Innovations in HR will see organizations transition from hierarchies to networks as boundaries become blurred and flexible workforces grow. New technologies like big data, robotics, and AI will invade workplaces. While globalization connects the world, consumers want local products. Multiple generations will be in the workforce with different needs. Work will increasingly incorporate fun and gamification. People will seek purposeful employers doing good. Fast-moving startups can disrupt slow incumbents. Experimentation will replace big change programs. HR will evolve from intuition to evidence-based practices using people analytics and data science. Talent management will personalize based on individual skills, broaden definitions of talent, increase transparency, provide specific not general training, offer real-

1. Innovations in HR
HR Transformation Forum
November 6, 2015
Tom Haak

2. Trend area More detail
From Hierachy to network
From closed to open organisatons; the bourders 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. Digital Intelligent Assistants.
Self driving cars. Renewable energy. Artificial intelligence (machine learning). Wearables.
3D printing. Smart offices. Virtual reality.
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. Individualisation.
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

3. 9 Talent Management Trends
1. Individualization fueled by analytics
2. A broader definition of talent
3. From secret to transparent
4. From general to very specific skill training
5. From annual to regular to real time feedback
6. Gamification everywhere
7. Pay top for the best
8. From 1:1 suc. management to broad talent pools
9. Talent sharing

4. 1. Individualization
fuelled by Analytics

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

11. 2. Broader definition of talent

12. Not: one size fits all

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

14. From War for Talent to Abundance of
Talent
• Flatter organisations
• Large global talent pool
• Artificial intelligence
• Still big room for productivity improvement
• More collaborative business models
• The power of networks

15. Job Piling
15

16. Job crafting
16

17. Individuals >
Individuals and their
network

18. 18

19. 19

25. 3D printing of talent
Jimmy, Intel’s 3D printed
robot

26. 3. From secret to transparent

27. 27

30. 4. From general to very
specific skill training
Performance
Consulting

31. End of general management programs?

32. Adobe Kick Box
32

33. 5. From annual to regular to
real time feedback

34. 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

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

36. 6. Gamification everywhere

38. Arcadis Global Shapers Badges

39. Wuppermann Steel Netherlands

42. 7. Pay top for the best

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

44. 8. Broad talent pools/
the end of succession mgt

45. Traditional succession management
Position Name Until? ST MT LT Urgenc
y
CEO Jack 2018? Bill Bill Trudy Bill
CFO Karen 2020 ?? ?? Carl Outside
CHRO Sophy 2016 outside outside HR pool Bill
CIO Paul Just
here
tbd tbd No
worry
Outside
CMO Ted 2020 Laura Laura ??Laura

47. 9. Talent Sharing

48. Talent Sharing

49. Impossible.com

50. 10. Capabilities of
HR?

51. From intuitive HR to
evidence/ fact based HR

52. Scrum
52

53. Tribes/ Chapters/ Squads

54. More information:
Twitter: @tomwhaak, @hrtrendinst
Website: hrtrendinstitute.com