HRTrends–AFuture forHR ChristianVölkl ......HRTrends–AFuture forHR...

May  2015

HR  Trends  –  A  Future  for  HRChristian  Völkl,  HRpepper  Management  Consultants

Agenda 1 Where  do  we  come  from? 2

2 What  do  we  need  to  tackle?   6

3 What  are  our  answers?   19

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR2

 Up  to  1913 Up  to  1945 Up  to  1975 Up  to  1995 Up  to  today Future

Social  welfare Payroll  office Personnel-‐‑‒management

Human  Ressource    Management

Strategic  HR ??

•  Protection  and  safety  (e.g.  childrensʻ‘  work)

•  Professiona-‐‑‒lization

•  Work  conditions

•  Around  ca.  1970:  specialized  HR  function

•  HR-‐‑‒Controlling

•  C&B  models  as  lever  to  increase  productivitiy

•  (Strategic)  Business  Partner

•  Change  Agents

•  CoC  /  CoE•  HR  SSC

?

From  protection  to  administration  to  strategic  function

Where  do  we  come  from?

©  Dave  Ulrich©  EDEKA©  bpk

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR3

“If  HR  does  not  force  its  way  into  the  heart  of  strategic  planning  in  organizations,  it  will  default  to  a  technical  and  transactional  dead  end.”

Helen  Drinan  Former  president  and  CEO,  Society  for  Human  

Resources  Management

Bild:  ©  ACEA  2012/    Gilles  Martin-‐‑‒Raget

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR4

Just  cannot  hear  it  any  longer...

5 HR  Trends  -‐‑‒  A  Future  for  HR

Strategic  Partner

Agenda 1 Where  do  we  come  from? 2

2 What  do  we  need  to  tackle?   6

3 What  are  our  answers?   19

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR6

Results  of  current  consultancy  studies

Do  these  trend  observations  provide  true  guidance  for  HR?

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR7

Source:  2013  Kienbaum  Management  Consultants

Source:  2015  Bersin  by  Deloitte

Source:  2014  BCG  and  WFPMA

Google  Search  Requests  for  Demographics  &  Employer  Branding

Not  exactly  what  you  would  call  a  trend...

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR8

Demographics

EmployerBranding

Search  Requests  for  Diversity  Management  &  Innovation  Management

Not  exactly  what  you  would  call  a  trend...

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR9

Innovation  Management

Diversity  Management

Certainly  a  trend:  Business  models  at  risk

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR10

The  only  thing  for  sure  is  that  hardly  anything  is  certain...

Bus

ines

s M

odel

Can

vas

desi

gned

by

Bus

ines

s M

odel

Fou

ndry

AG

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR11

Successful  business  models  satisfy  customer  needs  with  experience-‐‑‒based  value  propositions

Not  a  trend  but  a  fact:  Customer  experience  at  the  heart  of  ever  more  business  models

Enterprise  Perspective

Experience

Customer  Perspective

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR12

The  product...

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR13(Foto:  http://news.starbucks.com)

...the  experience....

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR14

Positive  Kundenerlebnisse

(Foto:  http://www.flickriver.com/photos/eriq/tags/starbucks/)

(Foto:  http://sallison.blogspot.de/2010_̲09_̲01_̲archive.html)

...the  desired  outcome...

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR15

Ohne  Kundenerlebnisse

(Foto:  http://i.bnet.com/blogs/oracle-‐‑‒sues-‐‑‒google-‐‑‒over-‐‑‒java.jpg)

...the  product  without  the  experience!

What  kind  of  work-‐‑‒related  experiences  enable  employees  to  provide  exceptional  customer  

experiences?

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR16

Quiz  question

Meaning  is  the  new  money!

What  does  Google  say?

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR17

Meaningful  Work

Strategy  development

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR18

Linking  strategy  development  with  strategy  deployment̶—itʻ‘s  the  experience,  stupid!

Customer  and  employee  experience  as  focal  points  for  institutionalizing  business  models

Experience

EEmp Cust

Orientation

Work

Identity Brand

Strategy  deployment

Agenda 1 Where  do  we  come  from? 2

2 What  do  we  need  to  tackle?   6

3 What  are  our  answers?   19

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR19

-  Interaction  (e.g.  leadership  behavior)  -  Messages  (e.g.  information,  content)-  Artefacts  (e.g.  work  contract)

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR20

For  providing  meaningful  employee  experiences,  HR  can  design  the  experience  itself,  the  work  system  as  well  as  the  mechanisms  for  orientation

Employee  Experience  Design

Employee CustomerE

Identity Brand

Work

-  Organization  (e.g.  roles)-  Processes  (e.g.  interfaces)-  Connectivity  (e.g.  social  media)

Orientation

-  Guidance  (e.g.  vision,  mission)  -  Regulation  (e.g.  KPIs)-  Appreciation  (e.g.  rewards)

05  |  2015    HRpepperHR  Trends  -‐‑‒  A  Future  for  HR21

Creating  value  from  untapped  needs:  Designing  the  employee  experience  as  a  mandate  for  a  strategic  Human  Resources  function

Employee  Experience  Design  (EED)

„EED  summarizes  the  practice  of  intentionally  designing  HR  products,  services,  events,  and  organizational  environments  with  a  focus  on  the  quality  of  the  employee  experience  and  organizationally  relevant  experiences.“

(Source:  Wikipedia)

Source:  Personalmagazin,  Ausgabe  06/2014,  www.personalmagazin.de

Weʻ‘re  looking  forward  to  a  stimulating  discourse  with  you.

HRpepper  GmbH  &  Co.  KGaA

Tempelhofer  Ufer  11,  10963  Berlin

T  +49  30  2593575  0

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