HR in the 21 st Century Danish HR Association Twenty Year Anniversary October 3, 2019 Dave Ulrich [email protected] www.rbl.net
Jun 27, 2020
HR in the 21st Century
Danish HR Association
Twenty Year Anniversary
October 3, 2019
Dave Ulrich
www.rbl.net
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Selected books
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HR in the 21st Century
How HR Creates Value
Ideas:Insights (principles) on HR challenges and trends
Impact:Assessments and actions for HR future
with
Assumptions: What is the emerging mindset for HR?
Emerging trends: What’s new in talent, organization, leadership?
HR update: How to upgrade HR department and professionals?
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Value Logic
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What is the most important “thing” that HR can give your employee?
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Value Logic
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What is the most important “thing” that HR can give your employee?
An organization that
wins in the
marketplace
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HR in the 21st Century: Assumptions
HR is not about HR, but value created for others
1. Recognize that value is defined by receiver more than giver
Application• Individual
• Leadership
• HR
• Organization
• Country
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HR in the 21st Century: Assumptions
HR is not about HR, but value created for others
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
8Assumptions: Acknowledge and appreciate external business conditions
Right Wrong
Well 1 2
Poorly 3 4
Which is the best cell to be in? Which is the worst cell to be in?
Environment
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Changes in the world we live in …
Category
STEPEDPriority Trends and Examples Implications
Social• Changing lifestyle (family, urbanization, religion, well being)
• Working with diversity •
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Technical
• Increasing digitalization
• Using technology for efficiency, innovation, information,
connection
Economic• Competing in global markets with new competitors
• Managing across the economic cycle
Political• Facing political unrest
• Adapting to regulatory shifts
Environmental• Increasing sense of social responsibility
• Building a community reputation
Demographic
• Adapting to the changing workforce (age, education, global,
expectations)
• Managing millennials
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Overall Logic for Digital
How do we
win in the
market
place?
How do we access
digital information
to make better
decisions?
How do we invest in
technology?
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Overall Logic for Digital
How do we
win in the
market
place?
How do we access
digital information
to make better
decisions?
How do we invest in
technology?
• Artificial intelligence
• Robots/chatbots
• Cloud data
• Internet of things
• Social media
• Machine learning
• Automation
• Etc.
How does HR support
the business digital
agenda?
How does HR build a
digital HR agenda?
Customer share
Investor confidence
Organization
capabilities
Employee
well-being
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HR in the 21st Century: Assumptions
HR is not about HR, but value created for others
Who are the customers or stakeholders for HR?
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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HR: Think HR Outside in
Partners/
Dealers Customers
Employees
Investors/
Owners
Line Managers
HR Key
Stakeholders
Communities/
regulators
Market value
• Financial
performance
• Intangibles
• Risk
Reputational value
• Social responsibility
• Regulatory
oversight
• Cultural awareness
Customer share
• Target
customers
• Customer
intimacy
Collaborative
value
• Partnerships
• Outsourcing
Strategic value
• Shaping strategy
• Creating
organization traction
Employee value/
Productivity
• Competence
• Commitment
• Contribution
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HR outside in: Evolution of HRH
R E
vo
luti
on
Time
HR Administrative Utility
HR Strategy
HR Outside/In
HR Functional Expertise
“so that”
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Ideas:Insights (principles) on what’s next for HR
Impact:Assessments and actions for HR value creation
with
Assumptions: What is the emerging mindset for HR?
Emerging trends: What’s new in talent, organization, leadership?
HR update: How to upgrade HR department and professionals?
HR in the 21st Century
How HR Creates Value
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HR in the 21st Century: Trends
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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Relative impact of individual vs. organization
Individual
(talent, competence, workforce,
people)
Organizational
(culture, capability, workplace,
process)
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18HR in the 21st Century: Importance of talent and teamwork
What percent of the time is the leading scorer (winner of the
Golden Boot) on the team that wins the World Cup?
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Importance of talent and teamworkHow many of the “Best Actor/ Best Actress… Director” Academy Award winners in the
last twenty years were also in the “Best Picture” for that year?
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HR in the 21st Century: Trends
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
4. Deliver talent (talent innovations)
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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Talent Innovations
CompetenceBringing people into, moving them through, removing them from organization
Commitment DHow do we keep our employees engaged to give their best efforts?
Employee experience connected to customer and investor outcomes
Contribution EHow do we help employees find meaning at work?
Believe, become, belong
ABringing people IN
• WorkTask planning
• Types of employees
• Hire for culture
BMoving people THROUGH
• Learning innovations
• Performance conversations
• Career mobility
CRemoving and retaining key
people
• Removing the right people
• Retaining the best
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HR in the 21st Century: Trends
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
4. Deliver talent (talent innovations)
5. Create the right organization (organization innovation)
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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https://www.youtube.com/watch?v=jYCWT3CU0R
E
Rip currents swept
away a Florida
family. Then
beachgoers
formed a human
chain.
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Network
Organization
Learning
Organization
Post Hierarchy
Organization
Ambidextrous
Organization
Boundaryless
Organization
Holocracy
Organization
Horizontal
Organization
Agile
Organization
Team of Team
Organization
Freedom at
Work
Organization
Exponential
Organization
Lattice
Organization
Emerging Organization Definitions
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Market Oriented
Ecosystem
(MOE)
Network
Organization
Learning
Organization
Post Hierarchy
Organization
Ambidextrous
Organization
Boundaryless
Organization
Holocracy
Organization
Horizontal
Organization
Agile
Organization
Team of Team
Organization
Freedom at
Work
Organization
Exponential
Organization
Lattice
Organization
Emerging Organization Definitions
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Evolution of organization form Hierarchy/
Bureaucracy
(Roles, rules)
Systems
(Alignment)
Capability
(Identity)
Market-oriented
Ecosystem (MOE)
(Reinvent)
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HR in the 21st Century: Trends
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
4. Deliver talent (talent innovations)
5. Create the right organization (organization innovation)
6. Great leaders and leadership
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
28Leaders must nail the fundamentals as well as
what makes our leaders unique
X
Leadership Fundamentals
60 to 70% of effective leadership
LEADERSHIPCODE
LEADERSHIPDIFFERENTIATORS
Leadership Differentiators
30 to 40% of effective leadership
Agreement
on what our
leaders
must do
✓
29Leadership Code:
The DNA of Effective Leaders
30Leaders must nail the fundamentals as well as
what makes our leaders unique
X
Leadership Fundamentals
60 to 70% of effective leadership
LEADERSHIPCODE
LEADERSHIPDIFFERENTIATORS
Leadership Differentiators
30 to 40% of effective leadership
Agreement
on what our
leaders
must do
✓
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Leadership Differentiators (Leadership Brand)
Leadership
Differentiators
Firm
Brand
FIRM BRAND:
What are the top 3 things we want to be known for by our
target customers (and investors)?
LEADERSHIP DIFFERENTIATORS:
What are the leadership behaviors that would reflect
each firm brand?
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Ideas:Insights (principles) on HR in the 21st Century
Impact:Assessments and actions for HR value added
with
Assumptions: What is the emerging mindset for HR?
Emerging trends: What’s new in talent, organization, leadership?
HR update: How to upgrade HR department and professionals?
HR in the 21st Century
How HR Creates Value
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HR in the 21st Century: HR for HR
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
4. Deliver talent (talent innovations)
5. Create the right organization (organization innovation)
6. Great leaders and leadership
HR for HR
7. Build a competitive HR department
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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HR Department Evolution
HR Design Do we have the right HR
organization?
HR Transformation Does our HR department
change to meet needs?
HR Value
Proposition Does our HR department
deliver value?
HR Outside InDoes HR deliver value to
customer and investor?
Victory through
OrganizationDoes HR create sustainable
organization capabilities?
HR criteria and
assessment
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HR Criteria and Summary AssessmentCriteria Question
Rating(1-10)
1: HR Reputation What is the reputation of the HR department?
2: HR Context/Definition
of success
What are the criteria (settings) that shape successful HR work?
3: HR Strategy What is the mission or strategy of the HR department focused on
capabilities?
4: HR DesignHow is the HR department organized (roles, structure, accountability)?
5: HR and capability
assessment
How does HR facilitate organization capability assessment?
6: HR analytics How do we make better HR investments and choices?
7: HR practices How do we create and deploy HR practices?
8: HR Professionals What do HR professionals need to be, know, and do to be effective?
9: HR Work Style How does HR go about doing its work
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HR Work Style
Keys to an effective
relationshipSome specific behaviors applied to HR
Share a common
purpose
Find that you are better together than apart, being part of a community accomplishes more than being alone.
Respect differences
Express appreciation for what is good and right more than criticism for what is not right (20:1 positive to negative ratio in a couple; 5:1 in a team).
Govern, accept, connect
Manage expectations … 60+% of problems in marriage are not solved, but managed … Managing decision rights and agree about how decisions get made.
Care for othersBe delighted in the other person’s success; celebrate successes and embrace the other in failure; spend time together
Share experiencesRespond to bids (87% of bids are responded to in successful relationships)Turn to each other not away; built emotional bank account
Grow together
Have shared meaning you strive forLearn from the past, but don’t be stuck in it; focus on the future and what can be (feed forward)
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HR in the 21st Century: HR for HR
HR is not about HR, but value created for others
Overall trends: What does HR uniquely contribute to business dialogue?
4. Deliver talent (talent innovations)
5. Create the right organization (organization innovation)
6. Great leaders and leadership
HR for HR
7. Build a competitive HR department
8. Develop HR competencies
1. Recognize that value is defined by receiver more than giver
2. Acknowledge and appreciate external business conditions
3. Serve all stakeholders inside and outside
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Round 7 Competency Model
Strategic enablers
Foundationalenablers
Core drivers
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Competences of HR professionals over 30 yearsMichigan, RBL, and many global partners over the seven rounds HR competency studies
Round 11987
Round 21992
Round 31997
Round 42002
Round 52007
Round 62012
Round 7Round 7/7
Total respondents 10,291 4,556 3,229 9,182 10,063 20,023 31,868
Business units 1,200 441 678 692 413 635 1,395
Associate raters 8,884 3,805 2,565 5,890 8,414 17,385 27,904
HR participants 1,407 751 664 1,192 1,671 2,638 3,964
[1]Business
Business Knowledge
(3.17)
Business knowledge(3.28)
Business knowledge(3.27)
Business knowledge(3.44)
Business ally(3.50) Strategic Positioner
(3.89)
Strategic positioner
(4.13)Strategic contribution (3.65)
Strategic architect(3.68)
[2]Human Resources tools
HR delivery
(3.33)HR delivery(3.41)
HR delivery(3.49)
HR delivery(3.69)
Talent manager & organization designer(3.80)
HR Innovator & Integrator(3.90)
(4.02)Human capital curator (4.01)
Total rewards steward (3.88)
[3]HR Information,Analysis,Operations
HR technology(3.02)
Operational executor(3.53)
Technology or information Proponent(3.74)
Technology and media integrator(3.92)
Compliance manager (4.32)
Analytics designer and interpreter(4.01)
[4]Change
Change
(3.65)Change(3.68)
Change(3.68)
Change and culture were combined into strategic contribution(3.65)
Culture and steward(3.80)
Change champion(3.93)
(4.01)Culture and change champion
(4.03)
[5]Organization and Culture
Culture(3.42)
Organization Capability builder(3.97)
Paradox navigator(3.99)
[6]Personal
Personal credibility
(3.78)
Personal credibility(4.03)
Personal credibility(4.13)
Credible activist(4.19)
Credible activist(4.23)
Credible activist
(4.33)
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Ideas:Insights (principles) on HR in the 21st Century
Impact:Assessments and actions for HR value added
with
Assumptions: What is the emerging mindset for HR?
Emerging trends: What’s new in talent, organization, leadership?
HR update: How to upgrade HR department and professionals?
HR in the 21st Century
How HR Creates Value
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Let’s stay connected!!!
For more information or follow up, contact Dave Ulrich at [email protected]
Please follow me on LinkedIn to view my regular
posts with insights and tips.