Rethinking the World Rethinking HR

Lisbeth Claus, Ph.D., SPHR, GPHR, SHRM-SCPProfessor of Global HR and Organizational Behavior June 2, 2015

Purpose• Review the global trends impacting

employment and talent management • Predict the impact it will have on

HR management• Review a few 2015 HR disruptions

(West coast pulse)• Identify ‘must have’ HR

competencies required for adding value in this new environment

Domestic HR=Global

Global HR=Domestic

HR disruption

(Global) HR is what (global) HR people

are doing!

HR disruption

What will you be doing

in HR 5 years from now?

HR disruption

Sources

Global trends in talent, workforce and HR management

1. Evolution of “work” and the “worker”

2. Engaging and integrating a global workforce3. Use of talent analytics for competitive advantage

Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

1. Evolution of “work” and the “worker”

Work• Changing nature of work• Growth/deceleration of emerging vs.

developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and

mobility

Globalization of business, changing demographics and changing patterns of mobility will continue to change the

nature of work and the worker over the next five to 10 years.

Trend 1 forecast: (Evolution of “work” and the “worker”)

Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

2. Engaging and integrating a global workforce

• Talent skills gap• Bifurcation of the workforce• New educational models

Cultural integration and clashes/unrest will continue to

grow globally at both the societal and corporate level over

the next five to 10 years.

Trend 2 forecast: (Engaging and integrating a global workforce)

Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

3. Use of talent analytics for competitive advantage

• Existence of “big” data• Growing access to real-time media and

connectedness• Proliferation and usage of ambient and self-

reported data and evidence for decision-making

• Increased need for human capital risk management

HR analytics and evidenced-based management will drive

HR decisions

Trend 3 Forecast: (Use of talent analytics for competitive advantage)

Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

HIGH LOWDATA & ANALYTIC CAPABILITIES OF ORGANIZATIONS

Global trends and forecast summarized

TRENDS1. Evolution of work

and the worker2. Engaging and

integrating a global workforce

3. Use of talent analytics as competitive advantage

FORECASTS1. Nature of work and the

worker will continue to change over the next 5-10 years

2. Cultural integration and clashes/unrest will continue to grow at the societal and corporate level over the next 5-10 years

3. HR analytics and evidence-based management will drive HR decisions

Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.

The challenges of (global)HR• West coast U.S. talent management

2015 observations– 5 DOTS

• HR competencies• Concerns

●

Dot #1: Performance management

• Unconscious bias• OKRs (Objectives & Key Results)• Decoupling of PM and compensation

●

Dot #2: Work/worker

• Polarization of talent• Unbundling of jobs• Agile management• Employee cost index• On demand economy• Human-robot relations• HR apps

●

Dot #3: Talent management

• EVP and employer branding• Social media recruiting• Competencies + motivation• Background checks• Onboarding

●

Dot #4: Training & development• Teaching moments• Online bite learning• Self-and internet-generated content• Feedback and coaching• Career-driven

●

Dot #5: HR analytics

• Ambient and self-reported/disclosed data• Data mining• Analytic piloting

●

Connecting the dots

●● ●

●●Performance management

HR analyticsTraining & development

Work/WorkerTalent management

• Millennials• Short term/real time• ICT• Data/evidence-based• Instant feedback &

coaching• Transparency/visible

●

Concerns

• HR disruption• HR malaise• Where is the “H” in HR?

The challenges of (global)HR• Perceptions of our role• Strategic and tactical activities• Global HR economics and analytics• Proven competencies• Lack of awareness of the potential of

business (and HR) disruptions

(Global) HR competencies• Abstract reasoning• HR numeracy and analytics• Creativity• Interpersonal skills• Integrative skills • Global knowledge, skills and abilities• Strategy-structure-people understanding• Execution of transactional services• Global deployment capabilities

Must havesCOMPETENCIES

SMART WORKPASSION

NETWORKSAPPETITE FOR RISK

CREATIVITYINNOVATIONINTEGRITY

COMPASSIONLUCK

PLEASE…DON’T SHOOT THE MESSENGER!

2015Disruptive innovation has come to HR!

Questions and discussion

Thank you and please stay in touchlclaus@willamette.edu