TALENTUDVIKLING & NYE HR TRENDS

Transcription

1 Casper Nielsen 2BM Tlf.: Nextwork netværksmøde: Talentudvikling & Nye HR Trends 14. November 2012

2 Lidt om mig Regnskabsassistent Cand. Oecon Research Associate - Heidrick & Struggles HR Konsulent Nomeco A/S Talent Management Specialist Vestas Wind Systems A/S Talent Management Senior Konsulent 2BM A/S Page 2

3 Hvem er 2BM? 2BM er grundlagt i år 2000 Vi er i dag +50 konsulenter i Danmark Vi beskæftiger yderligere ca. 25 freelance konsulenter Vi har kontor i København, Århus og Ålborg. 2BM HCM Mobility Freelanc e Mgt. Consulti ng 3

4 Agenda HR Trends Kaffepause Nye trends indenfor HR - gruppe arbejde Strategisk Talent Udvikling 4

5 HR Trends Flere kilder Boston Consulting Group Deloitte Business Consulting Workplace

6 Kræfter der påvirker HR Trends Globalisering Demografi Sociale medier År 2020: global adgang til markeder og talent vil omforme erhvervslivet År 2020: fem generationer vil arbejde side-omside i rganisationer. I færre erhvervsaktive end i dag År 2020: sociale medier vil forbinde medarbejdere, kunder og partnere med øjeblikkelig information 6

7 Fakta om demografi By 2030 Western Europe will be short of some 45 million people to sustain growth. Between the 50 largest globally active European companies created more than jobs aboard while domestic markets declined by jobs Statistik på udvikling i arbejdsstyrken It is a statistical certainty that babyboomers retirements will create huge talent gaps. By 2020 the median age will exceed 47 in i.e. Germany and Italy 7

8 Procentdel pr. generation 2005 USA Y EU Y China Y USA X EU X China X USA BB EU BB China BB USA Trad EU Trad China Trad Page 8

9 Procentdel pr. generation 2010 USA Y EU Y China Y USA X EU X China X USA BB EU BB China BB USA Trad EU Trad China Trad 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% USA EU China Page 9

10 Procentdel pr. generation 2015 USA Y EU Y China Y USA X EU X China X USA BB EU BB China BB USA Trad EU Trad China Trad 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% USA EU China Page 10

11 Procentdel pr. generation 2020 USA Y EU Y China Y USA X EU X China X USA BB EU BB China BB USA Trad EU Trad China Trad 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% USA EU China Page 11

12 Demografiske ændringer og Gen Y 12

13 Gen Y og teknologi.. digital natives! Page 13

14 Glassdoor. Snart et aktuelt dansk fænomen Page 14

15 From a boss: 4. Will sponsor me for formal development programs 5. Is comfortable with flexible schedules 15 Top 5 Things Gen Y Want From their next organization: 1. Will develop my skills for the future 2. Has strong values 3. Offers customizable options in my benefits and reward package 1. Will help me navigate my career path 2. Will give me straight feedback4. Allows me to blend work with 3. Will mentor and coach me the rest of my life 5. Offers a clear career path Source: Meister & Willyerd, Harvard Business Review, May 2010

16 Human Capital trends Boston Consulting Group European Association for People Management 2039 respondenter 35 EUR lande 58 interviews Respondenter: Executives 16

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18 Human Capital Trends in In 2012, growth is job #1 Growth is the top priority for many CEOs in To make it happen, HR is boosting its capabilities in three key areas: emerging markets, mergers and acquisitions, and innovation 2. Operation globalization Many companies are shifting to globally integrated operating models, where the home country is just one of many markets 3. Fast-track to the top Developing the next generation of leaders to drive future growth 4. People risk is risky business In a world of black swans and growing uncertainty, HR s role in managing enterprise risk is expanding 18

19 Human Capital Trends in Seeing around corners Advanced tools are turning workforce data into powerful insights that help businesses navigate uncertainty 6. #social Social media and mobile devices are raising the bar on HR service delivery 7. Clouds in the forecast Cloud services are changing the way business operates, and HR has a key role in helping organizations adapt 8. Stay in front with an effective sales force A multichannel environment is creating the need for a different kind of sales force Source: Deloitte s annual report on trends in Human Capital Management 19

20 Kaffe pause Page 20

21 Gruppearbejde 15 min forberedelse 15 min plenum diskussion Hvad betyder HR trends for os? Hvilke trends mærker vi allerede og hvilke trends tror vi ikke for den store betydning? Hvilke krav til HR skaber de nye trends? Hvad gør I anderledes i dag I forhold til hvad I gjorde for bare 3-5 år siden prøv at fremskrive denne udvikling. Prøv at være så konkrete som muligt, stil skarpt på et bestemt område, udfordring (hvordan skal MUS se ud om 5 år, hvilke kompensationspakker, hvordan udnytter vi talent bedst set I lyset af dendemografiske udvikling? Page 21

22 DEFINING AND IMPLEMENTING A TALENT MANAGEMENT STRATEGY How to make Talent Management a significant business driver? - Business Execution Capability - Talent Management as enabler of business execution - The Talent Management Suite - Job performance components and fundamental Talent Management process Defining and implementing Talent Management strategy HOW? - Understand the context - Prioritze business execution drivers - Map and optimize key talent processes - Rethink design of talent processes - Manage change and leadership support 22

23 Business Execution Capability Strategy Business execution capability* Assets Business Results 23

24 Business Execution Drivers There is no single process or set of metrics that fully captures the concept of business execution capability. 24

25 The Talent Management Suite House of Talent Management KPI's and Analytics Strategic Workforce Planning Talent Aqusition Performan ce Manageme nt Compensa tion Manageme nt Successio n Manageme nt and Deployme nt Training & Developm ent Competency Management Leadership Principles Page 25

26 An integrated Talent Management Framework Right People Staffing, Promotions & Workforce Planning Right Way Performance Management, 360 & Compensation Right Things Goal Management, Collaboration & Compensation Who you are How you act What you achieve Attributes (Skills, Attitudes & Interests) Competencies Goals Right Development Succession, Career Development, 360, Learning & Collaboration Create learning through experience 26

27 Talent Management as Business Execution enabler Strategy Business execution capability* Assets Business Results Enables Business Results 27

28 DEFINING AND IMPLEMENTING TALENT MANAGEMENT STRATEGY HOW? 1 Understanding the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 4 Rethink design of talent processes 5 Manage change and leadership support Page 28

29 1 Understand the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 4 Rethink design of talent processes 5 Manage change and leadership support Page 29

30 The specific talent challenge and TM Maturity level (understanding the context) Company Culture Market, Customers & Competitors Strategic Drivers Company Culture HR enablers Previous learnings, Do s & Dont s Experiences Process Maturity, strategy, KPI s & HRIS The specific talent challenge Future need for talent and competencies Trends in demography & competencies Existing talent pool

31 Talent Management Maturity overview and recommendation Maintaining Talent Pipelines Influential Operational Maintaining Talent Pipelines Current State Forecasting Future Talent Needs Calibrated Coordinated Effort Career Growth Building Talent Pools Impactful Meaningful Goals Business Driven Development Selecting High- Performers Well Defined Aligned Goals Targeted Development Filling Positions Consistent TangibleGoals Right People Right Way Right Things Individual development planning Right Development Page 31

32 1 Understand the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 4 Rethink design of talent processes 5 Manage change and leadership support Page 32

33 Prioritize Business Execution Drivers 33

34 Mapping Business Execution Drivers to Talent Management Processes Alignment Productivity Right People Right Way Right Things Right Development Efficiency Sustainability Scalability Compliance General impact of Talent Management processes on business execution drivers Page 34

35 1 Understand the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 Rethink design of talent processes 4 Manage change and leadership support 5 Page 35

36 Map and optimize key talents processes Talent Management Maturity overview and recommendation Future State Maintaining Talent Pipelines Influential Operational Maintaining Talent Pipelines Current State Forecasting Future Talent Needs Calibrated Coordinated Effort Career Growth Building Talent Pools Impactful Meaningful Goals Business Driven Development Selecting High- Performers Well Defined Aligned Goals Targeted Development Filling Positions Consistent TangibleGoals Right People Right Way Right Things Individual development planning Right Development Page 36

37 1 Understand the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 4 Rethink design of talent processes 5 Manage change and leadership support Page 37

38 Continuously rethink design of talent processes When changes occur adapt and align processes Page 38

39 1 Understand the context 2 Prioritize Business Execution Drivers Map and optimize key talent processes 3 Rethink design of talent processes 4 Manage change and leadership support 5 Page 39

40 Why focus on Organizational Change Management and leadership support? 3 main objectives: Minimize A, minimize B, maximize C Change Management Life cycle phase 1-5 Performance 1. Old status quo 2. Change start E.g. Implementation of new technologies, organisational changes, introduction of new procedures etc Resistance Inconvinience Chaos 3. Implementation A Integration B 5. New status quo C Time Page 40

41 Let s get more practical - Performance Management Bestyrelsesformand Vagn Sørensen om TDC s nye Adm. Dir. Carsten Dilling: Carsten Dilling har en stærk tro på, at det der bliver målt, også bliver gjort. Han er uhyre fokuseret på, at det drejer sig om at styre en virksomhed efter mål, som både medarbejdere og ledere kan forholde sig til, og som er meningsfyldte for den enkelte Børsen, 2. juli 2012 Page 41

42 Utilization of the strategy s potential financial value Inadequate or unavailable resources 20% 45% 14% Poorly communicated strategy Actions required to execute not clearly defined Organizational silos and culture blocking execution Inadequate consequences or rewards for failure or success 12% 10% 8% 11% 8% Unclear accountabilities for execution Inadequate performance monitoring Uncommitted leadership Other 5% 2% 7% 2% Poor senior leadership Unapproved strategy Page 42 Source: Harvard Business Review Turning Great Strategy into Great Performance, Mankins and Steele, July 2005

43 Impact of an efficient TM Strategy Performance management processen har større impact på medarbejder produktivitet end nogen anden Talent proces Page 43

44 Significant and measurable business impact Cost Savings Strategic Alignment Productivity Business Results 15.2% Decrease in turnover 5.5% increase in time spent on strategic priorities 5.4% High-end increase in productivity 1% Revenue added back to profit 13.7% Increase in internal job fill rate 1 8+ weeks Faster communication of strategy 4.9% Increase in high performers (13.8)% Decrease in low performers 17% Increase in people getting the right training 14% Increase in project completion Source: Top 3 Strategy Consulting firm survey of CxO sat more than 500 Successfactors Customers Page 44

45 Performance Management What percentage of individual performance goals can be traced back to overall strategy? How consistent do your organization differentiate reward for High Performance? What is the percentage of performance score coverage? How consistent is your ongoing developmental feedback to employees? How do your Performance Management efforts reinforce your Talent Management business case? Page 45

46 Performance Management output Drive Performance Culture Integrate Performance with Compensation Define Talent population foundation for a Talent Management Framework Gap analysis opportunities Staffing decision criteria improved Focus you development investments High performers Business Critical Functions Money talks and CEO s talk money Page 46

47 Performance Management components Performance and Development Dialogue Manger and employee Talent Review Manager exercise KPI dashboard PM Page 47

48 Talent Management KPI s and Analytics Chose KPI s that support your Business Strategy Chose 2. level KPI s that helps you stay on track Secure you have data but do not over produce Use your data or drop it Build your business cases Page 48

49 Appendix examples of KPI s Internal fill rate Percentage of internal fill rate that are talents Page 49

50 Appendix Enable Succession Management thought example Page 50

51 IPE54+ Exceptional Performer development thought example People Review 2010 People Review (19%) 58(34%) 1(1%) 31(18%) 34(20%) 1(1%) Data Comments Retention rate is up from 88% to 95,8% Of the 157 reviewed in both 2010 and 2011: Only 37% remain excellent Performers 79% remain high performers 21% dropping out of the high performing category (32% last year) 36 (23%) of the best of the best was promoted Page (96,6%) still in company 2 terminations 3 Own termination 1 Downsizing 24 lateral moves 36 promotions 15 (9%) without a People Review 2011 rating

52 Monthly Promotion Matrix: January Through April 15 th THOUGHT EXAMPLE Promotions into 57+ Data Comments 4 6 YTD 28 Promotions to 57+ We are slowly improving our behavior 7 employees promoted without performance/potential rating 3 7 Promotions into 57+ JOP 1 Page 52

53 Analysis of Performance and Potential Performance & Potential Matrix by selected functions IPE54+ - THOUGHT EXAMPLE Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total IPE Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total IPE Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total IPE Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total IPE Sales/KAM Supply Chain Product Dev. IPE IPE Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total IPE IPE IPE Sales/KAM Sales/KAM Supply Chain Supply Chain Product Dev Product Dev Service Service Quality Quality Production Production Construction Construction Total Total Page 53