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Transcript of Hr roundtable 120323

Innovation in HR Management

Tim A. Ackermann

Munich, 23. February 2012

ATTRAKTIVE ARBEITGEBER 2020

SUMMARY

Was werden Arbeitnehmer in Zukunft von einem Arbeitgeber erwarten?

Welche Arbeitnehmer werden Arbeitgeber in Zukunft finden?

Welche Megatrends werden die Marktteilnehmer beinflussen?

Was knnen Unternehmen und HR tun, um diese Trends aktiv zu managen?

THE FUTURE WORKPLACE

1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity

2. Knowledge Economy

3. Globalization

4. Digital Workplace

5. Ubiquity of Mobile Technology

6. Culture of Connectivity

7. Participation of Society

8. Social Learning

9. Corporate Social Responsibility

10. Millennials in the Workplace

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

QUESTION

Which generations are currently building the workforce,

how are they determinated and different?

MULTIGENERATIONAL CORPORATIONS

Generation Major Influence Broad Traits Defining

Invention

Traditionalists Wars Sacrifice, loyalty, discipline,

respect for authority

Fax

Baby Boomers JFK, moon landing,

Flower Power

Competitive, hard work, long

hours

PC

Generation X MTV, AIDS, Berlin

Wall, Tchernobyl

Self-reliant, w/l balance,

independence, eclecticism

Mobile phone

Millennials Internet, 9/11,

Global Warming

(NGOs)

cyberliteracy, tolerance, diversity,

confidence, immediacy

Google &

facebook

Generation 2020 Social games,

recession, flat world

Mobility, hyper-connectedness,

e-reading, media savvy

Apps

QUESTION

What are possible challenges in an intergenerational

workforce?

MULTIGENERATIONAL CORPORATIONS

1. Traditionalists and boomers are as likely to be web contributors as millennials are

2. Boomers and Gen X look for a work life home life balance; Millennials see work as part of life

3. Millennials and Gen X place a high importance on working for a company that develops

their career and their life skills

4. Millennials are likely to select an employer based on the ability to access the latest tools

and technology

5. Traditionalists and boomers place high importance on a manager who understands age

diversity in the workplace

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

MULTIGENERATIONAL CORPORATIONS

Traditionalist Baby Boomers Generation X Millennials

Style Formal Semi-formal Not so serious;

irreverent

Eye-catching; fun

Content Detail; prose-style Chunk it down but

give me everything

Get to the point. If and when I need it,

Ill find it online

Context Relevance to my

security

Relevance to the

bottom line and

rewards

Relevance to what

matters to me

Relevance to now,

today and my role

Attitude Authority and

hierarchy

Rules Cynic and skeptic Mediocrity

Speed Time frame Available, handy Immediate 5 minutes ago

Frequency Digestible As needed Whenever Constant

SOURCE: DELOITTE CONSULTING, IABC

SOCIAL MEDIA USAGE

Inactive

Traditionalist Spectator

Baby Boomer Contributor

Generation X Creator

Millennials

TECHNOLOGY TRENDS

TECHNOLOGY TRENDS

QUESTION

What is social media and what is it used for?

SOCIAL MEDIA

Media Users Attributes Utilization

Facebook 800mio,

55% female

Share interests, Connection is

permission based

questions, Share content

created elsewhere, news

LinkedIn 100mio,

59% female

Professional facebook, connection via contacts

Find people, connect in

groups, company information

Foursquare 15mio, 20%

female

Checking into place via mobile

devices

Track and reward customers

YouTube 158mio,

50% female

Sharing videos with a few

clicks

Product information,

interviews

Twitter 250mio,

55% female

Follow anyone, fast

information (140c)

Breaking news, connect, live

events

Pinterest 10mio, 55-

70% female

Quickly share pictures, visual

newsfeed

Products, previews of blog

posts

QUESTION

Why are we using social media in our private life and why are we not (that much)

in business?

SOCIAL MEDIA Life

We're usually invited to participate by people we know and trust. There are specific things we want to do with the other people

involved,

We get something back from participation We have control over who sees our information. The applications are intuitive The applications are well-tuned to support the specific tasks we

want to perform and their features are regularly rated and refined.

Work

Often we're instructed to use it by someone in authority Little of what we actually get paid to do requires input from the

majority of the network.

Participation feels like dropping pearls into a black hole We have no control over who sees our information The site is unattractive and requires a manual to get started. The software is generic and requires a work-around

SOURCE: TAMARA ERICKSON, HBR

TOP 10 EMPLOYER CHARACTERISTICS

1. Strong values

2. Future skills development

3. Flexible benefits and rewards

4. Ability to blend work and life

5. Reputation / Employer brand

6. Career pathing

7. Corporate social responsibility

8. Remote work

9. Pay for education

10. Social/cultural fit (colleagues as friends)

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

WORKFORCE ENGAGEMENT MODEL

Principles

Collaboration

Authenticity

Personalization

Innovation

Social Connection

Values, Brand, CSR

Demonstrated by

Social Recruiting Social Learning Accelerated Leadership

Ueber-Connection

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

SOCIAL RECRUITING

Traditional Recruiting Social Recruiting

Fairs Social Networks

Job boards/ads, search firms Crowdsourcing

Interviews You Tube channels, Skype

Website Twitter, YouTube, facebook,

Company Presentations

Alumni Management

SOCIAL LEARNING

Context based User generated

Competency based

User generated

Context based Organization

created

Competency based

Organization created

Formal learning

Experimental Learning

Peer-to-peer learning

Mentoring

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

THE 202O LEADER

Collaborative Mind-set

Inclusive decision making Genuine solicitation of feedback

Developer of People

Mentors and coaches team Provides straight feedback

Digitally Confident Uses technology to connect to customers and

employees

Global Citizen Has a diverse mind-set Prioritizes social responsibility

Anticipates and builds for the

future

Builds accountability across levels Champions innovation

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

1. You will be hired and promoted based upon your

reputation capital

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

2. Your mobile device will become your office, your

classroom, and your concierge

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

3. The global talent shortage will be acute

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

4. Recruiting will start on social networking sites

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

Questions

How many followers do you have on Twitter? LinkedIn? How many from your industry?

How many recommendations do you have on LinkedIn?

Can you share your (relevant) blog?

PREDICITIONS FOR 2020

5. Web commuters will force corporate offices to reinvent

themselves

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

6. Companies will hire entire teams

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

7. Job requirements for CEOs will include blogging

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

8. The corporate curriculum will use video games,

simulations, and alternate reality games as (key)

delivery model

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

PREDICITIONS FOR 2020

9. A 2020 mind-set will be required to thrive in a

networked world

Social participation

Thinking globally

Ubiquitious learning

Think big, constant improvement

Cross-cultural power

SOURCE: MEISTER&WILLYERD,