Coffee Break Cut: Reshaping The Present, Reimagining The Future

6 February 2015

Coffee Break CutReshaping the present, reimagining the future

HR Directors Business Summit 20153 – 4 February 2015

The ICC, Birmingham, UK

Oracle.com

6 February 2015 Oracle.com

Welcome to Coffee Break Cut, our condensed review of the

thought and insights we’ve just shared and enjoyed this

week at the HR Directors Business Summit 2015.

These are exciting times for HR. As our focus expands beyond

our businesses and out towards the world they serve, as HR

practitioners we are increasingly well placed not just to

anticipate the future, but to help shape it.

It will be a challenge, but I, for one, can’t wait to see what we’ll

create.

Andy Campbell

HCM Strategy Director, Oracle


We are at a crossroads in HR. New ideas

will shape who we are and what we do.

It’s no longer about what’s next in HR, it’s

what’s next for the business.

We have truly moved into a new age of

HR: the age of Outside-In.

Dave Ulrich

Professor of Business, The Ross School of Business


Who are the customers of HR? People say the

employees, but it’s your business’s customers.

So, are we connecting what we do in HR to the

key stakeholders of the business?

Dave Ulrich


It’s time to think:


Look at the wider market context and ask how

HR can play a role in achieving your goals…

…HR professionals need to be anthropologists,

not just architects.

Dave Ulrich


Moving beyond the walls of

your company


Now HR is at the top table, we need to shape:

•Talent

•Culture

•Leadership

In order to ensure they anticipate and serve the

needs of the business’s customers.

Dave Ulrich



How come some teams succeed where others

fail? It’s all about the people.

Talent =

competence (ability to do work)

x commitment (willingness to do work)

x contribution (emotional presence)

Mark Gallagher

Author and Former Senior Executive, F1

Dave Ulrich


Talent


Investment in management training leads

to a 32% increase in productivity.

But look beyond the obvious to find out

more about individuals and discover

whispering talent.

Ann Francke

CEO, CMI

Dr Caroline Curtis

Head of Talent, Succession and Development, Santander

Therefore we need to provide training…


We need to find a 21st century way to help

people learn and use tools to help support our

need for knowledge, using both formal and

informal learning environments.

JoEllyn Prouty McLaren

CEO of Executive Education, Cass Business School

We need to continue to explore new

ways to train our staff…


To know how people are different is

spectacularly practical.

My biggest concern when it comes to diversity

is invisible difference. I worry we overlook

introverts.

Liz Bingham, OBE

Ambassador for Diversity and Inclusiveness

Earnest & Young

… with programmes that support every

type of individual


Wellbeing programmes should be a mandatory

for all businesses – it’s clear to see the ROI.

The top objective of wellbeing is improving

health as an indirect driver of productivity,

morale and engagement.

Dame Carol Black

Expert Advisor on Health and Work, Department of Health

We need to ensure wellbeing…


Board-level intervention will make a difference.

A board member responsible for health and

wellbeing will push the agenda forward.

But when you analyse the diary of CEOs,

despite claiming them to be their biggest asset,

they dedicate very little time to their people.

Lord John Browne

Former CEO, BP

Which should be driven from the top of the

organisation


It’s no use just providing free fruit. If someone’s

unhappy, they’ll go for the Mars bar.

It’s an expensive issue to ignore, with the

average cost of absenteeism and

presenteeism amounting to 7.84% of a

company’s wage bill.

Dame Carol Black


And have an holistic scope


If people feel like they are fulfilling

some sense of personal mission they

will feel a bigger affinity to the employer.

For 43% of Generation Y CEOs the

primary focus is their personal mission.

Adam Kingl

Executive Director of Learning Solutions, London Business School

And we need to enable fulfilment


What is at the heart of a life well lived?

• FunEnjoying what you do every day

• SocialHow much time you spend with people you love and who love you

• FinancialThe stability of earnings

• PhysicalBeing able to do what you want to do, day in and day out

• Community wellbeingHow involved you are with something bigger than yourself

Peter Flade

Managing Partner, Gallup


Generation Y want:

•Work-life balanceThey require a flexible, fluid work week

•Organisational cultureThey feel a greater affinity to their colleagues than the organisation

•Promotion opportunitiesThey want meaningful progression

Adam Kingl

Executive Director of Learning Solutions, London Business School

And what about the leaders of tomorrow?

What matters to them?


7 organisational principles of engaged

workforces

1. Promoting involved and curious leaders

2. Having a cracking HR function

3. Getting engagement right before refining the mission

4. Never using a downturn as an excuse

5. Realising engagement is a local phenomenon

6. Managing performance and holding people to account

7. Never pursuing engagement for its own sake

Peter Flade

Managing Partner, Gallup


Culture becomes our identity. Will

your culture reflect what customers

are promised?

Dave Ulrich


Culture


Culture is only a source of value

if it matches what the customer wants.

Value is defined by the receiver,

not the giver.

HR should now anticipate what

customers want and need, and bring

that into the company.

Dave Ulrich


Make sure to connect culture to customers


Managers have the primary

responsibility for talent and culture.

Dave Ulrich


Culture starts from the top


15% of the time talent wins, the rest of

the time the team wins.

If you have 1,000 really thoughtful people

thinking about how to improve, you’ll make

a lot more progress than if you have 100.

Dave Ulrich


Reed Hastings

CEO, Netflix

But it’s not just about one person


It has been proven that 82% of the time

that with the right training you can

coach people to fit your culture.

Mark Ellis

Core Group Member, Engage for Success

And with the right training more

people can buy in to the culture


High-engagement organisations

have 20% higher operating income

than their peers.

Angus Ridgway

CEO and Co-Founder, Potentialife

Because ultimately, engagement and culture

improvements drive business change


Formula for impactful leadership =

Intent x (clarity + consistency)

Simon Tyler

Speaker, Mentor, Author, The Impact Code

Leadership


• Attraction

• Allure

• Advocacy

• Engagement

• Action

Simon Tyler

Speaker, Mentor, Author, The Impact Code

Attributes of a leader:


Leadership is a behaviour that can be shown

by anyone at any level in the organisation.

Knowing what leadership is doesn’t make you

a leader, change has to be behavioural.

Mark Gallagher

Author and Former Senior Executive, F1

Angus Ridgway

CEO and Co-Founder, Potentialife

But leadership doesn’t have to come from

the top


The single most powerful tool for driving

performance and engaging with others is an

honest debrief. Leaders have to be able to

acknowledge their own mistakes and

employees have to be able to challenge

upwards.

Jas Hawker

Former Commanding Officer, RAF Red Arrows

And can be bottom up, as well as top down


Do you have good credit

worthiness in leadership?

30% of investment

decisions are based on

whether your company

have good leadership.

Dave Ulrich

Professor of Business, The Ross School of

Business

Good leadership = company value


5 easy steps to a management makeover

1. Stop excluding, start including

2. Stop controlling, start coaching

3. Stop confusing, start clarifying

4. Stop resisting change, start embracing

5. Stop competing, start collaborating

Ann Francke

CEO, CMI


Good work and good workplaces lead to

employee wellbeing and engagement leads to

increased productivity and quality of produce leads

to improved economic performance that’s good for

society.

Dame Carol Black


Bringing it all together is vital for the

business


6 skills for good HR people

• Strategic positioning

• Credible activist

• Capability building

• Technology proponent

• HR innovator and integrator

• Change champion

Dave Ulrich


Develop the right competencies for HR


• Your business model

• Your market context

• Your horizons

• Your business differentiators

• Your global footprint

• Your core beliefs

Hugh Mitchell

Chief Human Resouces and Corporate Officer, Shell

Look at HR from the outside-in through 6

lenses


How to gather better data on your people:

• Decentralise engagement

• Survey frequently and link to events

• Make surveys actionable, trustworthy, and fun

• Make the tools you use consumer grade

Tom Mardsden,

CEO, Saberr

Alistair Shepard

Founder, Saberr

Use data and analytics to bridge the gap between

people and outcomes


We are drowning in solutions - we

need to think harder about the

cocktail we create for our

organization, and not just push every

pill in the pharmacy

Hugh Mitchell

Chief Human Resources and Corporate Officer, Shell

But don’t do things piecemeal. Think of the

bigger picture


6 Ds to shaping the future of work:

DollyWe’re no longer living in the age of 9-5

DiversityYou will need to create common ground for 4 different generations in one workplace

DilbertCubicles are a thing of the past. We need to re-think working spaces

DistanceWe need to tools to ensure our workforce doesn’t fragment as we cease to share physical space

DroidsInevitably, more jobs will become automated

Dr No Despite the protestations of IT managers, BYOD is the future

Dr Nicola Millard

Customer Experience Futurologist, BT

And keep looking to the future


Our responsibilities don’t stop with

the people on the payroll, we need to

engage with society as a whole to

ensure that our values, our culture

and the outcomes they lead to are

relevant.

Hugh Mitchell

Chief Human Resources and Corporate Officer, Shell

And remember


Isn’t that simple?

Nev Wilshire

CEO, Save Britain Money


For more from Oracle

check out

See things differently

https://www.youtube.com/user/oraclehcm

https://www.youtube.com/user/oraclehcm

https://twitter.com/OracleHCM

https://twitter.com/OracleHCM

https://www.facebook.com/OracleHCM

https://www.facebook.com/OracleHCM

https://blogs.oracle.com/OracleHCM/entry/customers_live_on_oracle_fusion

https://blogs.oracle.com/OracleHCM/entry/customers_live_on_oracle_fusion