Agenda. 1. HR Function s Historic Evolution. 2. Pressure on HR To Transform. 3. HR Transformation. 4. A Strategic Approach When Transforming HR

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1 Co-Author of:

2 Agenda 1. HR Function s Historic Evolution 2. Pressure on HR To Transform 3. HR Transformation 4. A Strategic Approach When Transforming HR 5. The 2020 HR: 5 Position Statements & Chief HR Officer s Role Profile 6. Passion & Human Resources

3 "In less than 10 years, the scarcest resource for a company will be people And yet, only 15 % of companies plan their workforce more than 3 years in advance BCG & European Association for People Management 2009

4 How Time Is Spent In Human Resources MERCER Survey

5 The HR Function s Historical Evolution Approximate Dates 1920s-1930s 1940s-1970s Key Business Issues HR Roles Typical HR Titles Organic Growth New Technologies Diversification Competition Hiring, Training, and Caring for Employees Productivity Negotiations Personnel Officer Employee Relations/ Labor Relations 1970s-1990s International Competition Survival Shift to Service Globalization Innovation Reinvention Downsizing Leadership Change Programs Performance Management/ Rewards Talent Development Strategic Capabilities Human Resources Manager HR Business Partner Human Capital Consultant Complexity Adapted From MERCER Delta Consulting Sustainable Growth Performance Consultant Engagement Expert Change Master Frankfurt Conference Oct 11&12, 2010 Engagement Officer Chief Motivator Performance Coach

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7 Added Pressure On HR To Justify Its Existence Or Transform

8 The HR Transformation Promise A Fairytale?! Considerable cost savings through automation & out- sourcing of routine transactional tasks & creation of shared services More complete, accurate & useful people information management through databases and HRIS systems Improved accessibility and selfservice through 24/7 online and call center support for routine operations Consistent policy application across locations due to centralisation of decision making in shared systems Upgraded capabilities through centres of excellence for nonroutine tasks Less routine work = more time for HRBPs to perform as strategic business partners

9 A Lot Of Talk.. And Action, But Not Enough Progress! MERCER HR Consulting Global HR Transformation Study 2011

10 Agenda 1. HR Function s Historic Evolution 2. Pressure on HR To Transform 3. HR Transformation 4. A Strategic Approach When Transforming HR 5. The 2020 HR: 5 Position Statements & Chief HR Officer s Role Profile 6. Passion & Human Resources

11 Realising The Economic Value Of People Management Companies that are highly capable in 3 key HR topics 1.Leadership Development, 2.Talent Management, 3.Performance Management consistently enjoy better economic performance than those less capable: Up to 3.5 times the revenue growth Up to 2.1 times the average profit margin Boston Consulting Group & WFPMA in 2012

12 A Possible Approach For HR Transformation: 3 Focus Areas 2012 Boston Consulting Group/WFMPA - Propriety web survey & analysis with Executives worldwide

13 HR Capabilities: HR Self Assessment vs. LM Assessment 2012 Boston Consulting Group/WFMPA - Propriety web survey & analysis with Executives worldwide

14 Beware Of Generational Differences When Transforming HR Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003

15 The stock price is determined by how much money you make. The other 50% is what the analysts are calling the intangibles. And it s confidence in your future earnings. Dave Ulrich

16 HR in 2020 [5] Position Statements By Navid Nazemian

17 [1.] Successful HR People Are Passionate Connaisseures Frankfurt Conference Oct 11&12, 2010

18 [2.] HR Has Aligned Organisational Capabilities

19 [3.] HR Is A Valued Business Partner

20 [4.] HR Delivers A Clear ROI, Measured In Hard Numbers

21 [5.] Non Value Adding, Transactional HR Work Is Outsourced

22 Don t Forget the PASSION!

23 Back Up Slides Co-Author of:

24 Dave Ulrich s HR Competence Model Strategic / Future Orientated Strategic Business- Partner Change Agent Process Orientated People Orientated Administrative Expert Performance Coach Dave Ulrich, The RBL Group 1997 Operational / Day to Day Work

25 Dave Ulrich s HR Competence Model Organization Capabilities Talent Mgr Org Designer Culture & Change Steward Strategy Architect Systems & Processes Operational Executor Business Ally Relationships Credible Activist HR Professionalism Dave Ulrich, The RBL Group 2007

26 Dave Ulrich s HR Competence Model Dave Ulrich, The RBL Group 2012