Top 1

1 Innova

tions of 2011

Top 1

1 Innova

tions of 2011

Top 1

1 Innova

tions of 2011

Top 1

1 Innova

tions of 2011

2ndN

ove

mber 2011

Pau

l Spar

row

Centre for Perform

ance

-led H

R

My

Age

nda

•T

he m

acro

-env

ironm

ent (

15 m

inut

es)

•W

hat a

re th

e cu

rren

t cha

lleng

es fa

cing

the

HR

pr

ofes

sion

al•

Wha

t HR

cap

abili

ties

are

beco

min

g im

port

ant

•W

hat a

re th

e bi

gges

t HR

cha

lleng

es th

at li

e ah

ead

•To

p 11

Inno

vatio

ns (

30 m

inut

es)

•5

Gam

e C

hang

ers

from

with

in th

e H

R B

usin

ess

(Vot

e)•

4de

velo

pmen

ts fr

om a

cros

s th

e bu

sine

ss (

Vot

e)•

2m

acro

dev

elop

men

ts (

Vot

e)•

Hea

d-to

-hea

d on

the

thre

e w

inne

rs•

Wra

p-up

(10

min

utes

) W

hat d

o th

e to

p in

nova

tions

sh

ow u

s is

impo

rtan

t in

HR

Bus

ines

s M

odel

Insi

ght

(Org

Des

ign

capa

bilit

y)

Bus

ines

s M

odel

Insi

ght

(Org

Des

ign

capa

bilit

y)E

vide

ncin

gP

erfo

rman

ceD

river

s:P

rodu

ctiv

ityIn

nova

tion

Gro

wth

Cus

tom

er C

entr

icity

Bui

ldin

gS

trat

egic

Com

pete

nce

in

the

Org

aniz

atio

n

Boa

rdro

omE

ngag

emen

t

Rec

onfig

urin

gTa

lent

:S

yste

ms

&

Peo

ple

Em

ploy

eeE

ngag

emen

t: S

trat

egy

Mar

ketin

g to

Per

form

ance

Bel

iefs

HR

Traj

ecto

ries

Tech

nolo

gyS

ourc

ing

Glo

baliz

atio

n

Eva

luat

ing/

B

ench

mar

king

Peo

ple-

Rel

ated

C

apita

l

Cur

rent

Cha

lleng

es

Qu

esti

on

ing

Ou

r T

able

ts O

f S

ton

e?

Cap

italis

ing

Tale

ntH

uman

cap

ital

skill

s an

d co

mpe

tenc

ies

nece

ssar

y to

be

deem

ed

tale

nted

B

usin

ess

mod

el c

apita

lun

ders

tand

ing

of th

e ke

y co

mpo

nent

s of

the

busi

ness

m

odel

, how

thes

e co

mpo

nent

s fit

toge

ther

and

with

wha

t or

gani

satio

nal c

onse

quen

ces

Soc

ial c

apita

l co

llect

ive

valu

e of

an

indi

vidu

al’s

soc

ial n

etw

orks

and

the

incl

inat

ions

that

aris

e fr

om th

ese

netw

orks

for

mem

bers

to

do

thin

gs fo

r ea

ch o

ther

and

for

that

indi

vidu

al

Pol

itica

l cap

ital

bein

g kn

own

in th

e ne

twor

k fo

r ge

tting

thin

gs d

one

(rep

utat

iona

l cap

ital)

and

the

capa

city

to e

ffect

ivel

y bu

ild

cons

titue

nt s

uppo

rt a

nd a

cqui

re le

gitim

acy

by u

sing

tr

aditi

onal

form

s of

pow

er (

repr

esen

tativ

e ca

pita

l)

Rai

sing

Key

Que

stio

ns F

or H

R…

•W

hat p

oliti

cal s

pace

are

you

ope

ratin

g in

?...

•H

ow d

o yo

u po

sitio

n yo

urse

lf as

“ad

ding

val

ue”?

...•

How

goo

d ar

e yo

u at

man

agin

g yo

ur o

wn

inte

rnal

HR

tr

ansf

orm

atio

ns/ d

eliv

ery

mod

el?.

..•

Do

you

unde

rsta

nd th

e ca

pabi

lity

tran

sfor

mat

ions

sh

apin

g th

e bu

sine

ss?.

..•

Is y

our

tale

nt r

eally

tale

nt?.

..•

Will

em

ploy

ees

in th

e or

gani

satio

n id

entif

y or

eng

age

with

any

of t

his?

...•

Will

the

link

betw

een

empl

oyee

atti

tude

s an

d pe

rfor

man

ce w

ork

in th

e w

ay it

use

d to

…?

FIV

E G

AM

E C

HA

NG

ER

S F

RO

M W

ITH

IN

TH

E H

R B

US

INE

SS

HR

GC

1: T

echn

olog

ies

that

ena

ble

the

Dem

ocra

tisat

ion

of s

trat

egy:

e.g

. IB

M

Jam

Pro

cess

•S

hift

tow

ards

wor

kfor

ce e

ngag

emen

t pro

cess

es a

imed

at u

nder

stan

ding

th

e W

isdo

m o

f the

Cro

wds

–de

eper

tren

d to

dem

ocra

tisat

ion

of s

trat

egy

•C

ombi

natio

n of

soc

ial c

ompu

ting

tech

niqu

es th

at e

nabl

e on

line

conv

ersa

tion,

dis

pers

ed a

nd la

rge-

scal

e co

llabo

ratio

n an

d m

assi

vely

pa

ralle

l con

fere

nce

arou

nd fo

cuse

d tr

ansf

orm

atio

n in

terv

entio

ns•

Com

bine

d w

ith a

ppro

pria

te tr

ansf

orm

atio

n an

d m

anag

emen

t of c

hang

e sk

ills,

it e

nabl

es th

e pu

rsui

t of l

arge

-sca

le c

olla

bora

tions

that

are

:•

Org

anis

atio

n-w

ide

or a

cros

s la

rge

segm

ents

of p

eopl

e,

•N

on-h

iera

rchi

cal (

equa

l acc

ess

for

all),

•

Sem

i-str

uctu

red

(bas

ed a

roun

d pr

e-de

fined

goa

ls a

nd d

iscu

ssio

n th

emes

)•

Imm

edia

te a

nd in

tens

ive

(the

con

vers

atio

n ta

kes

plac

e du

ring

a fin

ite

perio

d of

tim

e)•

Org

anis

atio

nall

earn

ing

even

ts (

the

tran

scrip

ts a

re r

ecor

ded

for

post

-eve

nt

anal

ysis

)

HR

GC

2: T

echn

olog

ies

that

ena

ble

the

bette

r us

e of

soc

ial m

edia

in e

mpl

oyee

re

sear

ch –

e.g.

Opi

nion

Spa

ce•

Use

of s

ocia

l med

ia (

tech

nolo

gies

that

allo

w p

eopl

e to

con

nect

with

eac

h ot

her

to c

reat

e an

d sh

are

info

rmat

ion

over

the

Inte

rnet

)•

Mos

t too

ls d

o no

t sca

le w

ell:

Info

rmat

ion

over

load

, diff

icul

t to

navi

gate

, lin

ear l

ists

and

bin

ary

ratin

gs•

E.g

. Silv

erm

an R

esea

rch

usin

g a

new

app

roac

h, c

alle

d O

pini

on S

pace

, to

cond

uctin

g em

ploy

ee r

esea

rch

usin

g th

e la

test

soc

ial m

edia

tech

nolo

gy

and

data

vis

ualis

atio

nto

ols

•N

ew in

terf

ace

that

vis

ualis

esop

inio

ns, m

appi

ng s

o th

at u

sers

und

erst

and

spre

ad o

f opi

nion

s, in

tera

ctio

n be

twee

n pa

rtic

ipan

ts, i

dent

ifica

tion

of th

e m

ost i

nsig

htfu

l sug

gest

ions

•T

he te

chno

logy

har

ness

es a

new

way

of t

hink

ing

and

conc

eptu

alis

ing

empl

oyee

rese

arch

, and

hel

ps fa

cilit

ate

both

hig

her

leve

ls o

f use

r en

gage

men

t and

mor

e di

vers

e op

inio

n.

HR

GC

3: T

echn

olog

ies

that

ena

ble

grea

ter

acce

ss to

L&

D-

Virt

ual

Inst

ruct

or-L

ed T

rain

ing

(VLT

) se

rvic

es

•V

irtua

l ins

truc

tor-

led

trai

ning

ser

vice

s (li

ve in

stru

ctor

-led

sess

ions

) are

en

ablin

g w

eb-b

ased

trai

ning

, virt

ual w

orks

hops

, and

e-le

arni

ng p

rogr

ams

•Tr

aditi

onal

inst

ruct

or le

d cl

assr

oom

trai

ning

(ILT

), w

hich

was

50%

of a

ll tr

aini

ng d

eliv

ery

in 2

010,

will

dec

reas

e to

40%

by

2012

•E

.g. R

ayth

eon

Pro

fess

iona

l Ser

vice

s (R

PS

) fir

st p

rovi

der

in U

.K. t

o la

unch

ac

cred

ited

qual

ifica

tions

del

iver

ed th

roug

h vi

rtua

l cla

ssro

om tr

aini

ng

(acc

redi

ted

by th

e In

stitu

te o

f Lea

ders

hip

and

Man

agem

ent)

•V

irtua

l col

labo

rativ

e le

arni

ng te

chno

logy

allo

ws

for

inte

ract

ion

betw

een

trai

ners

, stu

dent

s an

d th

eir

peer

s•

Cap

abili

ties:

con

tent

dev

elop

men

t and

con

vers

ion,

inst

ruct

or tr

aini

ng, u

ser

tech

nica

l sup

port

, rea

l-tim

e br

oadc

ast m

onito

ring,

and

the

tagg

ing

and

stre

amlin

ing

of r

ecor

ded

VC

T s

essi

ons

as p

erfo

rman

ce s

uppo

rt to

ols

•Q

uick

dep

loym

ent o

f lea

rnin

g, lo

wer

cos

t and

func

tiona

lity

of e

mbe

dded

le

arni

ng w

eb 2

.0 s

ocia

l lea

rnin

g

HR

GC

4: B

uild

ing

Big

Dat

a C

apab

ility

an

d th

e us

e of

Pre

dict

ive

Ana

lytic

s

•P

redi

ctiv

e an

alyt

ics

as a

bus

ines

s in

telli

genc

e te

chno

logy

•U

ses

stat

istic

al te

chni

ques

(reg

ress

ion,

cho

ice

mod

els,

tim

e se

ries,

du

ratio

n an

alys

is a

nd c

lass

ifica

tion

tech

niqu

es) w

ith u

se o

f mod

elin

g, d

ata

min

ing

and

gam

e th

eory

, to

mak

e pr

edic

tions

abo

ut th

e fu

ture

by

anal

yzin

g cu

rren

t and

his

toric

al d

ata

•W

idel

y us

ed in

oth

er fi

elds

suc

h as

fina

ncia

l ser

vice

s, te

leco

mm

unic

atio

ns,

reta

il, tr

avel

, hea

lthca

re a

nd p

harm

aceu

tical

s, a

pplie

d to

CR

M,

clin

ical

de

cisi

on s

uppo

rt s

yste

ms,

frau

d de

tect

ion,

and

cro

ss-s

ellin

g•

Use

d to

mak

e pr

edic

tions

abo

ut b

ehav

ior,

inve

stm

ents

, and

per

form

ance

as

it r

elat

es to

a fi

rm’s

hum

an c

apita

l•

HR

app

licat

ions

incl

ude

the

pred

ictio

n of

em

ploy

ee tu

rnov

er, i

dent

ifica

tion

of h

igh-

risk

empl

oyee

s, b

uild

ing

of p

rofil

es o

f tho

se m

ost l

ikel

y to

leav

e or

st

ay, u

nder

stan

ding

of h

ow r

isk

is d

istr

ibut

ed th

roug

hout

the

orga

nisa

tion

HR

GC

5: E

mpl

oyer

bra

ndin

g an

d gl

obal

ta

lent

man

agem

ent

•E

xpan

sion

of t

errit

ory

cons

ider

ed p

art o

f Glo

bal T

alen

t Man

agem

ent

syst

ems

into

mor

e m

arke

ting-

driv

en c

once

rns

such

as

mar

ket-

map

ping

and

em

ploy

er b

rand

ing

(als

o ca

lled

Wor

kfor

ce B

rand

ing)

•To

ols

for

build

ing

thei

r la

rger

bra

nd a

nd to

est

ablis

h th

emse

lves

as

empl

oyer

s of

cho

ice.

Ini

tiativ

esin

clud

e:

•R

esea

rchi

ng in

to ‘c

onsu

mer

insi

ghts

’ with

cur

rent

and

pot

entia

l em

ploy

ees

•M

anag

ing

the

‘tale

nt p

ipel

ine’

by

tryi

ng to

rec

ruit

‘ahe

ad o

f the

cur

ve’

•C

omm

unic

atin

g an

aw

aren

ess

in g

radu

ate

scho

ols

and

busi

ness

es to

get

th

e pe

ople

they

are

look

ing

for;

•

Dev

elop

ing

inte

rnal

tale

nt p

ools

aro

und

the

wor

ld

•C

reat

ing

skill

ed a

nd c

ompe

tent

team

s of

ass

esso

rs in

diff

eren

t are

as o

f the

w

orld

•M

anag

ing

recr

uitm

ent s

uppl

iers

on

glob

al b

asis

, int

rodu

cing

spe

ed, c

ost a

nd

qual

ity c

ontr

ols,

mas

ter

cont

ract

s to

co-

ordi

nate

mes

sage

s co

nvey

ed,

pref

erre

d pa

rtne

rs, a

udit

trai

ls to

pro

tect

aga

inst

glo

bal d

iver

sity

lega

l iss

ues

•e-

enab

ling

jobs

not

ice

boar

ds, r

e-de

sign

ing

web

site

s to

con

vey

impo

rtan

t m

essa

ges

abou

t the

em

ploy

er b

rand

.

FO

UR

DE

VE

LOP

ME

NT

S F

RO

M

AC

RO

SS

TH

E B

US

INE

SS

TH

AT

WIL

L IM

PA

CT

TH

E H

R D

ELI

VE

RY

MO

DE

L

HR

GC

6: A

imin

g pr

ofes

sion

al s

ervi

ce &

tran

sact

iona

l sup

port

at l

ine

man

ager

s:

Rem

ovin

g th

e in

term

edia

ry

•S

epar

ate

prov

isio

n of

wha

t mig

ht b

e te

rmed

pro

fess

iona

l HR

ser

vice

s, a

s ag

ains

t tra

nsac

tiona

l HR

ser

vice

s pr

ovid

ed b

y B

PO

com

pani

es, w

ith th

e tw

o op

erat

ing

in d

iffer

ent m

arke

t pla

ces

•E

.g. A

dvis

or P

lus’

s In

telli

gent

HR

prov

ide

line

man

ager

s (n

ot H

R)

with

gu

idan

ce a

nd s

uppo

rt in

all

of th

eir

tran

sact

ions

with

thei

r pe

ople

, inc

ludi

ng

lega

l iss

ues

with

ser

vice

s su

ppor

ted

by b

espo

ke s

oftw

are

and

syst

ems

•H

R n

ot s

een

as th

e pr

inci

pal a

gent

for

deal

ing

with

and

man

agin

g pe

ople

, bu

t ins

tead

the

line

man

ager

is s

een

as th

e m

ain

chan

nel f

or p

eopl

e pe

rfor

man

ce, p

rodu

ctiv

ity a

nd h

igh

mot

ivat

ion

•F

acili

ty fo

r or

gani

satio

nsto

rel

ease

HR

Bus

ines

s P

artn

ers

from

man

y op

erat

iona

l HR

issu

es, t

hus

allo

win

g th

em to

focu

s up

on g

enui

nely

str

ateg

ic

HR

issu

e•

Impo

rtan

t que

stio

ns re

gard

ing

in-c

ompa

ny H

R s

truc

ture

s, in

clud

ing

issu

es

of q

ualit

y, n

umbe

rs a

nd a

lloca

tion

of in

tern

al H

R r

esou

rce

HR

GC

7: T

he C

omm

oditi

satio

nof

CO

Es

and

expo

rt o

f act

iviti

es to

the

line

•H

R fa

cing

“di

ffusi

on” o

r ev

en d

isin

tegr

atio

n, a

s m

uch

of th

e hi

gh-e

nd

func

tiona

l kno

wle

dge

in tr

aditi

onal

cen

tres

of e

xper

tise

such

as

tale

nt

man

agem

ent b

ecom

es m

ore

com

mod

itize

d &

embe

dded

in li

ne

•M

ore

than

just

dec

entr

aliz

ing

form

er C

OE

act

ivity

into

bus

ines

s-em

bedd

ed

stra

tegi

c bu

sine

ss p

artn

ers

–di

ffusi

on in

to n

ew n

on-f

unct

iona

l str

uctu

res

•E

.g. L

ocat

ing

OD

/Org

anis

atio

nalE

ffect

iven

ess

units

out

side

of H

R•

Non

-HR

Hea

ds o

f OD

adv

ocat

ing

resp

onsi

bilit

y fo

r Ta

lent

Man

agem

ent,

alte

rnat

e lo

gics

that

Tal

ent M

anag

emen

t res

pons

ibili

ties

shou

ld r

est w

ith

CE

Os

or C

OO

s•

Thr

ough

the

very

suc

cess

of s

trat

egic

bus

ines

s pa

rtne

rs, w

ill th

e fu

nctio

n ha

nd o

ver

core

exp

ertis

e to

the

line

and

rem

oved

arg

umen

ts fo

r ce

ntra

l fu

nctio

nal o

vers

ight

in m

any

area

s?

HR

GC

9: T

he R

e-co

nfig

urat

ion

of C

OE

s

•E

ra o

f org

aniz

atio

nal d

esig

n w

here

the

clas

sic

func

tions

no

long

er d

omin

ate

and

whe

re n

ew ty

pes

of o

rgan

isat

iona

land

bus

ines

s kn

owle

dge

are

requ

ired

that

are

cro

ss-f

unct

ion

that

cre

ate

hybr

id s

kills

with

net

wor

ks o

f pe

ople

with

arc

hite

ctur

al/s

trat

egic

cap

abili

ties

•S

trat

egic

com

plex

ity n

ow fa

ced

by o

rgan

isat

ions

, peo

ple

man

agem

ent

need

s to

sta

rt b

y lo

okin

g at

the

impo

rtan

t per

form

ance

out

com

es th

at it

s cu

stom

ers

expe

ct

•O

rgan

isat

iona

lper

form

ance

driv

en b

y a

num

ber

of s

trat

egic

logi

cs s

uch

as:

inno

vatio

n, c

usto

mer

cen

tric

ity, l

ean

man

agem

ent,

and

glob

al in

tegr

atio

n•

Cen

tres

of e

xper

tise

can

mig

rate

aw

ay fr

om th

e tr

aditi

onal

func

tiona

l ex

pert

ise

to p

erfo

rman

ce-li

nked

exp

ertis

e in

thes

e ar

eas

•H

R th

en d

evel

ops

high

-leve

l ins

ight

into

how

the

man

agem

ent o

f CO

Es

linke

d m

ore

dire

ctly

to p

erfo

rman

ce im

pact

s th

e so

rts

of s

kills

, kno

wle

dge

and

capi

tal w

ithin

the

HR

func

tion

TW

O M

AC

RO

DE

VE

LOP

ME

NT

S F

RO

M

OU

TS

IDE

TH

E B

US

INE

SS

HR

GC

10:

Str

aine

d so

cial

tole

ranc

e an

d th

e ch

angi

ng c

onto

urs

of fa

irnes

s

•S

hare

d ex

pert

ise

and

acco

unta

bilit

y be

twee

n H

R a

nd M

arke

ting

or

Cor

pora

te C

omm

unic

atio

ns fo

r is

sues

rela

ted

to C

orpo

rate

Soc

ial

Res

pons

ibili

ty•

Que

stio

ns o

f fai

rnes

s m

ore

com

plex

as

we

cons

ider

futu

re o

f wor

k -

man

y is

sues

(eg.

pen

sion

pro

visi

on, q

uest

ions

of r

ewar

d, c

aree

rs a

cros

s di

ffere

nt

age

grou

ps, g

loba

l sou

rcin

g of

wor

k, s

ocia

l mob

ility

) ha

ve im

pact

s ac

ross

ge

nera

tiona

l gro

ups

and

acro

ss d

iffer

ent i

nter

nal e

mpl

oyee

seg

men

ts•

Teas

ing

out t

he d

iffer

ent r

ubric

s/ p

roto

cols

for

how

they

mig

ht r

esol

ve th

e is

sues

in c

urre

nt a

nd fu

ture

wor

ks s

cena

rios

“fai

rly”

•Im

med

iate

impl

icat

ions

for

HR

and

the

man

ner

it fr

ames

neg

otia

tions

in

rew

ards

, tal

ent p

rogr

amm

es, a

nd r

isk

man

agem

ent

•W

hat d

oes

enga

gem

ent l

ook

like

in th

e co

ntex

t of t

hese

com

plex

co

nsid

erat

ions

?

•H

ow s

houl

d w

e th

ink

of, a

nd m

anag

e, w

hat i

s pe

rcei

ved

to b

e fa

ir?

•W

hat m

odel

s ca

n w

e fin

d to

thin

k ab

out?

•

Wha

t gui

danc

e fo

r cr

eatin

g co

here

nt a

nd b

elie

ved-

in H

R s

trat

egie

s?

HR

GC

11: G

loba

lisat

ion

of H

R a

nd th

e lin

kage

bet

wee

n in

tern

atio

nal m

obili

ty

and

glob

al ta

lent

man

agem

ent

•C

hang

es in

the

HR

arc

hite

ctur

e re

quire

d to

cop

e w

ith th

e im

pact

of

glob

alis

atio

non

HR

func

tions

, glo

bal r

esou

rcin

g op

tions

, glo

bal s

ervi

ces

deliv

ery,

out

sour

cing

, and

impa

ct o

f HR

pol

icie

s an

d pr

oces

ses

acro

ss

natio

nal c

ultu

res

•Tw

o fa

ctor

s ar

e at

pla

y: th

e ch

oice

of s

trat

egic

del

iver

y m

odel

, and

the

stru

ctur

al re

latio

nshi

p be

twee

n th

e in

tern

atio

nal m

obili

ty a

nd ta

lent

m

anag

emen

t fun

ctio

ns•

Sho

uld

inte

rnat

iona

l mob

ility

(an

d as

soci

ated

exp

atria

tion

activ

ity)

beco

me

a ce

ntre

of e

xcel

lenc

e in

its

own

right

, or

shou

ld r

epor

t via

ano

ther

suc

h ce

ntre

, suc

h as

tale

nt m

anag

emen

t?

•H

ow w

ill th

e ce

ntra

lisat

ion-

loca

lisat

ion

dile

mm

a be

han

dled

•

In th

e pr

ovis

ion

of ta

lent

on

a gl

obal

bas

is,w

hat o

ther

act

iviti

es (s

uch

as

empl

oyer

bra

ndin

g, s

trat

egic

wor

kfor

ce p

lann

ing)

sho

uld

be b

roug

ht

toge

ther

with

the

trad

ition

al m

anag

emen

t of i

nter

natio

nal m

obili

ty?

1.E

xplo

re th

e C

entr

e fo

r P

erfo

rman

ce-le

d H

R

or d

ownl

oad

the

Whi

te P

aper

Ser

ies

visi

t:

http

://w

ww

.lum

s.la

ncs.

ac.u

k/C

PH

R

Th

ank

Yo

u!