This document discusses challenges and solutions for human resources in a changing market environment. It notes that the market has changed and organizations need to respond by building their "employer branding" to attract talent, especially new skills and non-traditional profiles. This requires using social media and other tools to engage candidates and promote the organization's culture, policies, and professionals. Management must adapt to the new reality by focusing on talent management, diversity, innovation, and developing corporate values that are communicated and lived by all.

1. Bussines Plan
Human Ressources
2013
Challenges
&
Solutions
Porto 05-2012

2. The market is
NOT
changing

3. The market
has
changed

4. Should we respond?

6. Diversity are people with differents
interests, motivations, knowloedge and
visions that enrich the Organisation

7. Diversity brings talent
Technology facilitates diversity

8. « Free environments » attract the talent
Autonomy, trust, conciliation and
challenges motivating the talent

9. Give confidence to receive confidence
Collaborative environments for growth
Effective organizations and knowledge
management retain the talent

10. What is the impact in HR?
What can we do?
Which are the priorities?
What do we need?
#HRTogeheter

11. The 6 specifics competencies HR
for the new context
Talent
Manager Culture &
& Strategy
Changed
Organiz. Architect
Steward
Designer
Operat. Bussiness
Executor ally
Credible
Activist
The Human Resources Competency Study 2011 (The RBL Group)

12. Credible
Activist
Being respected and listened to give
credibility, opinion and specific porposes
remains critical
The Human Resources Competency Study 2011 (The RBL Group)

13. HR Innovator & Integrator:
Culture &
Changed
Steward Respect the existing culture and know how
to make it evolve
HR Technology Proponent:
Strategy
Contribute to the development of the Architect
strategy combining people and business
practices (competitiveness)
The Human Resources Competency Study 2011 (The RBL Group)

14. Are our policies adapted?
Talent
Manager Adquisition, development,….
&
Organiz. Structure, process, jobs & rôles
Designer
Operat. Traditional actions in HR
Executor
fonction
Bussiness Understand the bussines
ally and the market
The Human Resources Competency Study 2011 (The RBL Group)

15. Review what we do and how
are we doing it to
continue improving

16. Euroconsumers research each year an
average of 150 new positions

17. Attracting and integrating new skills and
new professional profiles is a priority

18. Including if the competences or the
profiles are not the usuals

19. Employer branding to atract talent

20. Recruitment & Social Media as a
part of « Employer Branding »

21. We continue improving ,
furthermore
We can do even more
using The social network

22. With Twitter we can create conversations

23. With Facebook we can obtain fans and
conect candidates to the internal
professionals

24. With Youtube we
can introduce our
professionals, our
HR policies and our
Organization

25. To build our Employer branding is posible with
our Web site

26. We have to be present and show us

27. Have we advanced?

28. With the new developments there aren’t big
changes.

29. What are doing it other Organizations?

30. They show their « HR brand »

31. Culture, manage diversity, development
policy and benefits can attract candidates

32. The employees can help to build our
« Employer Branding »

33. Web Site (Carriers):
Atract talent, give value to the
candidates, real contents,
emotionals, credibles,…., to
understand us, to know us.
Consumer branding
&
Employer branding

34. Employer Branding it’s not only
a Social Media

35. « Great place to work »
atract and mantein the
talent

36. Value the internal opinions to build a
« Employer branding »

37. Agreements whith
Universitys and
Bussines School
can atract the
talent
Create training
and development
oportunities for
« New Talent »

38. The people need to know what we doing

39. Some things are obvious

40. The management must adapt
to the new reality

41. Hierarquy
Reward and
penalize
Control
Manage
« ressources »
Evaluate

42. Confidence
Participation
Recognition
Talent Management
Challenges
(Performance
Management)

43. Have we define new
management competences?
Give confidence
Leader Coach
Share and collaborate
Talent management
Diversity management
Innovation
Be example
Collective Intelligence

45. We need to understand, live and feel the
« Corporate Values » every day.
Independency
Expertise
Proximity

46. The Corporate values must be understood,
be communicated and
be developed inside and outside

47. A practical experience of comunicate and
develop the Corporate Values internally
How do you do it? Between all of us we can do it

48. The values are behaviours and attitudes that
we have communicate and develop

50. The market changed
We have to change
We need to build our « Employer
branding » to atract talent
Change needs to be supported by
Management
Our values and culture needs to adapts
to change