In this document you will find additional information on each plug in by clicking the appropriate box.

Transcription

1 Today we present you the latest version of the Talent Management Roadmap. Two mindsets on sustainable HR were added: - Corporate Social Responsibility - Business Model In this document you will find additional information on each plug in by clicking the appropriate box. We hope you will enjoy using it, and we look forward to receiving your ideas so the model can continue to improve. Do not hesitate to contact us for more information or if you have questions: or talentroadmap@hudson.com.

2 CORPORATE SOCIAL RESPONSIBILITY BUSINESS MODEL HR MINDSET: OPERATIONS TO STRATEGIC INTEGRATION Building talent as an integrated business driver - Building capabilities Approaching talent systematically as a consequence of the business planning process Ensuring consistency of the HR process Carrying out ad hoc activities - mostly operational Revise/adjust the Business Model so that it meets the current needs of today s generation, without harming the capacity of future generations to satisfy their needs. Revise/adjust existing processes so that a more well-considered interaction arises between the own organisation and the market/ society. Clear existing processes of unnecessary burden such as costs, nuisance and pollution Charity and sponsoring/ tax optimisation Integrate future market/social needs with the strategy and the mission of the organisation. Cyclically determine and adjust and/or improve problems in the Business Model. Align all resources and processes needed to achieve current results Maintain current processes en search for possible (ad hoc) optimisations.

3 Corporate Social Responsibility - 1 Building talent as an integrated business driver Building capabilities Revise/adjust the Business Model so that it meets the current needs of today s generation, without harming the capacity of future generations to satisfy their needs. CSR is strategically embedded in the organization and is the main driver for the management to review the complete business model in the light of the economic, environmental and social needs of both the current and future generations. CSR is part of the culture of the organization, where the organization continuously seeks for communication with all its stakeholders, both internally (shareholders, collaborators) and externally (clients, suppliers, community, ) to get to know their needs and to incorporate these needs. On each level within the organization all initiatives are tested against the CSR principles before they are executed. CSR is the pivot of the HR strategy, where values, competences, programs and processes have the objective to align the behavior of the employees with the CSR guidelines

4 Corporate Social Responsibility - 2 Approaching talent systematically as a consequence of the business planning process Revise/adjust existing processes so that a more well-considered interaction arises between the own organization and the market/ society CSR is part of all organizational processes and the social relevance of the goals of the organization are regularly discussed upon by debating with both society and the market. The organization systematically integrates economical, environmental and social considerations into the operational management, without harming the interests of all stakeholders, both internally (shareholders, collaborators) and externally (clients, suppliers, society, ) The organization cyclically does CSR check-ups on all processes in the framework of a continuous improvement process, making use of an extensive set of specific instruments. All members of the management board, line management and collaborators take actively part in workshops to screen the processes and set up improvement actions in order to integrate CSR into the whole organization. The social component proves to be an essential part of a sustainable HR strategy with for example diversity policy, age-conscious remuneration, lifelong learning,...

5 Corporate Social Responsibility - 3 Ensuring consistency of the HR process Clear existing processes of unnecessary burden such as costs, nuisance and pollution The organization integrates economical, environmental and social considerations (profit, plant and people) in certain parts of the operational management, with a clear internal focus. The organization regularly does a CSR screening of certain processes with the aim to develop an improvement process. The improvement actions are mainly aimed at the elimination of costs, nuisance and pollution starting from a social engagement and external presentation of a certain image. In many cases the board, line management and employees take actively part in workshops to screen the processes and set up improvement actions, in order to make the employees conscious about CSR. Starting from the human component of CSR (people), HR takes the initiative to screen the HR processes on sustainability and takes necessary actions.

6 Corporate Social Responsibility - 4 Carrying out ad hoc activities - mostly operational Charity and sponsoring/ tax optimisation The organization occasionally sponsors events and manifestations to help to collect money for charity, in exchange for publicity. Every year, the organization foresees a budget for charity, the extent of which will depend on what is financially possible. Social responsibility, tax deductibility and the external presentation of a sustainable image are the key drivers for charity contribution. In a lot of cases HR takes the initiative or is the facilitator of suchlike initiatives and provides the employees of the organization with facilities to take part in these manifestations during the working hours.

7 Business Model - 1 Building talent as an integrated business driver Building capabilities Integrate future market/social needs with the strategy and the mission of the organization. The management board makes an estimation of future social and economical needs and incorporates them into the strategy of the organization. The organization detects social and economical trends in a systematical way and, therefore, debates with different stakeholders, opinion leaders, academics, politicians, Innovation and continuous optimization of the business model are part of the organizational culture and are decisive for the behavior of the employees. The management board foresees a strategy that goes further than the given mandate. The strategy of the organization leads to proactively mapping the necessary resources and investments, and foresees enough flexibility to quickly anticipate on the changing market conditions.

8 Business Model - 2 Approaching talent systematically as a consequence of the business planning process Cyclically determine and adjust and/or improve problems in the Business Model. The organization cyclically executes audits on all the organizational processes and has drawn up a structure to initiate and develop improvement actions, within the framework of continuous improvement. The entire management board, line management and all employees will be actively involved, each on their own level, in the evaluation of the business realizations (lessons learned) to think about the future, to align processes and develop improvement actions. This input is used to adjust the business model of the organization and align it with the current and future needs of the market. By means of a multi-year plan, the organization decides on the resources and investments, and builds on flexibility to be able to quickly anticipate on changing needs of the market, to realize growth.

9 Business Model - 3 Ensuring consistency of the HR process Align all resources and processes needed to achieve current results. The organization aligns the organizational processes and makes them internally consistent in order to realize the organizational goals. By means of a multi-year plan the organization decides on the resources and investments which are necessary for the realization of normal growth. The business model of the organization is not called into question, the organization is rather reactive with reference to evolutions on the market. Regularly, the organization, in consultation with the collaborators, organizes audits for certain critical processes, in order to develop an improvement process. Work methods that have proven to be successful in the (recent) past are being used as a reference for the current and future approach of the market.

10 Business Model - 4 Carrying out ad hoc activities - mostly operational Maintain current processes en search for possible (ad hoc) optimisations The organization foresees in a normal organic growth, which is in line with the current conditions and expectations for the market. The organization focuses on maintaining existing organization processes and structures. For recurrent problems or incidents one will mainly take ad hoc initiatives to make improvements. The business model of the organization has not really been made explicit.