Coffee Break Cut: Reshaping The Present, Reimagining The Future
Transcript of Coffee Break Cut: Reshaping The Present, Reimagining The Future
6 February 2015
Coffee Break CutReshaping the present, reimagining the future
HR Directors Business Summit 20153 – 4 February 2015
The ICC, Birmingham, UK
Oracle.com
6 February 2015 Oracle.com
Welcome to Coffee Break Cut, our condensed review of the
thought and insights we’ve just shared and enjoyed this
week at the HR Directors Business Summit 2015.
These are exciting times for HR. As our focus expands beyond
our businesses and out towards the world they serve, as HR
practitioners we are increasingly well placed not just to
anticipate the future, but to help shape it.
It will be a challenge, but I, for one, can’t wait to see what we’ll
create.
Andy Campbell
HCM Strategy Director, Oracle
6 February 2015 Oracle.com
We are at a crossroads in HR. New ideas
will shape who we are and what we do.
It’s no longer about what’s next in HR, it’s
what’s next for the business.
We have truly moved into a new age of
HR: the age of Outside-In.
Dave Ulrich
Professor of Business, The Ross School of Business
6 February 2015 Oracle.com
Who are the customers of HR? People say the
employees, but it’s your business’s customers.
So, are we connecting what we do in HR to the
key stakeholders of the business?
Dave Ulrich
Professor of Business, The Ross School of Business
It’s time to think:
6 February 2015 Oracle.com
Look at the wider market context and ask how
HR can play a role in achieving your goals…
…HR professionals need to be anthropologists,
not just architects.
Dave Ulrich
Professor of Business, The Ross School of Business
Moving beyond the walls of
your company
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Now HR is at the top table, we need to shape:
•Talent
•Culture
•Leadership
In order to ensure they anticipate and serve the
needs of the business’s customers.
Dave Ulrich
Professor of Business, The Ross School of Business
6 February 2015 Oracle.com
How come some teams succeed where others
fail? It’s all about the people.
Talent =
competence (ability to do work)
x commitment (willingness to do work)
x contribution (emotional presence)
Mark Gallagher
Author and Former Senior Executive, F1
Dave Ulrich
Professor of Business, The Ross School of Business
Talent
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Investment in management training leads
to a 32% increase in productivity.
But look beyond the obvious to find out
more about individuals and discover
whispering talent.
Ann Francke
CEO, CMI
Dr Caroline Curtis
Head of Talent, Succession and Development, Santander
Therefore we need to provide training…
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We need to find a 21st century way to help
people learn and use tools to help support our
need for knowledge, using both formal and
informal learning environments.
JoEllyn Prouty McLaren
CEO of Executive Education, Cass Business School
We need to continue to explore new
ways to train our staff…
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To know how people are different is
spectacularly practical.
My biggest concern when it comes to diversity
is invisible difference. I worry we overlook
introverts.
Liz Bingham, OBE
Ambassador for Diversity and Inclusiveness
Earnest & Young
… with programmes that support every
type of individual
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Wellbeing programmes should be a mandatory
for all businesses – it’s clear to see the ROI.
The top objective of wellbeing is improving
health as an indirect driver of productivity,
morale and engagement.
Dame Carol Black
Expert Advisor on Health and Work, Department of Health
We need to ensure wellbeing…
6 February 2015 Oracle.com
Board-level intervention will make a difference.
A board member responsible for health and
wellbeing will push the agenda forward.
But when you analyse the diary of CEOs,
despite claiming them to be their biggest asset,
they dedicate very little time to their people.
Lord John Browne
Former CEO, BP
Which should be driven from the top of the
organisation
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It’s no use just providing free fruit. If someone’s
unhappy, they’ll go for the Mars bar.
It’s an expensive issue to ignore, with the
average cost of absenteeism and
presenteeism amounting to 7.84% of a
company’s wage bill.
Dame Carol Black
Expert Advisor on Health and Work, Department of Health
And have an holistic scope
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If people feel like they are fulfilling
some sense of personal mission they
will feel a bigger affinity to the employer.
For 43% of Generation Y CEOs the
primary focus is their personal mission.
Adam Kingl
Executive Director of Learning Solutions, London Business School
And we need to enable fulfilment
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What is at the heart of a life well lived?
• FunEnjoying what you do every day
• SocialHow much time you spend with people you love and who love you
• FinancialThe stability of earnings
• PhysicalBeing able to do what you want to do, day in and day out
• Community wellbeingHow involved you are with something bigger than yourself
Peter Flade
Managing Partner, Gallup
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Generation Y want:
•Work-life balanceThey require a flexible, fluid work week
•Organisational cultureThey feel a greater affinity to their colleagues than the organisation
•Promotion opportunitiesThey want meaningful progression
Adam Kingl
Executive Director of Learning Solutions, London Business School
And what about the leaders of tomorrow?
What matters to them?
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7 organisational principles of engaged
workforces
1. Promoting involved and curious leaders
2. Having a cracking HR function
3. Getting engagement right before refining the mission
4. Never using a downturn as an excuse
5. Realising engagement is a local phenomenon
6. Managing performance and holding people to account
7. Never pursuing engagement for its own sake
Peter Flade
Managing Partner, Gallup
6 February 2015 Oracle.com
Culture becomes our identity. Will
your culture reflect what customers
are promised?
Dave Ulrich
Professor of Business, The Ross School of Business
Culture
6 February 2015 Oracle.com
Culture is only a source of value
if it matches what the customer wants.
Value is defined by the receiver,
not the giver.
HR should now anticipate what
customers want and need, and bring
that into the company.
Dave Ulrich
Professor of Business, The Ross School of Business
Make sure to connect culture to customers
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Managers have the primary
responsibility for talent and culture.
Dave Ulrich
Professor of Business, The Ross School of Business
Culture starts from the top
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15% of the time talent wins, the rest of
the time the team wins.
If you have 1,000 really thoughtful people
thinking about how to improve, you’ll make
a lot more progress than if you have 100.
Dave Ulrich
Professor of Business, The Ross School of Business
Reed Hastings
CEO, Netflix
But it’s not just about one person
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It has been proven that 82% of the time
that with the right training you can
coach people to fit your culture.
Mark Ellis
Core Group Member, Engage for Success
And with the right training more
people can buy in to the culture
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High-engagement organisations
have 20% higher operating income
than their peers.
Angus Ridgway
CEO and Co-Founder, Potentialife
Because ultimately, engagement and culture
improvements drive business change
6 February 2015 Oracle.com
Formula for impactful leadership =
Intent x (clarity + consistency)
Simon Tyler
Speaker, Mentor, Author, The Impact Code
Leadership
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• Attraction
• Allure
• Advocacy
• Engagement
• Action
Simon Tyler
Speaker, Mentor, Author, The Impact Code
Attributes of a leader:
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Leadership is a behaviour that can be shown
by anyone at any level in the organisation.
Knowing what leadership is doesn’t make you
a leader, change has to be behavioural.
Mark Gallagher
Author and Former Senior Executive, F1
Angus Ridgway
CEO and Co-Founder, Potentialife
But leadership doesn’t have to come from
the top
6 February 2015 Oracle.com
The single most powerful tool for driving
performance and engaging with others is an
honest debrief. Leaders have to be able to
acknowledge their own mistakes and
employees have to be able to challenge
upwards.
Jas Hawker
Former Commanding Officer, RAF Red Arrows
And can be bottom up, as well as top down
6 February 2015 Oracle.com
Do you have good credit
worthiness in leadership?
30% of investment
decisions are based on
whether your company
have good leadership.
Dave Ulrich
Professor of Business, The Ross School of
Business
Good leadership = company value
6 February 2015 Oracle.com
5 easy steps to a management makeover
1. Stop excluding, start including
2. Stop controlling, start coaching
3. Stop confusing, start clarifying
4. Stop resisting change, start embracing
5. Stop competing, start collaborating
Ann Francke
CEO, CMI
6 February 2015 Oracle.com
Good work and good workplaces lead to
employee wellbeing and engagement leads to
increased productivity and quality of produce leads
to improved economic performance that’s good for
society.
Dame Carol Black
Expert Advisor on Health and Work, Department of Health
Bringing it all together is vital for the
business
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6 skills for good HR people
• Strategic positioning
• Credible activist
• Capability building
• Technology proponent
• HR innovator and integrator
• Change champion
Dave Ulrich
Professor of Business, The Ross School of Business
Develop the right competencies for HR
6 February 2015 Oracle.com
• Your business model
• Your market context
• Your horizons
• Your business differentiators
• Your global footprint
• Your core beliefs
Hugh Mitchell
Chief Human Resouces and Corporate Officer, Shell
Look at HR from the outside-in through 6
lenses
6 February 2015 Oracle.com
How to gather better data on your people:
• Decentralise engagement
• Survey frequently and link to events
• Make surveys actionable, trustworthy, and fun
• Make the tools you use consumer grade
Tom Mardsden,
CEO, Saberr
Alistair Shepard
Founder, Saberr
Use data and analytics to bridge the gap between
people and outcomes
6 February 2015 Oracle.com
We are drowning in solutions - we
need to think harder about the
cocktail we create for our
organization, and not just push every
pill in the pharmacy
Hugh Mitchell
Chief Human Resources and Corporate Officer, Shell
But don’t do things piecemeal. Think of the
bigger picture
6 February 2015 Oracle.com
6 Ds to shaping the future of work:
DollyWe’re no longer living in the age of 9-5
DiversityYou will need to create common ground for 4 different generations in one workplace
DilbertCubicles are a thing of the past. We need to re-think working spaces
DistanceWe need to tools to ensure our workforce doesn’t fragment as we cease to share physical space
DroidsInevitably, more jobs will become automated
Dr No Despite the protestations of IT managers, BYOD is the future
Dr Nicola Millard
Customer Experience Futurologist, BT
And keep looking to the future
6 February 2015 Oracle.com
Our responsibilities don’t stop with
the people on the payroll, we need to
engage with society as a whole to
ensure that our values, our culture
and the outcomes they lead to are
relevant.
Hugh Mitchell
Chief Human Resources and Corporate Officer, Shell
And remember
6 February 2015 Oracle.com
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