On April 20, 2016, Tom Haak of the HR Trend Institute/ Crunchr gave a presentation to the "HR Strategy" program ("HR Strateeg") of AOG, in Groningen. These are the slides he used as illustration.

1. HR Trends
20 April , 2016
HR Strateeg
Tom Haak

2. My background in HR

3. Outline
Trends & Opportunities for HR
Dialogue: what is useful for us?
Trend Scan: how do you currently use
the trends?
3

4. 9 trend
areas
Short desciption
From hierarchy to network / from closed to open
The invasion of smart tech
Globalisation/ Localisation
From X to Y to Z: more generations in the workforce
Making fun is serious business
Purpose before pecunia
Increasing speed: fast eats slow
From Big Bang change programs to small experiments
From intuitive HR to evidence/ fact based HR
Version 2.0 | copyright HR Trend Institute

5. From hierarchy to network

6. Kotter: Accelerate
6

7. Different talent sources
Internal talent
pool
Online
Intermediary
Alumni
Start-ups Self employed
Talent Sharing

8. Network
Analysis

11. 11

12. 12

13. The invasion of smart tech

14. Example Invasion of Smart Tech:
Hitachi Business Microscope
14

15. 15

16. Joy & pride

21. Insight You: DNA test
21

23. A computer with a roof (“The Edge”)

24. Job crafting
24

25. Job Piling
25

26. Jimmy, Intel’s 3D
printed robot

29. Digital Intelligent Assistants

30. Enterprise Behavioral Matching

37. Globalisation/ Localisation

40. From X to Y to Z:
more generations in the workforce

41. 41

42. Individualisation
• Not: one size fits all
• Big Data enables individualisation
• HR using marketing techniques

43. Making fun is serious business

44. 44

45. 45

46. 46

47. 47

50. 50

53. Purpose before pecunia

54. At AMAZON
meetings
start with
30 minutes
silence

55. Zappos HQ in
downtown Las Vegas
“Casual Colision”
55

57. Sitting is the new smoking
Visser, Rietveld
& Rietveld

61. Impossible.com

63. Increasing speed: fast eats slow

64. Performance management trends
Process
• Faster feedback
• No more annual reviews
• No performance ratings
• Accenture, Deloitte, Nokia
Measurement
• How to measure
performance?
• How to predict top
performers?
Performance
Consulting

65. Performance: not a Bell curve,
but a Power Law distribution
Performance
Number of people

66. 66

69. 69
L

70. From Big Bang change programs
to small experiments

71. 71

72. Tribes/ Chapters/ Squads

73. Effort x Impact matrix
Impact
Effort
High
Low
High Low

74. Scalability

75. From intuitive HR to
evidence/ fact based HR

76. Periodical reporting
e.g. FTE, KPIs and processes
Self service tools
Optimize analytical use
of HR technology
Analyze quality and efficiency
of workforce programs
Forecast impact of
workforce programs
Support and enable
fact based approach
Forecast workforce future
Executive wide support
for workforce analytics
Identify cross functional
opportunities for analysis
(e.g. Sales, SCP, QSE, GMCR
etc.)
HR OPERATIONAL HR STRATEGIC BUSINESS STRATEGIC
BUSINESSIMPACT
Help optimize processes
Help Increase HR efficiency
Help Increase workforce efficiency
Measure business impact of HR
Harvest cross functional synergies
Enable holistic approach to business
issues
Support HR
EFFICIENCY
Support business
IMPACT
Support business
STRATEGY
76

80. The Vitesse example

81. Accenture Sweden: Diversity

82. Various

83. Some final remarks

84. Human nature does not change (so fast)
What are people looking for?
• Security
• A sense of belonging
• Clear goals
• Being heard
• Challenges
• Success
• Support from the top
• Attention
• ……..
• ……..

85. Success!
Twitter: @tomwhaak, @hrtrendinst
Website: hrtrendinstitute.com
FlipBoard: The Future of HR

86. The HR Trend Scan | To what extend is Perfetti van Melle adapting to the trends?
Please rate your organisation on each of the 9 trend areas

87. Trend area More detail
From Hierachy to network
From closed to open organisatons; the borders of organisations become more blurry. More
people in the flexible workforce. Increasing importance of communities. Information travels
fast. Transparency key.
The invasion of smart tech
Big data. Data science. The internet of things. Robotisation. Self driving cars. Renewable
energy. Artificial intelligence (machine learning). Wearables. 3D printing. Smart offices.
Globalisation/ localisation
World more connected. Countertrend: consumers want local products. For some
professions (design, software) from local to global market. Urbanisation.
From X to Y to Z: more
generations in the workfoce
Different generations with different needs and expectations. Gen Y (millennials) will be a
substantial part of the wokforce. As people work longer more generations work together.
Diversity.
Making fun is serious business
Work and fun used to be separated. Today the expectaion is that work should be fun.
Gamification is entering work.
Purpose before pecunia
People are looking for organisations that do good in the world. Just Corporate Social
Responsibility is nog enough. Sustainability. Sharing economy. Diconnecting (information
overload).
Increasing speed: fast eats slow
Technology/ Internet enable new business models. Big organisations do not need many
people. New entrants can capture the market fast. Exponentiality.
From big bang change
programs to small experiments
Also fueled by technlogy. Experimenting has become easier. Learning by doing. Moving
and learning is better that standing still. A-B testing. Agility. Scrum. Traditional change
management too slow.
From intuitive HR to evidence/
fact based HR
HR/ people analytics. Big data entering HR. Not all new: scientific knowledge is often
poorly applied in organisations. HR can learn from marketing. HR: understand data +
people.
Version 2.0 | copyright HR Trend Institute

89. 89

90. HR with impact
Aspect
1. HR speaks the language of the business
2. HR works multidisplinary
3. HR is more leader than follower
4. HR has clear principles
5. HR is flexible
6. HR has a sense of humor
7. HR likes to experiment
8. HR can implement
9. HR dares to innovate
10. HR has a strong network
11. HR can calculate
12. HR comes with practical solutions

91. The HR Agenda
A. What is the
strategy of the
organization?
A’. What
are the
current
issues?
B. What are the
capabilities need to
strengthened?
• Leadership
• Technical/Functional
• Operational
C. What is the required
culture, to avoid issues
and to be successful?
D. What is
the gap
with the
current
situation?
Clever use of
People
Analytics
E. What are the
priorities?
What is the plan?
• Focus!
• Preference for high impact/
low effort initiatives
F. What capabilities and
what organisation are
needed in HR to
implement the plan?
• Mission/ vision
• Roles & responsibilities
• External partners
• Program/ project mgt
• Communication
• Measurement
Recruitment/Selection
Staffing/Succession
Mgt
Training/ Development
Talent Development
Performance Man
Compensation &
Benefits
Internal
communication
HR Trend
Scan