aligned at the top how business and hr executives view today’s most significant people...
TRANSCRIPT
Aligned at the Top
How business and HR executives view today’s most significant people challenges—and what they’re doing about it.
Geert VercaerenDirector Human CapitalDeloitte Consulting
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About the survey
“Aligned at the Top” is a global survey of business, people, and HR issues, trends and challenges
Objective was to understand the connect or disconnect between senior business executives and HR leaders on the people and HR agenda
Conducted by Deloitte Touche Tohmatsu and the Economist Intelligence Unit
Since the first survey in 2002:
– People and HR issues have continued to rise on the business agenda
– HR functions have made significant strides to improve their efficiency and service delivery
Yet key questions remain:
– What are the people issues that keep executives awake at night?
– How are these issues being addressed, and what is HR’s role?
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Methodology
Global survey of 531 HR and non-HR executives representing 468 companies
Written survey responses: 481
Personal interviews: 50
HR leaders and senior business executives: 259
– Responses from HR leaders: 40%
Companies of every size, from every major region and industry
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Agenda
About the survey
People at the top put peopleat the top
People challenges that keepexecutives awake at night
Rising to the challenge
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People are critical to performance
Senior business executives and HR leaders agree that people are vital to all aspects of performance
More than 85% of all participants consider people “vital” to every aspect of their organization’s performance
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Agenda
About the survey
People at the top put peopleat the top
People challenges that keepexecutives awake at night
Rising to the challenge
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People issues are increasingly strategic
Both senior business executives and HR leaders view people issues as becoming more and more strategic
Today
– More than 60% of senior business executives already consider people issues “very significant” or “highly significant” to strategic decision-making
– 50% of HR leaders agree
In the future
– 90% of senior business executives believe people issues will be “very significant” or “highly significant” to strategic decision-making in three to five years
– 86% of HR leaders agree
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The key people challenges are clear…
HR leaders and senior business executives agree the most critical people issues are:
– Leadership development and pipeline
– Talent management
– Creating a high-performance culture
– Training and development
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. . . but HR’s role is still being defined
“People” and “HR” are often treated as separate conversations
– People issues are considered “strategic”
– HR issues are perceived as “administrative”
When senior business executives talk about strategic people issues, the HR function is rarely even mentioned. But to achieve desired results, HR leaders and senior business executives must work side-by-side, forming a new collaboration to tackle the company’s most pressing people issues.
People Issues (Strategic)
Examples:
• Leadership development and pipeline
• Talent management
• Creating a high-performance culture
• Training and development
HR Issues (Administrative)
Examples:
• Compensation and benefits
• Performance evaluations
• HR operating efficiency
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Regional variations
Issue Similarities Differences
Importance of people People are “vital” or “extremely vital”
People issues will be increasingly important
North America rates people issues highest
HR effectiveness HR considered “moderately effective” North America rates HR highest
Western European rates HR lowest
Sources of talent Top source of talent is development of existing personnel
Asia Pacific shows the strongest interest in overseas recruitment
In North America and Western Europe, demand for overseas recruitment is small, but rising quickly
Role of HR HR increasingly viewed as a strategic value-adding function
HR activities most commonly outsourced:
– Asia Pacific: training
– Western Europe: payroll
– North America: benefits administration
Survey results were very consistent across all three regions, with a few minor exceptions
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Industry variations
Industry Typical challenges Typical responses
Retail Hiring large numbers of entry-level sales associates
Rapid turnover
Need for quality service at low cost
Additional training for store managers
Minimal training for low-level staff
Banking HR considered “moderately effective” Additional training for low-level staff
General training about the banking business
Energy Ageing workforce
Tarnished public image
Increased recruiting investments
Every industry faces a talent shortage
Specific challenges — and responses — vary by industry
Examples:
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Agenda
About the survey
People at the top put peopleat the top
People challenges that keepexecutives awake at night
Rising to the challenge
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Top people issues
How can HR leaders and senior business executives work together to address a company’s strategic people issues?
Leadership development and pipeline
Talent management
Creating a high-performance culture
Training and development
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People challenge #1: Leadership development and pipeline
Rated as the top people issue
Grooming the next generation of leaders is every leader’s responsibility
Leading companies are pushing advanced leadership training down to middle management– Provides a steady pipeline of leadership candidates
– Helps develop skills and capabilities consistent with the company’s strategic direction
– Shows talented people they are valued
Keys to results– Collaborate with business schools and other third
parties to develop and deliver the training
– Have senior executives help develop and deliver the training
“It’s the responsibility of managers throughout the
company to identify leaders and develop them.
Every manager needs to be able to point to two or
three people underneath him or her who have the
potential to move up, and then provide experiences
that makes that possible.”
— Director of HR at a mid-size technology company
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People challenge #2: Talent management
Two-thirds of senior business executives consider “skills gaps” one of their most significant workforce challenges
Chronic talent shortage beingdriven by:– Baby Boomer retirements
– Declining birth rates
– Shifting educational patterns
Requires a comprehensive and balanced approach to talent management
Keys to results– Align with business strategy
– Don’t rely solely on financial incentives
– Focus on critical workforce segments
– Create an inventory of skills
– Collaborate with universities
– Use offshore talent
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People challenge #3: Creating a high-performance culture
Corporate culture and employee behaviour have a significant impact on performance
More than 60% of all respondents said the CEO is most responsible for influencing culture and values
Culture and behaviour are also driven by critical workforce segments and key events
Keys to results– Target critical events
– Target critical workforce segments
– Use HR practices to shape culture and values• performance evaluations• compensation structures • improved communication and coordination
– Link behaviour to strategy
“It’s not just building a high-performance organisation,
it’s about how you build passion. How do you engage
people and have them bring more than just their basic
competence, which is just enough to collect a pay
check?”
— CEO at a privately held manufacturer in the United States
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People challenge #4: Training and development
Executives view “development and training of existing personnel” as their most valuable source of talent
Leading companies are focusing more effort on training and development
– Improves employee productivity, loyalty,and performance
– Provides the critical skills that companies need
– Is one of the few competitive factors a company can control
Keys to results– Tailor development programs to individual needs and
interests
– Make training part of everyday operations
– Continuously reinforce the training
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Agenda
About the survey
People at the top put peopleat the top
People challenges that keepexecutives awake at night
Rising to the challenge
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The gap between HR capabilities and business needs
Senior business executives wantHR to be more effective
– Only 4% describe HR as highly effective in addressing the needs of the business
– 60% described HR as only moderately effective
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Getting strategic about people
HR is often out of the loop on strategic issues– Percentage of companies that “rarely” or “never”
consult their senior HR team on key business issues• Mergers and acquisitions (63%)• Compliance and regulation (26%)• Talent (25%)
Only 14% of HR leaders believe HR is currently perceived as a strategic, value-adding function– At large companies, the figure is even lower (less
than 10%)
– However, 40% expect perceptions to improve in three to five years
Senior business executives have high expectations– 95% expect HR to be perceived as a strategic, value-
adding function within the next three to five years
What is HR doing to close the gap?
And will HR’s efforts go fast enough — or far
enough — to satisfy the company’s needs?
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HR must continue to improve and streamline its operations . . .
HR outsourcing on the rise
– 29% of all respondents already outsource recruitment, training, and payroll
– Another 18% expect to outsource these and other HR activities in the next three to five years
Other ongoing improvements– Shared services centers– Centers of excellence– Self-service– Offshoring
Potential Benefits– Reduce HR costs– Improve efficiency
– Enable HR to focus on strategic business issues
“Administrative processes have been outsourced to the fullest extent possible. Now you might believe we were treating HR as an afterthought and you’d be right. But the way it’s turning out, that’s really a world-class approach. We’re not in business to administer HR.”
— VP of finance and business development at a small, privately held bio-tech company
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. . . while building new skills and capabilities . . .
CHROs needed
– Companies need HR staff who can think and act like a CHRO — at every level of the company
HR staff must be business people, not just administrators– Deep understanding of the business
– Hands-on experience
– Ability to work closely with business leadersto address complex problems
Improvement begins at the top– 52% of all respondents do not have a Chief
Human Resources Officer (CHRO), Chief People Officer (CPO), orother C-level executive who is dedicated to people issues
– 68% expect to have such a position within the next three to five years
“HR people have to understand the business first. Career HR managers are useless except in a purely administrative sense. To be a CHRO, you have to be a business person first, and then an HR executive second. You absolutely have to know how HR fits into the business, and you can’t know that unless you know the business.”
— CHRO at a global power development company
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. . . and measuring results in business terms
What you measure says a lot about what you value
Old HR metrics (administrative focus)
– Total payroll
– Total compensation
– Training costs
New HR metrics (business focus)
– Time spent on managing people issues
– Time to efficiency for new managers and employees
Potential Benefits
– Improve HR’s business focus and impact
– Help HR shed its “touchy-feely” image
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Thank You