the shrm foundation · the shrm foundation's fundraising efforts, called the annual campaign,...
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The SHRM FoundationShaping the future of HRTom Darrow, SHRM-SCP & Mark Schmit, Ph.D., SHRM-SCPApril, 2015
Who we are:
• SHRM Foundation Vision
The SHRM Foundation is the globally recognized catalyst for
shaping human resource thought leadership and research.
• SHRM Foundation Mission
The SHRM Foundation advances global human capital knowledge
and practice by
– providing thought leadership and educational support, and sponsoring,
funding and
– driving the adoption of cutting-edge, actionable, evidence-based
research.
3
Thought Leadership Initiative
Conducting a multi-phase program with the Economist Intelligence Unit (EIU) to identify and analyze critical trends likely to impact the workplace in the next 5-10 years.
Three themes that have been identified:
1. Evolution of Work and the Worker (2014)
2. Engaging and Integrating a Global Workforce (2015)
3. Use of Talent Analytics for
Competitive Advantage (2016)
Additional resources available here:
Digital Hub: futurehrtrends.eiu.com
Follow on twitter: #FutureHRTrends
Research
More than $4 million awarded since 2007.
In 2014, 68 research grant proposals were received and reviewed. Three multi-year projects were selected for funding, totaling $284,617:
• Can Human Resource Management Policy Reduce Workplace Telepressure? Effects on Employee and Organization Outcomesled by Larissa K. Barber, Ph.D., Northern Illinois University
• Free-Riding in Global Virtual Teams: An Experimental Study of Antecedents and Strategies to Minimize the Problem led by Vas Taras, Ph.D., University of North Carolina at Greensboro
• Bridging Communication Gaps in HR by Mapping Constructs and Findings led by Frank A. Bosco, Ph.D., Virginia Commonwealth University and Krista L. Uggerslev, Ph.D., Northern Alberta Institute of Technology
Currently funding 14 active research grants totaling nearly $1.5 million.
The SHRM Foundation is a leading funder of HR research.
Scholarship Programs
More than 100 scholarships awarded in 2014.
• SHRM Foundation Scholarships for HR Professionals
– Academic and professional certification scholarships
– Application deadline: mid-July 2015
• SHRM Foundation Student Scholarships
– Undergraduate and graduate academic scholarships and
Assurance of Learning exam scholarships
– Application deadline: November 2015
• Susan R. Meisinger Fellowship for Graduate Study in HR
– First-time master’s student seeking degree in HR
– Application deadline: mid-August 2015
Awards• Michael R. Losey Excellence in Human Resource Research
Awarded to Patrick Wright, Ph.D.University of South Carolina Darla Moore School of Business
• Susan R. Meisinger Fellowship for Graduate Study in HRAwarded to Mandy R. Woulfe
Walden University, Minneapolis
• Dissertation GrantsPatricia C. Dahm, University of Minnesota; Minneapolis, MN
Sung Doo Kim, University of Cincinnati; Cincinnati, OH
Eric Lin, Harvard Business School; Cambridge, MA
Margaret M. Luciano, University of Connecticut; Stores, CT
• SHRM Advisor of the Year AwardPresented to Debbie L. Mackey, SPHRUniversity of Tennessee SHRM
• HRM Impact AwardsCargill
Federal Bureau of Investigation (FBI)
Sears Holdings
Educational Products
Effective Practice Guidelines
DVD Case Studies
Executive Briefings
Complimentary, research-based resources
How is the
SHRM Foundation funded?
Annual Campaign:The SHRM Foundation's fundraising efforts, called the Annual Campaign, includes donations, sponsorship, and revenue from fundraising events.
Support from SHRM:The SHRM Foundation is a 501(c)(3) public charity. As the charity affiliate of SHRM, the SHRM Foundation is grateful for the significant support received from SHRM, including:
– In-kind services
– Matching gift for donations received during the Annual Campaign
The support received from SHRM allows the SHRM Foundationto use every dollar raised to advance our mission
through scholarships, educational resources, HR research and thought leadership.
The SHRM FoundationShaping the future of HR
Mark Schmit, Ph.D., SHRM-SCP
April, 2015
Research Inputs
ResearchResearch
Publication
Accumulation and
Translation
Practitioner Use
4 to 7 Years
Thought Leadership Initiative
• Foundation Board developed a strategy to have a greater impact on HR research and practice
• In 2012 specifically defined “HR Thought Leadership”
o “Future Focused” informing “What’s Next” (3-5+ years out)
o Primary audience of “Progressive Organizational Leaders in Global Fortune 1000 Companies”
• Designed means of operationalizing our Vision
• In 2013, selected Economist Intelligence Unit (EIU) as our partner and initiated the “Thought Leadership Initiative”.
Corporations, the
public sector and
NGOs go to the EIU
for insights on global
talent, particularly in
emerging markets.
The Economist:
Access to global
executives.
SHRM Foundation:
Access to largest
network of HR
professionals. 13
The Economist Intelligence Unit (EIU)
4/28/2015
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Demographers
Thinks Tanks
Technologists
Anthropologists
Economists
Futurists
Research Centers
Academicians
Sociologists
HR Executives
Consultants
EIU with SHRM-F
Synthesis &
Analysis to Identify
Trends Impacting
Future Workforce
3 Major
“What’s Next”
Themes
SHRM & Affiliate Boards
resulting
in…
Government Leaders
SHRM Members/HR Practitioners
Business Leaders
will
drive…
Political Scientists
SHRM Foundation:
• directed contract research
• academic research funding
• publications/media
• events
• products
EIU:
• directed research
• publications/media
• events
• products
Others:
• Research Institutes
• Consultants & Knowledge Providers
• Large Companies
• Think Tanks
• Non-Profit Research Groups
Evolution of“Work”and the
“Worker”
Globalization of
business, changing
demographics and
changing patterns of
mobility will continue
to change the nature
of work and the
worker over the next
5 to 10 years.
“What’s Next “Theme 1
Engaging and integrating
a globalworkforce
Cultural integration
and clashes/unrest
will continue to grow
globally at both
societal and
corporate level over
the next 5 to 10
years.
“What’s Next “Theme 2
Use of Talent Analytics for Competitive Advantage
Talent shortages will
continue to grow
globally over the
next 5 to 10 years
requiring HR to
become the provider
of human capital
analytics for input
into strategic
business decision
making.
“What’s Next “Theme 3
18
Major EIU findings from the Work and Worker research
Demographic shifts pose conflicting
challenges
Young populations will elevate concerns of a lost generation
Burgeoning workplace diversity
requires sophisticated response
Disconnect between educational standards
and market needs
Services sector on rise at expense of
industry & agriculture
Technology transforms workforce
composition and culture
Wage expectations conflict with increased focus on shareholder
value
Inequality on the rise as technology
decimates the mid-skilled tier
Companies balance pros and cons of
investment in new regions of
development
Major findings from Theme 1: The Evolution of Work and Worker
Trend 1: Demographic Shifts
• The population is aging in much of the developed world.
• In emerging markets, however, the population is overwhelmingly young, and those countries face challenges in providing education and jobs.
• Workforces are becoming more geographically diverse.
• In the next decade nearly one billion women—primarily from the developing world—are expected to enter the labor force.
Trend 1: Demographic Shifts – Expected Changes
• Increased global workforce.
• Growth in multi-generational workforce multi-generational workplace.
• Changes in employee expectations.
• Changes in work motivations.
• Revisions to immigration laws.
Trend 2: Loss of Middle-Skills Jobs
• Technological advances in developed countries have automated many routine tasks.
• New technology jobs require different, higher-level skills.
• Mid-skill workers pushed either to lower-wage jobs (more frequent) or into training for higher-skilled jobs (less frequent).
• Polarization of job market into high- and low-skilled jobs.
Trend 2: Loss of Middle-Skills Jobs – Expected Changes
• Overqualified applicants for low-skilled jobs.
• Decreased engagement, productivity, and retention.
• Further separation of wealthy and poor.
• Potential social disruption and societal upheaval.
Trend 3: Skills gap: Disconnect Between Educational Standards and
Organizational Demand
• Educational systems are not fully meeting the needs of the modern economy.
• Mismatch of skills needed by employers and those held by workers and applicants.
• STEM skills in short supply in labor market.
• Shortage of highly skilled manufacturing workers and skilled trades workers.
24
Educational profile is shifting; on path to meet market demands?
• Closing educational gap: In 2000, there were 51 million 25-to-34-year-olds with tertiary degrees in OECD, and 39 million within non-OECD G20 countries; by 2010, this gap had nearly closed, with respective figures at 66 and 64 million.
• Power of China & India: These 2 markets alone will account for 40% of young people with a tertiary education in G20 and OECD countries by 2020; US and EU combined will contribute just over one-quarter.
• Quantity is not everything: Higher enrollment rates do not necessarily translate into better skills (i.e., quality of China’s huge number of engineers has been disputed).
• Gap with market needs: In Europe, 74% of education providers were confident their graduates were prepared for work, but only 38% of youth & 35% of employers agreed.
Trend 3: Skills gap: Disconnect Between Educational Standards and
Organizational Demand – Expected Changes
• Graduates will not be prepared for the workplace.
• Filling STEM positions – challenge will increase significantly.
• New skill shortages will continue to emerge.
Trend 4: Eroding Physical Barriers and Increased Globalization
• Technology is reducing physical barriers to work.
• Workers and organizations in developing countries are increasing in their ability to participate in developed markets.
• Globalization of business will grow on a steep upward curve.
Trend 4: Eroding Physical Barriers and Increased Globalization –
Expected Changes
• Increase in telecommuting and remote workers.
• Workers located around the globe.
• Talent pools will increase for some jobs.
• Leaders will be challenged in managing remote workers.
Trend 5: New Models of Work will Emerge
• When skills are not available for complete jobs, jobs will be broken into tasks that can be completed by contract workers.
• New models of work and technology innovations will then emerge to fill the gaps, such as crowdsourcing is now starting to do.
Trend 5: New Models of Work Will Emerge – Expected Changes
• New models of work will continue to emerge as jobs are decomposed to tasks.
• New models of work will allow for new populations of workers to be employed.
• New types of business will emerge from these changes in how work gets done, disrupting traditional workplaces and work models.
30
Major EIU findings from the Work and Worker research
Growing cross-cultural workforces
Global interdependencies
increase exposure to risks
Workforce is ageing and becoming
gender/ethnically diverse
Workers from emerging countries seeking
higher wages
Cultural diversity contributes to success
Cultural differences affect management
styles and employee development
Organizations struggle to balance societal
culture and their corporate culture
Temps and flex workers create new
management challenges
Corporate social responsibility helps manage risk while
boosting the bottom line
Major findings from Theme 2: Engaging and Integrating a Global
Workforce
Outcome
Work with SHRM and its affiliates to provide the answers to HR practitioners when they need them in the future.
Currently Available
• Theme 1 Report: Evolution of Work and the Worker
• Theme 1 Roundtable Summary
• Theme 1 Five Key Trends
• Theme 2 Report: Engaging and Integrating a Global Workforce
• SHRM Foundation site: – http://www.shrmfoundation.org/
• EIU Hub: : http://futurehrtrends.eiu.com/– Reports
– Topical articles
– Expert videos
– Infographics
– SHRM Foundation Resources
Thank You!
Questions?