Art or science any preference in decision making

ART OR SCIENCE IN DECISION MAKINGHR Tech Spring 2016 / Dirk Stoltenberg, Head of HR

March 3, 2015 | Slide 3

SUSTAIN BY OUTPERFORMING YOUR PEERGROUP


.....OR ...BY FINDING THE NICHE?


TIPPING THE BALANCE


SCORING HIGH ON AGILITY PAYS OFF

Source: Center of Effective Organizations, University of Southern California


STRATEGIZE DYNAMICALLY

Shared purpose Purpose other than profit & growth and business model are known. Values embedded drive behavior on a daily basis

Change-friendly identity

Sense of „Who we are“ and „What inspires us“. Strategy encourages the organization to change

Robust strategic intend

Current strategy is relevant in and concruent to the actual market conditions. Held flexible enough to change on short notice

PERCEIVE CHANGE

Sensing People are keen to explore the future deeply. Many people maintain continuous contact with parts of the business environment

Communicating Unfiltered information from the environment goes rapidly to decision makers. Communication goes seamless between top down & bottom up.

Interpreting Information gets evaluated against firm‘s identity, intent, business model, and risk tolerance

Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company

ROUTINES OF AGILITY (1)


TEST & EXPERIMENTSlack in resources

Capable resources (people, money, time, tools) are available and can be readily deployed to experiment with new ideas

Risk Management

Experiments are bounded by agree-upon criteria for judging success and failure. The possibility of failure is accepted, as a vehicle for learning

Learning Experience with running experiments is captured and applied with each „new round“, so that the company‘s capabilities are continuously improved

ROUTINES OF AGILITY (2)

EXECUTE CHANGE

Management and organizational autonomy

Executives delegate sufficient authority to line and business managers so that the company can execute changes with success. There‘s no second guessing from headquarters but alignment with basic strategic objectives

Embedded change capability

The pragmatic ability to change collective habits, practices, and perspectives is embedded in line operations, not isolated in staff groups

Performance management

Clear, unambiguous, accepted performance measures and goals are set upon business drivers with rewards that matters

Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company


AGILITY ENABLING CULTURE

Source =


USE CASES OF AGILITY

Source = Schlumberger @ Oil&Gas HR Conference 2015


CASE 1 - EXPERIMENT BUSINESS PRACTICES @ HR

2011

2012

2013

Source = ABB Asea Brown Boveri Ltd – Global Master Data 2011-13


Case 2 – Perception is Data

Source = ABB Asea Brown Boveri Ltd – Global HR Net Promoter Score 2013


More Important though – Decision Making !

Source = ABB Asea Brown Boveri Ltd – Global Talent Review Metrics 2013


Case 3 – Experiment @ Labormarket

Source = MOL Oil & Gas Group, Hungary


Case 3 – Market Intelligence @ Labormarket

Find out who is your competitor

Learn which platforms they use

Check out the agencies they use

Measure how long they need to fill their vacancies

Get the details of their ads

Optimise your Marketing- and Search strategy.

Source = apetito @ TextKernel 2016


Search your own database

Dig into candidates details

Send candidates to hiring mgr

Compare candidates

First overview of match

3.1 – Analyze your Application Tracking System


Explore external candidate pools

Get out of your comfort zone.Contact them.

Be an Active Sourcer ;-)

Check out candidates where you find them

3.2 – Profile multi platform search

Art or science any preference in decision making

Presentations & Public Speaking

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