought
2. Employee expectations: will be far greater in the coming years
3. Globalization/Reversed Globalization: organizations will face these challenges against an even more complex global/local (and Euro) markets
Theme 1:Resources/Availability/Retention
challenges
1. 1. Restore trust/Employee Engagement
2. Rethink Talent Management
3. Monitor impact of demographic evolution/ Initiate Strategic Workforce Planning
4. Initiate Employer Branding Research
5. Understand influence of Social Networks
6. Targeted investment in Training & Development
“97% of CEOs said that having access to talent and key skills was the most
critical factor for their long-term business strategy.”
(PwC’s 13th annual global CEO survey, 2010)
Theme 2:Far greater employee expectations
2. 1. Master ‘Smart working’/organization innovation
2. Manage the blurring line private/work
3. Dare to care: far greater transparency, CSR, compliance, sustainability, green (zero tolerance?)
4. Rethink pay: flexibility, individual customization, fairness, transparancy
The ‘flexible working’ in the Netherlands*(fit workforce = fit business)
1. Productivity: +14%
2. Key driver to stay: 90%
3. Cost reduction/FTE: -5 to -10%
4. Illness rate amongst flex workers: 4,2 to 2,5%
5. Engagement levels: +10 to +30%
*Virtual office/Home office
‘Taken as a whole, you can see that our commitment to corporate responsibility
supports our sustainable employee engagement policy, which, in turn, is critical to the customer relationship that is the basis of
our year-end results. It all hangs together.’
Stephen Green, Group Chairman, HSBC Holdings plc, UK
Theme 3:Globalization/Reversed Globalization
3. 1. Collaborative work, network structures, global teams
2. Resulting in more autonomy, from ‘hours worked’ to performance & results
3. Job definition: broader, generalized, independent
4. Global standards, local customization
5. Reversed globalization: protectionist policies began to rebuild barriers to free movement of people
REN Jianxin, President, #1 China National Chemical Corporation
(ChemChina), China
“We see many enterprises around the world cutting jobs because of the financial crisis, and
we work with leading human resource consultancies to recruit more Western
professionals”.
Agenda
• Background presentor
• Turbulent times and HR
• The future of work
• 3 recurring themes
• Is Europe any different from the rest?
• Is HR fit for the future?
Is Europe any different from the rest?
3
1. More complex: countries, languages, legislations, different speed of development/recovery,…
2. Unification AND protectionism: European union versus local politics
3. Demographics: Europe/US versus Asia/Latin-America
4. HR Analytics - Evidence based HR: Europe/Asia lagging far behind US/UK
Requires tailor-madeapproach from HR!
Agenda
• Background presentor
• Turbulent times and HR
• The future of work
• 3 recurring themes
• Is Europe any different from the rest?
• Is HR fit for the future?
HR fit for the future?
Resources,Availability,Retention
Employee expectations
Globalization,Reversed
globalization
DoelAfter the turbulence:HR needs to…
• …harden up!• …become data-driven!• …more science into management!• …become more externally focused!
• customers & markets • social - economical - financial trends
Thanks!
Contact:[email protected]
LinkedIn with us:www.linkedin.com/in/luksmeyers
www.linkedin.com/in/jeroendelmotte