HR in the 21 st Century: The Transformation Continues Row Henson HCM Fellow, Oracle Corporation.

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HR in the 21st Century:The Transformation ContinuesRow HensonHCM Fellow, Oracle Corporation

Convergence of the .(dot) Shifts

Business 2.0Business 2.0 HCM 2.0HCM 2.0 Web 2.0Web 2.0

= Transformation 2.0= Transformation 2.0

Evolution for HCM

Today’sBusiness Imperative

Work 2.0

Yesterday’sBusiness Agenda

Work 1.0versus

Today’sHCM Suite

HCMS

Yesterday’sHRIS Application

HRISversus

New Demands for HCM

Today’sHuman Capital

People

Yesterday’sHuman Resource

Laborversus

New Workforce Demographics

New Workforce Demands

Today’sTechnology Environment

Web 2.0

Yesterday’sTechnology Platform

Web 1.0versus

New Technological Paradigm

New Workplace Demands

• Systems Agility• Collaboration / Sharing• Extended / Global• Efficiency / Effectiveness

• Business Agility• Engagement / Retention• Workforce Intelligence• Business Performance

Agenda

• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 2004 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the Impact of Talent on Business Results

Reengineering Human Resources 1995

HR Transformation – A Global Thing

• Over 75% of firms involved in HR transformation efforts

• US leads in completed projects

• Huge number of “in process” HR transformations elsewhere

• Only a few HR leaders have no plans

Source: Mercer HR Consulting Global HR Transformation Study, 2004

It’s About Time (Spent)

Source: Mercer HR Consulting Global HR Transformation Study, 2004

After 10+ years talking about being more strategic…not enough progress!

Agenda

• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future of the Workforce• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results

What is HR Transformation 2.0

Mercer 2006 Transformation StudyMercer 2006 Transformation Study

Mercer 2006 Transformation Report

Agenda


Transforming HR

•One size does not fit all•Process flexibility and adaptability•Innovate or be outsourced•Business partner/business alignment•Owner of corporate culture/ employee brand•Competency/talent identification & development•Project management skills•Better analytical skills

Future skill requirements for HR professionals – Mercer 2006 report

• Interpersonal skills• Team skills• Interviewing and assessment• Consultation/negotiation skills• Leadership• Change management• Cultural change/transformation skills• Business understanding• Conflict management• Coaching/facilitation• Customer service• HRIS data analysis and reporting

Agenda

• HR Transformation 1.0 1995 - 2004• HR Transformation 2.0 1996 – beyond• HR Transformation Report Card• HR Transformation Competencies• The Future World of Work• Technology Foundation – Web 2.0• Measuring the impact of Talent on Business Results

Future World of Work

• What will the workforce look like?• Where will the talent come from?• Workplaces or workspaces?• Who owns the talent pool and the

company culture?• How do we prepare for these changes?

Workforce Demographics

• Reduced Workforce• Workforce is getting older• 3 Generations working together • Increase of women in the

workforce• Rise in the contingent workforce• Global, mobile, virtual worker• Decline in education level in

developed countries• Dominant language in next 50

years – Chinese?

Each generation in the workplace comes with its own sets of experiences and expectations that can occasionally come in conflict with one another

Traditionalist Boomer Gen X Gen Y

Training

Learning style

Communication style

Problem-solving

Decision-making

Leadership style

Feedback

Technology use

Job changing

Source: 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.

Classroom

The hard way

Top down

Hierarchical

Unwise

Team informed

Get out of the way

Unsure

Once per year

Sets me back

Seeks approval

Command & control

No news is good news

Uncomfortable

Too much and I’ll leave

Hub & spoke

Horizontal

Coach

Weekly/daily

Unable to work without it

NecessaryPart of my daily

routine

Unfathomable if not provided

On demand

Partner

Team decided

Collaborative

Collaborative

Collaborative & networked

Continuous & expected

Facilitated

Guarded

Team included

Independent

Independent

Required to keep me

Agenda


Common Web 2.0 ToolsBlogs Interactive discussion led by

one individual

Wikis Fully collaborative document/website creation

Social Bookmarking

Track interests and share with others

Social Software

Organize and connect with others with similar interests

RSS Feeds Subscribe to news and changes – syndication

Chat Private one-on-one or group interaction

Virtual Worlds Meet and interact with others in a virtual world

Tomorrow’s Web 2.0 Work Environment

Q3 Budget ReviewCapital Expenses, KIA AnalysisEmployee ReviewsAcquisition AnalysisStress Reduction TipsQ2 Competitive Analysis

KIA Research

Evolving HR Practices

Job Fairs, word of mouth

Employee surveys

Plaques

Team building offsites

Classroom training

All Hands Meetings

Traditional

Online advertising, Email referrals

Online surveys

Email announcements

D-lists, webinars

eLearning

Replayable Webcasts

Internet Web 2.0Engager

Blogging, RSS,

Social networking

Attraction

Wikis, chats, forumsEmpowerment

Recommendations, kudos, ratings

Recognition

Social networking, workspaces

Community

Informal learning, tagging

Development

Interactive blogsVisibility

Who’s Adopting Web 2.0?

>75% plan to maintain or increase their investments that encourage user collaboration, social networks, etc.

66% regret not boosting their capabilities to exploit new technologies. More executives said they should have acted faster.

Executives Worldwide:

The McKinsey Quarterly conducted this survey in January 2007 and received responses from 2,847 executives worldwide, 44% hold C-level positions.

What Web 2.0 Technologies are Being Adopted?

The McKinsey Quarterly conducted this survey in January 2007 and received responses from 2,847 executives worldwide, 44% hold C-level positions.

Use or Planning to Use

Agenda


Measuring Human CapitalAssetAsset

LiabilityLiability

LossLoss ProfitProfit

Peopleas Means

People asCapital

PeopleasProblems

PeopleasCosts

Source: Chapman Condy Company

Why Measure?

• STOP: “I think….I feel”

• START: “I know…I can prove”

• SHIFT: From Tangible to Intangible Asset Accounting

Changing the questions that we ask

FROM…• How do we prove the worth of

the HR function?

TO…• How do we identify those HR

programs/policies that would have the greatest positive impact on our key performance indicators?

Source : Laurie Bassie – McBassie & CompanySource : Laurie Bassie – McBassie & Company


FROM…• How do we show a ROI (cost

savings) on our HR interventions?

TO…• How do we link our HR

interventions to key performance indicators?



FROM…• How do I justify/increase our

training budget?

TO…• What are the key differences

in the training histories of our top and bottom performers?



FROM…• How do we maximize

employee engagement?

TO…• What are the critical

engagement differentials between top and bottom performing business units/functions?


Metrics That Matter: Analytic Taxonomy

COMPLEXITY

IMPACT

Information Distribution

Metrics Delivery (Dashboards)

Contextual Embedded Analytics

Correlated Analytics

Predictive Modeling

People

CHRO / CPO Human Capital Knowledge Strategy Global

Internet

Opportunity Creation / Effectiveness

Process

Manufacturing MRP VPHR Legal Protector Competencies

Client/ Server

Efficiency

ERP

Confluence of HR, Technology and BusinessF

rom

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Ag

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Local Finance Host Systems Personal Dir Recordkeeping Skills

Data

Host

Automation

Mainframe Packages

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Technology EvolutionTechnology Evolution

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Questions?

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Enjoy the rest of the meeting!

HR in the 21 st Century: The Transformation Continues Row Henson HCM Fellow, Oracle Corporation.

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