hr next: the future world of work · future hr strategy development . phase 3, community activation...
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1CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Michael EhretVice President, Human ResourcesMedical Devices
October 24, 2017
HR Next: The Future World of Work
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Sandy OggCEO WorksMcKinsey
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6CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
A New Era of Business
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The World of Work is Changing
2017 Deloitte - Future of Work
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8CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Five forces of change
• Exponential pattern of technology change• Human and machine collaboration• Social and organizational reconfiguration• All-inclusive global talent market• A truly connected world
*CHREATE 2015
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9CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Future of work
*CHREATE 2015
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*CHREATE 2015
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11CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Critical Shifts
• The “gig” economy, robotics and cognitive technologies
• What does it mean to be “employed” – open systems
• Questioning the need for Organization Charts
• Re-defining “jobs” to focus on meaningful work
• Learning and Career
• Leading in a Digital World
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12CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
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13CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Health is not a privilege; it’s a basic human right. That means businesses like ours must help create healthier societies.
ALEX GORSKYChairman and CEO, Johnson & Johnson
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14CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
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15CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Our Broad-Base Advantage
Partner ofChoice
BreakthroughInnovation
Strong FinancialPerformance
Enterprise Capabilities& Efficiencies
Broad GlobalFootprint
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16CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Strategic FrameworkOur Credo
Our Enterprise Principles
Our Global Growth Drivers
Our Purpose
We Blend , Science + Ingenuityto Profoundly Change the Trajectory of Health for Humanity
Be BroadlyBased in
Healthcare
Use ourReach &Size for
Good
Lead withAgil i ty &Urgency
Invest forEnduring
Impact
CreateLife-
EnhancingInnovation
DeliverExcellence
inExecution
GenerateValue
ThroughPartnership
Empower &Inspire ourEmployees
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17CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
The Evolution of HR
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18CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Enabling the
By globally connecting our enterprise, we willdeliver world-class services that create greatervalue and support our pace of innovation forthe benefit of our patients and customers.
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There are elements3
Business Unit HR Services
GlobalServices
Corporate Services
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20CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
CONCEPTUALDEISGN
DETAILEDDESIGN
ASPACPHASE 1
NABRAZIL
EMEAASPAC-PHASE 2
EMEAASPAC-PHASE 3
LATAM
Our Multi-Year Implementation Path
2013 2014 2015 2016 2017 2018 2019
RESEARCH + DESIGNDevelopment
IMPLEMENT + CONTINUEDImprove
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21CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Points of the Success for Changing Ways of WorkingHR LAUNCH EXECUTIONS:
100%of goal achievementsacross all regions
33Launches in 2016across 4 functions
$74MMACHIEVED
IN CUMULATIVEHR SAVINGSthrough streamlinedprocesses and shiftingthe placement of workacross our 3 tiers
NEW HR OPERATING MODEL NOW SUPPORTS
>60KJ&J Employees worldwide
GLOBAL SERVICES HR HIRES ACROSS 3REGIONS
208>90 Days to hire (30-day
reduction to fill)
NEW YEAR END COMPENSATION PLANNING PROCESS LAUNCHED:
18,000J&J Managers worldwide
10Country/Cluster HR Leaders appointed to deploy our One HR model
ASK GLOBAL SERVICES:Single access point for employees to connect to cross-functional services
INQUIRIES TOCONTACT CENTER:
13,000+SEARCHES
19,000+ DELIVERYCENTERS IN PLACE
4 of 5
SUPPORTINGLEADERSTHROUGHCHANGE
Business leaders engaged through all launches and multiple discussion channels
Business Advisory Councils build two way dialogue between ESP and business leadership
Incorporating lessons learned from early deployments, and adjusting future strategies accordingly
Formal hyper care exit reviews to assure value realization, compliance, and run state readiness
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22CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Our Opportunity
• Always have a pulse onthe internal and externalenvironment
• Seize opportunities and takecalculated risk
• Enable the best talent tomake the biggest differencein our world
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23CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
The Evolution of HR Strategy
CULTUREORGANIZATIONTALENTHR
EXCELLENCE
Talent to Value
Shape for Cost,
Growth, and Agility
Energy Design
HR 2.0
HR 3.0
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24CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
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25CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
HR Next: Creating the Future World of Work • HR Next paves the way for HR Strategy agile refresh, leveraging an outside-in approach to gather inputs necessary for
developing and sustaining strategic priorities going forward.
Future World of Work
Employee ExperienceOrganizations must deliver better-designed end-to-end employee experiences while utilizing the right tools that measure, align, and improve culture and engagement.
HR is now playing a prominent role in helping to lead the digital transformation sweeping organizations worldwide. This requires the function to manage a digital workforce, design and support a digital workplace, and operate in a new digital way.
Organizations must rethink how they define their workforce, how they design their jobs, and how they build organizational ecosystems and networks to in order thrive in the emerging business environment, requiring a new breed of leaders.
Digital HR
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3 HUMAN CAPITAL PLATFORMS OF FOCUS FOR 2017 HR STRATEGY MOVING INTO THE FUTURE
Strategy Camps
World, Business, and Human
Capital Insights
Crowdsourcing
Business Strategy
HR Strategy & Priorities
HR Next will continue to inform yearly HR objectives & portfolio priorities moving into the future
HR Next helps shape and deliver J&J’s Human Capital framework, which ultimately enables the delivery of our business strategy and our ability to evolve and meet the needs of a changing world of work.
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26CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
HREC Immersion HR Community Engagement HR Community Immersion Crowdsourcing Strategy Camps
HR Next: Creating the Future World of Work
• June 8th
• Interactive immersion of the 2017 Deloitte Human Capital trends
• Deep dive learning experience into the three most poignant HC Trends for J&J
• Determination of how the trends will drive J&J’s strategic business objectives
• HR Next is a co-creation initiative which supports the long-term development of J&J’s HR strategy and redefines the identity of HR to continuously advance the profession.
June 21st – Ongoing• Yammer Launch to activate the
HR Next Community across the J&J enterprise
• Discussion around HC trends, new knowledge, ideas, and problem solving
• Key analytical insights to understand regional challenges and drive strategic objectives forward
July 19th
• Event designed to further ignite excitement and buzz for HR Next across J&J
• Opportunity to share knowledge and insights from industry leaders and HC Trends experts
• Demonstration of strong leadership commitment to HR Next
September 12th – 13th
• Activation of the HR community’s crowdsourcing ideas related to the three trends of focus
• Immersive, experiential lab to break through challenges and activate trends
• Opportunity for top influencers and thought leaders in HR and the business to showcase their best ideas and solutions and influence recommendations for the HR strategy
Phase 1: Engagement, Immersion, and Exploration Phase 2: Strategy Formulation and Refinement
July 19th – August 11th
• Platform to collect, analyze, and select ideas from the HR community related to the three platforms
• Opportunity for the HR community to be involved in the future HR strategy development
Phase 3, Community Activation and Mobilization, will commence following the output of the Strategy Camps and strategy development. We will then articulate the strategy to the community at the end of 2017 for pull-through and adoption.
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27CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
“The greatest responsibility of modern management is to develop the human intellect in order that it may express its talent.”
Our Management PhilosophyR.W. JOHNSON – 1957
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28CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
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29CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Organizational Diagnostic
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30CONFIDENTIAL | FOR J&J INTERNAL USE ONLY
Get your 2.0 House in Order
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What’s Drives Value?
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Talent to Value
What are the positions that really drive value?
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Energy Audit