SlideShare a Scribd company logo
1 of 20
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
HR Strategy on a Global Scale
Presented by Ian Ziskin
May 2013
HR Strategy on
a Global Scale
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
Workplace-Shifting Trends
HR Strategy on
a Global Scale
Globalization
Organizational Trends
Employee Trends
 Organizational complexity
 Hyper-connected
 Scalability
 Social business leadership trust gap
 Project economy
 Talent pressures
 Need for autonomy, mastery and purpose
 No longer expect employment for life
 Work-life integration
 Easy, self-serve; consumerization of IT
 Collaborative environment
Key work, workplace, and workforce trends
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
3
c o m p l e x i t y
o
r
g
a
n
i
z
a
t
i
o
n
a
l
Global operations and opportunities:
Complexity, Connectivity, and Scale
s
c
a
l
a
b
i
l
i
t
y
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
4
New structures and memes:
Social Business, Open Organization, and Flexibility
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
5
Higher expectations of employees:
Autonomy, Purpose, and Mastery
One of the top three reasons people leave organizations is the
lack of challenging and meaningful development opportunities.
(HCI, 2011)
Source: Gallup
8%
17%
20%
2%
31%
22%
Flexibility/sc
heduling
Management/ge
neral work
environment
Pay/benefits
Career
advancement/promot
ional opportunities
Lack of
fit to job
Job security
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
6
From a boss
1. Will help me navigate my career path
2. Will give me straight feedback
3. Will mentor and coach me
4. Will sponsor me for formal development programs
5. Is comfortable with flexible schedules
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
4. Allows me to blend work with the rest of my life
5. Offers a clear career path
Millennials will be the majority of our
workforce - So what matters to them?
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
7
Performance Implications
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
51%
Lower Turnover
27%
Less Absenteeism
More
Productivity
18%
Higher
Profitability
12%
A Gallup study showed that improving employee engagement is
important because engaged employees have:
The $300B engagement problem
9.9%
14.3%
27.4%
0%
5%
10%
15%
20%
25%
30%
Low traditional
engagement
companies
High traditional
engagement
companies
High sustainable
engagement
companies
Same-year operating margin:
Study of 50 global companies
Source: Towers Watson normative database | Kenexa: 2012 Engagement Survey | Gallup Engagement Survey Oct. 2012
Employers
perception of
engagement
Employee
engagement
vs.
71%
of American workers
are “not engaged” or
“actively engaged” in
their work
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
9
“Sadly, it’s a lot easier for our employees to find and apply for jobs outside of our company than it
is to find jobs inside our company.”
~Fortune 500 HR Executive
The workforce today is…
 Socially Hyper-connected, constantly exchanging information outside of work
 Passively Job Hunting, matched for jobs with the best technology
 Easily Poachable, being recruited with little or no effort
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
10
Organization-Engaging Actions
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
Focus on the employee
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
12
Employee-centric leadership
“The underlying principles on the Web—of natural
hierarchy, transparency, collaboration, and all the
rest—those characteristics are going to invade
management. The idea of a hierarchy that
fundamentally empowers the few and
disempowers the many is more or less dead.”
- Gary Hamel
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
13
HR Strategy on a Global Scale
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
Human Capital Strategy Framework
• Do we have the
right talent?
• Can we acquire
and retain
them?
• Are they
engaged?
• Have we identified
our key leaders?
• Do they know our
expectations?
• Are we assessing and
developing them to
meet these
expectations?
• Do we know
what drives
performance in
this business?
• Do we measure
and reward key
performance
accountabilities?
• Do we have an
HR function that
is capable of
delivering on the
Human Capital
Strategy?
• Do we have the
organization design,
systems, processes
and policies that
reinforce
objectives?
Identify 2-3 actions
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
15
The Future of HR
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
Hero leadership Collective leadership
Fatigue Sustainability
Sameness Segmentation
Intellectual property Agile co-creativity
Persuasion Education
Employment value
proposition
Personal value
proposition
16
“…but, “Only 6% of HR
organizations reported being
involved in the creation of
strategic sustainability
programs.” – SHRM
“57% of respondents say
their companies have
integrated sustainability
into strategic planning.”
– McKinsey
“If Facebook users
constituted a country, they
would be the world’s 3rd
largest, behind China and
India.”
– (Source Unknown)
“65% of American adults
sleep with their cell
phones.”
– (Source Unknown)
“Netflix paid out a $1 million
prize to a team of outside
researchers who developed a
movie recommendation
algorithm.”
- (Source Unknown)
“Only 6% of employees
agreed that their
company’s human
resources practices were
highly relevant to them.”
– Accenture
“40% of profits of firms
that comprise the S&P 500
Index are from overseas”
– US News (2011)
“By 2025, 75% of the
workforce will be Gen Y,
vs. only 7% today.”
– Professors Alec Levenson and
George Benson
“By 2015, more than 60%
of organizations that
manage innovation
processes will gamify
those processes” – Gartner, Inc.
“Big Data is expected to
generate $3.7 trillion in
products and services, and
generate 4.4 million new
jobs by 2015”
– Gartner, Inc.
The Future of HR: A Deeper Dive
Open
Innovation
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
17
Discussion
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
What one HR-related trend represents the
biggest enabler or obstacle to your
organization’s global business performance?
What one HR-related action would make the
biggest difference in improving your
organization’s global business performance?
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
19
Thank you
Stay in touch
Ian Ziskin
Email: iziskin@exexgroup.com
Twitter: @IanZiskin

More Related Content

Viewers also liked

Afrisam
AfrisamAfrisam
AfrisamSABPP
 
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010Dagmar M. Meyer
 
Developing and executing an effective HR strategy September 2011
Developing and executing an effective HR strategy September 2011Developing and executing an effective HR strategy September 2011
Developing and executing an effective HR strategy September 2011Timothy Holden
 
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011Dagmar M. Meyer
 
Execution of hr strategy
Execution of hr strategyExecution of hr strategy
Execution of hr strategyConfidential
 
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)MaRS Discovery District
 
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...Dagmar M. Meyer
 
Social Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR TeamSocial Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR TeamGautam Ghosh
 
Selecting a successful hr (strategy)modules (sample 2012)
Selecting a successful hr (strategy)modules (sample 2012)Selecting a successful hr (strategy)modules (sample 2012)
Selecting a successful hr (strategy)modules (sample 2012)Mohammed Hammouda
 
HR Strategy - How to Earn Your Seat at The Table
HR Strategy - How to Earn Your Seat at The TableHR Strategy - How to Earn Your Seat at The Table
HR Strategy - How to Earn Your Seat at The TableDave Brookmire
 
Dusit International Hr Strategy (Revised) [Compatibility Mode]
Dusit International Hr Strategy (Revised) [Compatibility Mode]Dusit International Hr Strategy (Revised) [Compatibility Mode]
Dusit International Hr Strategy (Revised) [Compatibility Mode]jusalice
 
Human Resource Strategy and Implementation
Human Resource Strategy and Implementation Human Resource Strategy and Implementation
Human Resource Strategy and Implementation Workforce Group
 
Hse 2009 Hr Strategy
Hse 2009 Hr StrategyHse 2009 Hr Strategy
Hse 2009 Hr StrategyJPMorganOlga
 
Hr strategy
Hr strategyHr strategy
Hr strategyRINKUV
 

Viewers also liked (18)

Afrisam
AfrisamAfrisam
Afrisam
 
HR_Strategy_Development_Proposal_Ver1 0_ERN
HR_Strategy_Development_Proposal_Ver1 0_ERNHR_Strategy_Development_Proposal_Ver1 0_ERN
HR_Strategy_Development_Proposal_Ver1 0_ERN
 
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010
The HR Strategy – where are we now - 14th Symposium ENRC, 29 June 2010
 
Developing and executing an effective HR strategy September 2011
Developing and executing an effective HR strategy September 2011Developing and executing an effective HR strategy September 2011
Developing and executing an effective HR strategy September 2011
 
Snook -Tying strategy and benefit design
Snook -Tying strategy and benefit designSnook -Tying strategy and benefit design
Snook -Tying strategy and benefit design
 
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011
HR Strategy - summary steps 1-5 - CPU meeting, Paris, 24 June 2011
 
Execution of hr strategy
Execution of hr strategyExecution of hr strategy
Execution of hr strategy
 
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)
 
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...
The HR Strategy as a driver for excellence - DRC annual meeting 2010, Novi Sa...
 
Adecco Vietnam - Reshaping HR Strategy in Next Stage 2014 - 2016
Adecco Vietnam - Reshaping HR Strategy in Next Stage 2014 - 2016Adecco Vietnam - Reshaping HR Strategy in Next Stage 2014 - 2016
Adecco Vietnam - Reshaping HR Strategy in Next Stage 2014 - 2016
 
Social Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR TeamSocial Media for HR masterclass to Philips India HR Team
Social Media for HR masterclass to Philips India HR Team
 
Selecting a successful hr (strategy)modules (sample 2012)
Selecting a successful hr (strategy)modules (sample 2012)Selecting a successful hr (strategy)modules (sample 2012)
Selecting a successful hr (strategy)modules (sample 2012)
 
SME HR Strategy
SME HR StrategySME HR Strategy
SME HR Strategy
 
HR Strategy - How to Earn Your Seat at The Table
HR Strategy - How to Earn Your Seat at The TableHR Strategy - How to Earn Your Seat at The Table
HR Strategy - How to Earn Your Seat at The Table
 
Dusit International Hr Strategy (Revised) [Compatibility Mode]
Dusit International Hr Strategy (Revised) [Compatibility Mode]Dusit International Hr Strategy (Revised) [Compatibility Mode]
Dusit International Hr Strategy (Revised) [Compatibility Mode]
 
Human Resource Strategy and Implementation
Human Resource Strategy and Implementation Human Resource Strategy and Implementation
Human Resource Strategy and Implementation
 
Hse 2009 Hr Strategy
Hse 2009 Hr StrategyHse 2009 Hr Strategy
Hse 2009 Hr Strategy
 
Hr strategy
Hr strategyHr strategy
Hr strategy
 

Recently uploaded

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 

Recently uploaded (20)

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 

HR Strategy on a Global Scale

  • 1. Workplace-Shifting Trends Performance Implications Organization-Engaging Actions HR Strategy on a Global Scale Presented by Ian Ziskin May 2013 HR Strategy on a Global Scale
  • 3. Globalization Organizational Trends Employee Trends  Organizational complexity  Hyper-connected  Scalability  Social business leadership trust gap  Project economy  Talent pressures  Need for autonomy, mastery and purpose  No longer expect employment for life  Work-life integration  Easy, self-serve; consumerization of IT  Collaborative environment Key work, workplace, and workforce trends Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 3
  • 4. c o m p l e x i t y o r g a n i z a t i o n a l Global operations and opportunities: Complexity, Connectivity, and Scale s c a l a b i l i t y Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 4
  • 5. New structures and memes: Social Business, Open Organization, and Flexibility Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 5
  • 6. Higher expectations of employees: Autonomy, Purpose, and Mastery One of the top three reasons people leave organizations is the lack of challenging and meaningful development opportunities. (HCI, 2011) Source: Gallup 8% 17% 20% 2% 31% 22% Flexibility/sc heduling Management/ge neral work environment Pay/benefits Career advancement/promot ional opportunities Lack of fit to job Job security Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 6
  • 7. From a boss 1. Will help me navigate my career path 2. Will give me straight feedback 3. Will mentor and coach me 4. Will sponsor me for formal development programs 5. Is comfortable with flexible schedules 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 4. Allows me to blend work with the rest of my life 5. Offers a clear career path Millennials will be the majority of our workforce - So what matters to them? Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 7
  • 9. 51% Lower Turnover 27% Less Absenteeism More Productivity 18% Higher Profitability 12% A Gallup study showed that improving employee engagement is important because engaged employees have: The $300B engagement problem 9.9% 14.3% 27.4% 0% 5% 10% 15% 20% 25% 30% Low traditional engagement companies High traditional engagement companies High sustainable engagement companies Same-year operating margin: Study of 50 global companies Source: Towers Watson normative database | Kenexa: 2012 Engagement Survey | Gallup Engagement Survey Oct. 2012 Employers perception of engagement Employee engagement vs. 71% of American workers are “not engaged” or “actively engaged” in their work Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 9
  • 10. “Sadly, it’s a lot easier for our employees to find and apply for jobs outside of our company than it is to find jobs inside our company.” ~Fortune 500 HR Executive The workforce today is…  Socially Hyper-connected, constantly exchanging information outside of work  Passively Job Hunting, matched for jobs with the best technology  Easily Poachable, being recruited with little or no effort Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 10
  • 12. Focus on the employee Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 12
  • 13. Employee-centric leadership “The underlying principles on the Web—of natural hierarchy, transparency, collaboration, and all the rest—those characteristics are going to invade management. The idea of a hierarchy that fundamentally empowers the few and disempowers the many is more or less dead.” - Gary Hamel Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 13
  • 14. HR Strategy on a Global Scale Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale
  • 15. Human Capital Strategy Framework • Do we have the right talent? • Can we acquire and retain them? • Are they engaged? • Have we identified our key leaders? • Do they know our expectations? • Are we assessing and developing them to meet these expectations? • Do we know what drives performance in this business? • Do we measure and reward key performance accountabilities? • Do we have an HR function that is capable of delivering on the Human Capital Strategy? • Do we have the organization design, systems, processes and policies that reinforce objectives? Identify 2-3 actions Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 15
  • 16. The Future of HR Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale Hero leadership Collective leadership Fatigue Sustainability Sameness Segmentation Intellectual property Agile co-creativity Persuasion Education Employment value proposition Personal value proposition 16
  • 17. “…but, “Only 6% of HR organizations reported being involved in the creation of strategic sustainability programs.” – SHRM “57% of respondents say their companies have integrated sustainability into strategic planning.” – McKinsey “If Facebook users constituted a country, they would be the world’s 3rd largest, behind China and India.” – (Source Unknown) “65% of American adults sleep with their cell phones.” – (Source Unknown) “Netflix paid out a $1 million prize to a team of outside researchers who developed a movie recommendation algorithm.” - (Source Unknown) “Only 6% of employees agreed that their company’s human resources practices were highly relevant to them.” – Accenture “40% of profits of firms that comprise the S&P 500 Index are from overseas” – US News (2011) “By 2025, 75% of the workforce will be Gen Y, vs. only 7% today.” – Professors Alec Levenson and George Benson “By 2015, more than 60% of organizations that manage innovation processes will gamify those processes” – Gartner, Inc. “Big Data is expected to generate $3.7 trillion in products and services, and generate 4.4 million new jobs by 2015” – Gartner, Inc. The Future of HR: A Deeper Dive Open Innovation Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 17
  • 19. What one HR-related trend represents the biggest enabler or obstacle to your organization’s global business performance? What one HR-related action would make the biggest difference in improving your organization’s global business performance? Workplace-Shifting Trends Performance Implications Organization-Engaging Actions Discussion HR Strategy on a Global Scale 19
  • 20. Thank you Stay in touch Ian Ziskin Email: iziskin@exexgroup.com Twitter: @IanZiskin