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TRANSCRIPT
Your CEO needs you!
The future of HR
Varna conference
Tim Edwards
12th May 2017
© 2017 Korn Ferry. All rights reserved 2
Digitisation
The double-edged sword of the digital age
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Consumerism
Talent behaving as a consumer
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…so don’t lose the war for skills shortages
The ‘war for talent’ is about to get even more fierce
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Talent meets Science again….
Neuroscience, learning, analytics being used increasingly more than ever
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Does this sound familiar?
Leader: “I want to give the
three people in my team
the highest performance
rating, they’ve been
outstanding this year”
HR: “…but you can’t.
There’s a distribution
that says you must only
have one high
performer, one average
performer the other one
therefore must be an
underperformer… ”
Research has blown up this notion! And we
know it doesn’t work in practice. So why are still doing it?
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Agile working
Embracing agile concepts to make speed and innovation permanent features of organisational culture
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Change! Everywhere you look!
HR is at the centre of all these changes
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And CEOs are saying….
81% of CEOs see HR playing a critical role in developing business
strategy but only 32% of them intend to recruit their next HRD internally.
50% of the CEOs feel it’s necessary to look outside their company to find the
talent to align their people strategy and business challenges
“HR is too theoretical”, “HR must do more with data – in particular
around workforce needs vs. supply”
“HR lacks the drive to implement strategy”
“HR is not strong enough
in collaborating with
senior leadership”
58% of CEOs want to see HR acting more
as a strategic business partner
48% of CEOs want to improve the
linkages between people and
business issues
48% of CEOs are seeking greater focus on outcomes rather than process
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….so what tangible, practical things can we do as HR?
Possess an organisational
capability mindset
Excellence in the vital
basics
Bring Innovative
thinking
4
Provide
business &
outcome
driven
processes
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HR’s “Compulsory Figures”
Are we guilty of sacrificing some of this in the head-long charge toward strategic
partnership?
Excellence in the vital basics…
6
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The Credibility Pyramid
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Organisational Capability
� All organisations have a clients have a “strategy”. Often the stated strategies of the #1 and #6 player in any market are identical or very similar
Understanding the
organisational capability needed to execute your
business strategy is
more vital than the strategy itself
A business strategy without the corresponding organisational capability
will likely be delayed, diluted or blocked
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What makes your CEO feel confident?Do they know where the risks to
delivery lie?
More 50% share price
movement driven by
perceived confidence and
intangibles
Who should know?
Organisational capability & risk
Is this how HR behaves?
Strategy is just
a promise delivered by
organisation
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Too many HR
processes are in
this zone
Business and outcome relevant approach to HR processes: think bigger picture
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Data is ubiquitous
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Speaking with data
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So what do we need to do with it?
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Innovative mindset
What can I learn from
elsewhere?
What should I do
differently?
Balance standardisation
vs differentiation?
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Summary
• Think about what our CEO needs to deliver, and help them understand
what it means from a people perspective
• Make the case for appropriate investment in people strategy (use data
and analytics and show insight)
• Ensure people risk gets the air time it deserves
• Get the basics right before we try to be strategic
• Engage with the business agenda to ensure what we see as strategic
is truly actually relevant.
• Deliver this more pragmatically and simply
• Measure the right things. Develop insight not just information