curent trends in hr

8/10/2019 Curent Trends in HR

1/10

6 Key Developments in HRTalent intelligence

With organisations gaining ground on their understanding of big data, the importance of HR-themed

analytics will become more crucial in 2014. The uses of these analytics will range from developing

people strategies to exploring what if scenarios.

Involvement of the C-suite

Not only is HR expected to enter the C-suite, but a further emphasis on the workforces presence there

is also expected. The complexities and challenges created by the global economic landscape require

leadership teams to continually re-evaluate their organisations strategies. Doing so enables

organisations to determine how workforce assets can be fully leveraged, Cariss said.

How mobile has changed HR

Mobile applications are expected to play a more crucial role in 2014. Mobile career sites and

applications will be leveraged by organisations to reduce time and cost-to-hire in an attempt to combatthe widening gap between skills availability and business requirements.

Invest for success

New solutions to technology investments that offer deeper functionality will be delivered via a software-

as-a-service (SAAS) model. These tools will be used for functions such as candidate relationship

management and career path planning.

Borderless talent management

Glocalisation is a term that was thrown around in 2013, with its true colours set to be revealed in the

new year. As organisations and workforces become borderless, the ability to manage globally and

execute locally is becoming increasingly important. The ability to respect and reward cultural nuances

and expectations must be coupled with a talent management solution that supports compliance and

enterprise visibility for organisations to remain relevant in 2014.

Social is here to stay

Social media has become an important utility for recruitment. The usage of LinkedIn, Facebook, Twitter

and other social media platforms for recruitment is set to intensify in 2014, with organisations seeking

to keep track of both alumni and new talent pools. The use of social tools for L&D functions will also

come to fruition in 2014.


2/10

5 Trends Driving HR Technology In2014

1) The world is your oyster (and your talent pool). Real talent knows no geographic bordersno country has a monopoly on the must sought after, up-to-the-second skills that are needed

in IT, social media, software programming, science and math. You want the best, no matterwhere he or she lives. The trick is to find them. This means taking your search global byincreasing your presence on networks that have worldwide reach. Aggressively seek out talentsites and forums around the globe. Hire outside help if needed to accomplish this.

2) Technology-technology-technology.The number and kinds of data-mining, talent search andhiring technologies that are out there can be daunting. But they are crucial, exciting tools thatevery organization should make themselves aware of. Whether its video interviewing or apinpoint search for a highly-specific skill set, technology can make HR easier, faster and moreeffective. Dont get overwhelmed by your options. Use the technology that works for you. Be

wary of too many bells and whistles, and overly-aggressive salespeople. Focus on what you want

to accomplish and ignore the rest.

3) Real time talent analytics and big data management. In the bad old days, employees gotannual or maybe six-month assessments. Which translated into a lot of squandered time andopportunity to learn, grow and improve (or terminate if need be). Today technology enables acontinuous real-time assessment of performance. Employees can made aware of theirshortcomings and get work on improving them, and people who are doing great work can get thekind of support and encouragement that will inspire and allow them to soar to new heights.

4) Mobile hone. The worlds gone mobile and its pretty awesome. Now your talent lives andbreathes in real time portable connectivity. To reach this talent, youve got to go where they are.

Mobile-ize your search-and-employ efforts. Make applying for a job possible while people areriding the subway, eating lunch, or listening to Lorde (or even doing all three at once).

5) Sweeten the deal. Organizations are cutting back on employee benefits, especially healthcare.To make up for this unfortunate fact, its imperative to make employment attractive through

secondary benefits such as childcare, flex time, gyms and exercise classes, healthy foodofferings, gamification prizes and extras like free-lunch Fridays. You want your people to feelcared for and cared about, morale stays high, and a healthy workforce performs at a much higherlevel.


3/10

Key HR Trends in India for 2014

This is an exciting time for human resources management in India. The HR scene in India is bothtransformational and challenging as businesses must recognize and create strategies at a local

level that are in harmony with a global plan.2014 is an election year for India, during whichindustry typically takes a wait and watch approach. In this context, here are five important HRtrends to be aware of:

Improving Career Experience

Two decades of steady economic growth in India has resulted in maturing industriesIT, retail,consumer goods, consumer electronics, automotive and manufacturing, and others. Manymultinationals have consolidated their set-ups in India in the last decade. Along with this surge,the employee population has grown. This large population wishes to enrich their work, to comeinto their own and to find new meaning. Defining meaningful careersthrough acquiring

mastery and specialization, through mobility, and with the help of mentoringis clearly the toptrend to keep the workforce engaged and excited.

Building a Global Mindset

In India, growth in the last decade was inevitably linked to the U.S. economy. Offshoring,software exports and U.S. multinationals establishing a footprint in India fueled growth. Post-recession, the same companies no longer find the cost arbitrage attractive but are looking forvalue creation, innovation and intellectual capital. This requires HR in India to focus on qualityand innovation rather than on just quantity and commoditized practices. Building specialization,operating in a truly global environment as integrated (and not just extended) teams, and being

culturally aware are all key competencies that need to be built within the workforce.

Seeing Talent Strategically

More than ever, talent is a strategic function. Identifying top talent, grooming high-potentialemployees, reviewing talent, strategic mobility programs and predictive tools for hiring the rightfit are extremely important. While a good sign for HR, this has also meant an influx of specialisttalent entering into the HR space. Business leaders have increased ownership and awareness ofpeople issues, data scientists crunch numbers to prepare models, and financial analysts areindulging in human capital analytics like revenue and compensation.

SMAC, Gamification Are Here to Stay

Social media, Mobile, Analytics and the Cloud (SMAC) are strong waves that cut acrossindustries and cannot be ignored. A couple of important statistics that make these trends evenmore important from an Indian perspective:

Most major social media networks have substantial Indian presence.

Mobile growth in India is among the highest in the world.


4/10

Networks like the cross-platform WhatsApp have dominant presence in India.

Overall SMAC is especially appealing to the younger Indian demographic. The expectation ofthis younger, tech-savvy, networked workforce is to see an equally flexible, dynamic, tech-friendly HR. It also means sweeping changes in terms of how talent is spotted, hired, on-

boarded, retained and engaged.

Gamification is a huge draw for young HR practitioners as well as employees in India. For ageneration that has grown up connected to the Internet and video games, gamification scenariosthat mimic work-life situations draw employees in and have great appeal.

Ten trends that will reshape the future of HR

Research by Accenture has identified 10 business trends that will radically reshape HR in thenext five years:

1. The rise of the extended workforce.Companies will be increasingly composed of an ever-shifting, global network of contractors, business partners and outsourcing providers. As talentstretches beyond the confines of the company, HR teams may have to pay as much attention topeople outside of the organisation as to those inside.

2. Managing individuals.Instead of managing a workforce with a one-size-fits-all approach,HR will treat each employee as a workforce of one with unique needs and preferences, and

will customise employee incentives accordingly.

3. Technology advances radically disrupt HR.Technology will integrate talent managementinto the fabric of everyday business. HR IT will become a vital component of an organisationcharacterised by social media, cloud computing, mobility, and Big Data.

4. The global talent map loses its borders.With a mismatch between areas of supply anddemand of jobs globally, companies will be composed of highly diverse workforces. HR willneed to adopt new recruitment strategies to effectively match talent with task across the world.

5. HR drives the agile organisation.The world is becoming increasingly unpredictable andorganisations that can adapt to changing business conditions will outperform the competition.HR will fundamentally reshape itself to enable new organisations designed around nimble andresponsive talent.


5/10

6.Talent management meets the science of human behaviour.As new discoveries into brainscience and human behaviour are emergingand companies are using analytics to achieveimproved resultsHR will begin to arm itself with the tools and insights of a scientist to achievebetter performances from their workforces.

7. Social media drives the democratisation of work.Social media is pervading the workplaceand making it easier for employees to exchange information and ideas online. HR will need toplay a vital role in helping build effective organisational cultures that support this, as well asincentives and processes for knowledge sharing, innovation and engagement.

8. HR must navigate risk and privacy in a more complex world.As the internet continues tobreak down information barriers, HR will adopt risk management strategies covering everythingfrom protecting confidential information and data, to risks associated with weak hiring orturnover of talent.

9.HR expands its reach to deliver seamless employee experiences.HR will evolve from

being a clearly defined, stand-alone function to one that collaborates closely with other parts ofthe business, such as IT, strategy and marketing, to deliver well-rounded HR and talentmanagement processes.

10.Tapping skills anywhere, anytime.Skills gaps are widening and HR will be increasinglyhard pressed to ensure their organisations have the right people. HR will need to developinitiatives to be able to quickly tap skills when and where they are needed.

These trends are happening now and will only get more real and impactful. A very different setof HR and talent management practices will be required, which are better suited to a highlyvolatile, global and knowledge-oriented age.

HR functions that recognise this and react will have an unprecedented opportunity to helporganisations and people become leaders in the new world of work. For those companies thatdont heed the call, HR risks irrelevance.

Source:http://www.hrmagazine.co.uk/hro/features/1141966/trends-reshape-future-hr
http://www.hrmagazine.co.uk/hro/features/1141966/trends-reshape-future-hrhttp://www.hrmagazine.co.uk/hro/features/1141966/trends-reshape-future-hrhttp://www.hrmagazine.co.uk/hro/features/1141966/trends-reshape-future-hrhttp://www.hrmagazine.co.uk/hro/features/1141966/trends-reshape-future-hr


6/10

What Is the Future of HR?

The demands of day-to-day HR may be crowding out the focus, passion and spirit that arenecessary if practitioners are to take a leading role in helping organizations capitalize on

opportunities offered by emerging trends such as big data and gamification. This could hinder anorganizations quest to maximize productivity and be competitive.

Is the HR profession moving fast enough to capture the opportunities in emerging trends? Muchof the work addressing this issue has defined the future of HR in terms of competencies,workforce demographics, or professional techniques or practices.

Here we take a different departure point by starting with prominent emerging general trends andexamining their potential effect on HR, now and in the future, and HRs desired and actual role

in addressing them. What we found was that while HR leaders generally feel their ideal role isone of broad leadership, their assessment of the current role often is far less than that.

Our research at the Center for Effective Organizations was conducted with a consortium of 11large companies: Citrix Systems Inc.; Electronic Arts Inc.; Gap Inc.; Lockheed Martin Corp.;Mattel Inc.; Rockwell Automation; Royal Bank of Canada; Sony Pictures Entertainment;Unilever; UPS Inc.; and The Walt Disney Co. Twenty to 30 HR professionals within eachcompany participated in the consortium. We examined the trends of globalization, generationaldiversity, sustainability, social media, personal technology, mass customization, openinnovation, big data and gamification.

Beyond Tradition: Reach Out, Venture Out, Seek Out, Break OutOur findings suggest that human resources can make great progress by simply allocating more

time, budget and expertise to the emerging trends that have the greatest potential effect onorganizations. However, at a larger level, lasting change will require fundamentally rethinkinghow the HR profession and the HR function operate. This includes:

Reaching out: By infusing talent from other disciplines such as marketing, finance, logistics andengineering, and bringing those disciplines to bear on HR issues such as the employment valueproposition, options-based leadership development, optimized talent supply chains and risk-optimized performance management.

Venturing out:By exerting influence beyond the traditional role of functional specialist,through direct interactions with constituents such as government, regulators, investors and globalcollective movements.

Seeking out:By finding and skillfully surfacing unpopular or unstated facts or assumptions thatcan be debilitating if not addressed. Such hidden assumptions are often first visible amongemployees, and HR is in a position to sense them early.


7/10

Breaking out:By leading transformational change. Increasingly, change will be a constant, not aperiodic, challenge. HR is uniquely positioned to be the repository of principles and skills forcreating change-savvy and agile organizations.

John Boudreau, Ian Ziskin and Carrie Gibson

We conducted surveys with the consortium participants on all nine trends, asking them to rateHRs role now, what HRs role should be, and to discuss the barriers they were encountering to

having a role in these trends. Each survey was followed by a webinar discussion of the findings.Our analysis will pull from research gathered within this consortium, which has createdcommunities with HR leaders in several organizations on these issues and established a networkof HR professionals spanning multiple organizations.

The four trends in Figure 1 (below) have arrived, meaning HR is participating in them, thoughoften not at the extent HR leaders think they should. The five trends on the right are emerging onthe horizon, meaning HR has not yet established a role in these but is reaching into them.

The HR leaders see HR ideally playing a leadership role, even in trends where HR is onlyoccasionally involved, if at all. The work that HR must pursue is significant.

There is a very important role for HR to play in each of these trends. However, it is not alwaysthe role that HR plays today. The five trends on the right in Figure 1 sound very technologicaland may seem on the surface a strange place for HR to engage, but in the rush to becometechnologically savvy, organizations may have missed the human implications in these trends.This human element is where the real potential for HR exists. These human implications andwhat HR can do with them stood out in our research. Next we will focus on four of the ninetrends: big data, generational diversity, mass customization and sustainability.

Big DataA large financial services firm traditionally recruited sales people only from the highest grade-earners at top-tier universities. Using big data it correlated employee characteristics with unitrevenue, and found that grades and school quality were least predictive of unit revenue, with sixother variables emerging as more predictive. The company shifted recruitment away from gradesand school quality and toward the six more-predictive factors and saw an improvement of $4million in revenue in the next fiscal period.

While it is terrific to learn how to recruit better, there are two issues on the horizon for HRregarding big data. The first is storytelling as a way to engage people. With no story behind thedata, analytics or correctness seldom drive change in an organization.

Should HR know how to tell the story behind data? There are not many business disciplinesother than HR that are as appropriate a home for that expertise. The HR profession includesdisciplines such as psychology, anthropology and communication. Yet, if HR practitioners fail todevelop these disciplines into a practical and scalable ability to tell stories with data, theopportunity may be taken up by other areas of organizations, such as marketing.


8/10

Then there is the art of the question. Big data is much more about questions than it is aboutanswers. HR has a unique opportunity to lead the organization in asking good questions bydeveloping the art of the question in the way they approach data and encourage others toapproach data.

This idea of asking good questions is fundamental to leading through influence, which is againsomething HR traditionally does well. HR often has permission to ask hard questions or toprobe beneath long-held assumptions, because the job of forging strategies for talent oftenrequires much deeper understanding of strategy, execution and assumptions.

HR could accelerate this role by developing more systematic and common approaches toquestions that connect strategy with talent, such as where would improvingour talent make thebiggest difference to our strategic success?

Generational DiversityHR already has a fairly strong role within generational diversity. However, there is a large gap

between where HR is and where it thinks it should be. The preparation for the multigenerationalworkforce lags well behind the reality.

Those polled have agreed that organizations will be hurt when the older generation leaves andtakes knowledge with it. To counter this, many organizations now have reverse mentoringprograms where the younger generation is mentoring the older generation to help withtechnology skills and to transfer knowledge.

While HR is active in these aspects of generational diversity, coming down the road is thequestion, Are organizations willing to make the social investment to make diversity comealive? Research shows that more-diverse groups face greater challenges and may not perform to

potential unless provided more time and collaboration tools.

Diversity can be useful, but it also can be hard to manage. Investment in skills, collaboration andunderstanding differences is necessary for diversity to pay off. HR should take the lead inengaging business leaders in the story of the benefits of diversity in order to get the resourcesnecessary to make it work.

Figure 1. Lofty Ambitions but Less-Elevated Reality

Globalization:Integrating world economiesthrough the exchange of goods, services andcapital.

Personal technology: Mobile platforms such assmartphones, laptop and tablet computers, futuretechnology such as wrist devices and Google Glass,

and the apps that support them, seamlessly andconstantly connecting people and Web-basedcontent.

Generational diversity:The presence of manydifferent age groups among workers, citizens andconsumers.

Mass customization:Combining mass productionwith customization for specific individual consumersor groups to meet peoples needs with the

effectiveness and efficiency of mass production.


9/10

Sustainability:Meeting the needs of the presentwithout compromising the ability of futuregenerations to meet their needs.

Open innovation:The inflow and outflow ofknowledge to increase innovation, including userinnovation, innovation ecosystems, co-development,innovation contests and crowdsourcing.

Social media:Online networks and two-way

communication channels that connect users in thevirtual world, establishing new relationships thatexpand users networks and facilitate user

participation in interactions and exchanges.

Big data: Data that are too big, too unstructured ortoo diverse to be stored and analyzed byconventional means, processes or tools.

Gamification: Applying game mechanics tonongame situations to motivate and change behavior.

Mass CustomizationThere is a lot going on already within HR concerning mass customization, the optimalcombination of mass production with customization. Weve seen companies basing employmentarrangements on learning styles and personalities, allowing employees to choose between lowerbase pay and higher bonuses vs. higher base pay and lower bonuses, and changing from careerladders with a straight shot to the top to career lattices where a sideways move is considered agood career move. Here, HR has done a great job of applying HR principles to its own traditionalfunctional processes.

HR will need to take the tools of marketing around customization for consumers and clients andapplying them to the task of talent segmentation. The key is to optimize. At one extreme, apersonal employment deal for every individual would be chaotic. At the other extreme, definingfairness as same for everyone risks missing important benefits of customization, and in factmay be unproductive and unfair.

Thus, HR should develop principles for understanding the optimal level of customization in theemployment relationship. Moreover, because customization will often mean that different groupsof employees receive different employment arrangements based on their needs or the way theycontribute, HR must develop principles that equip leaders to explain these differences toemployees. Our work suggests that while many leaders understand the need for customizationand differentiation in principle, they resist it because they simply dont feel well-equipped toexplain them. It is far easier to say, We do the same thing for everyone, so its out of myhands. The concept of fairness is sometimes confused with treating everyone the same.

SustainabilitySustainability is a trend that has arrived (HR has a strong role already as shown in Figure 1) butthere is room for HR to become more involved and even lead. One sustainability issue on thehorizon for HR is fatigue. In this technologically created 24/7 work environment, HR is uniquelyequipped to offer principles that define an optimal balance between work demands and slack inthe system that allows innovation and flexibility.

What is the optimum amount of rest/work? The fight or flight response that employees engage infor most of the workday has immense physical effects on the brain and has negative effects on


10/10

the way people lead, on their ability to make decisions and their ability to create. HR canoptimize the notion of wellness against the notion of work in a way that is more precise.

One way to optimize wellness at work is mindfulness. Mindful meditationtaking two minutesto breathe and focushas immense effects on stress-related biometrics and diseases and has

been reported to make leaders feel more focused, less reactive and open to new ideas. HR shouldtake the lead in better understanding how these potential benefits affect organizations, and howthey fit into an optimum balance.

Barriers and Opportunities to Close the GapWhat are the barriers to closing the gap between where HR is and where it thinks it should beregarding these nine trends? Based on the data, it is not because HR is seen as irrelevant or otherfunctions have already taken the lead. HR relevance was among the lowest-cited barriers. Theprominent barriers were more traditional: lack of time, budget and expertise.

Recall the story of del Sarto. Browning wrote of the painter: Ah, but a mans reach should

exceed his grasp/Or whats a heaven for?

Is HR at the risk of spending so much of its resources on the day-to-day that it misses the bigopportunities? To paraphrase Browning, does HRs reach exceed its grasp? Of course,conquering such shortcomings is just the beginning.

curent trends in hr

Documents