HRTrends–AFuture forHR ChristianVölkl ......HRTrends–AFuture forHR...
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May 2015 HR Trends – A Future for HR Christian Völkl, HRpepper Management Consultants
Transcript of HRTrends–AFuture forHR ChristianVölkl ......HRTrends–AFuture forHR...
May 2015
HR Trends – A Future for HRChristian Völkl, HRpepper Management Consultants
Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
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Up to 1913 Up to 1945 Up to 1975 Up to 1995 Up to today Future
Social welfare Payroll office Personnel-‐‑‒management
Human Ressource Management
Strategic HR ??
• Protection and safety (e.g. childrensʻ‘ work)
• Professiona-‐‑‒lization
• Work conditions
• Around ca. 1970: specialized HR function
• HR-‐‑‒Controlling
• C&B models as lever to increase productivitiy
• (Strategic) Business Partner
• Change Agents
• CoC / CoE• HR SSC
?
From protection to administration to strategic function
Where do we come from?
© Dave Ulrich© EDEKA© bpk
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“If HR does not force its way into the heart of strategic planning in organizations, it will default to a technical and transactional dead end.”
Helen Drinan Former president and CEO, Society for Human
Resources Management
Bild: © ACEA 2012/ Gilles Martin-‐‑‒Raget
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Just cannot hear it any longer...
5 HR Trends -‐‑‒ A Future for HR
Strategic Partner
Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
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Results of current consultancy studies
Do these trend observations provide true guidance for HR?
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Source: 2013 Kienbaum Management Consultants
Source: 2015 Bersin by Deloitte
Source: 2014 BCG and WFPMA
Google Search Requests for Demographics & Employer Branding
Not exactly what you would call a trend...
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Demographics
EmployerBranding
Search Requests for Diversity Management & Innovation Management
Not exactly what you would call a trend...
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Innovation Management
Diversity Management
Certainly a trend: Business models at risk
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The only thing for sure is that hardly anything is certain...
Bus
ines
s M
odel
Can
vas
desi
gned
by
Bus
ines
s M
odel
Fou
ndry
AG
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Successful business models satisfy customer needs with experience-‐‑‒based value propositions
Not a trend but a fact: Customer experience at the heart of ever more business models
Enterprise Perspective
Experience
Customer Perspective
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The product...
05 | 2015 HRpepperHR Trends -‐‑‒ A Future for HR13(Foto: http://news.starbucks.com)
...the experience....
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Positive Kundenerlebnisse
(Foto: http://www.flickriver.com/photos/eriq/tags/starbucks/)
(Foto: http://sallison.blogspot.de/2010_̲09_̲01_̲archive.html)
...the desired outcome...
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Ohne Kundenerlebnisse
(Foto: http://i.bnet.com/blogs/oracle-‐‑‒sues-‐‑‒google-‐‑‒over-‐‑‒java.jpg)
...the product without the experience!
What kind of work-‐‑‒related experiences enable employees to provide exceptional customer
experiences?
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Quiz question
Meaning is the new money!
What does Google say?
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Meaningful Work
Strategy development
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Linking strategy development with strategy deployment̶—itʻ‘s the experience, stupid!
Customer and employee experience as focal points for institutionalizing business models
Experience
EEmp Cust
Orientation
Work
Identity Brand
Strategy deployment
Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
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- Interaction (e.g. leadership behavior) - Messages (e.g. information, content)- Artefacts (e.g. work contract)
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For providing meaningful employee experiences, HR can design the experience itself, the work system as well as the mechanisms for orientation
Employee Experience Design
Employee CustomerE
Identity Brand
Work
- Organization (e.g. roles)- Processes (e.g. interfaces)- Connectivity (e.g. social media)
Orientation
- Guidance (e.g. vision, mission) - Regulation (e.g. KPIs)- Appreciation (e.g. rewards)
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Creating value from untapped needs: Designing the employee experience as a mandate for a strategic Human Resources function
Employee Experience Design (EED)
„EED summarizes the practice of intentionally designing HR products, services, events, and organizational environments with a focus on the quality of the employee experience and organizationally relevant experiences.“
(Source: Wikipedia)
Source: Personalmagazin, Ausgabe 06/2014, www.personalmagazin.de
Weʻ‘re looking forward to a stimulating discourse with you.
HRpepper GmbH & Co. KGaA
Tempelhofer Ufer 11, 10963 Berlin
T +49 30 2593575 0
F +49 30 2593575 5
