Human Resources in Times of Change Here and Now

Human Resources in Times of Change

Here and Now

Human Resources in Times of Change

Here and Now

Nili Goldfein, EVP NGGNili Goldfein, EVP NGG

2008כנס מש"א

TABLE OF CONTENTS

I. Managing in Times of Change - The Global Context I. Managing in Times of Change - The Global Context

II. How HR Fits In – HR at Times of CrisisII. How HR Fits In – HR at Times of Crisis

III. Insight Beyond Eyesight - Getting a Glimpse III. Insight Beyond Eyesight - Getting a Glimpse

I. Managing in Times of Change - The Global Context I. Managing in Times of Change - The Global Context

Global World

Organization

Individual

The Global ContextThe Global Context

• Mindset - Multi-national vs. Global

• Global Economy - Free Trade in a Free Market

• Technology - Redefining Time and Space

• Knowledge - The New Growth Engine for Organizations

• Absence of Physical Borders - It’s a Global Arena

Quick, Fast and DirtyQuick, Fast and Dirty

Global World

Organization

Individual

Crisis and Chaos - Here and NowCrisis and Chaos - Here and Now

• Chaos Theory

- Chaos within Organization

- Organization within Chaos

There cannot be a crisis this week; my schedule is already full Henry Kissinger

It’s a challenging world after allYou have to understand itYou have to use itYou have to love it

It’s a challenging world after allYou have to understand itYou have to use itYou have to love it

Global World

Organization

Individual

Organizations in ActionOrganizations in Action

• Spend Differently

• Invest Smartly

• Focus on available assets

• Empower the Employee

• Exceed customer expectation

• Expenditure Freeze

• Immediate cut in costs

• Focus on Survival

• Personnel Cutbacks

Proactive ReactiveProactive Reactive

Each living thing is an organism. Each dead thing is an organizationBhagwan Shree Rajneesh , Osho

vs.vs.

Global World

Organization

Individual

Human-beings in Times of CrisisHuman-beings in Times of Crisis

SQ- SpiritualQuotient

SQ- Spiritual Quotient

There cannot be a crisis next week; my schedule is already full Henry Kissinger

EQ - Emotion

alQuotient

EQ - Emotion

al Quotient

Global World

Organization

Individual

IQ - Intelligence

Quotient

Human-beings in Times of CrisisHuman-beings in Times of Crisis

• Systematic thinking• Data analysis• Logical decision making

Recommendations: Follow relevant publications, keep track of information flow

Global World

Organization

Individual

IQ - Intelligence Quotient

IQ - Intelligence Quotient

EQ - Emotion

alQuotient

EQ - Emotion

al Quotient

SQ- SpiritualQuotient

SQ- Spiritual Quotient

Human-beings in Times of CrisisHuman-beings in Times of Crisis

• Spontaneous reaction to events

• Going with “gut” feeling

Recommendations: Create a support forum in or out of the workplace

Global World

Organization

Individual

EQ - Emotion

alQuotient

EQ - Emotion

al Quotient

IQ - Intelligence Quotient

IQ - Intelligence Quotient

SQ- SpiritualQuotient

SQ- Spiritual Quotient

Human-beings in Times of CrisisHuman-beings in Times of Crisis

• Judging meaning and value• Every decision goes through

a “value filter”Recommendations: Prioritize, take the opportunity to re-evaluate decisions in view of values

Global World

Organization

Individual

SQ- SpiritualQuotient

SQ- Spiritual Quotient

IQ - Intelligence Quotient

IQ - Intelligence Quotient

EQ - Emotion

alQuotient

EQ - Emotion

al Quotient

II. How HR Fits in - HR at Times of CrisisII. How HR Fits in - HR at Times of Crisis

HR at Times of CrisisHR at Times of Crisis

Global World

Organization

Individual

Facts and FiguresFacts and Figures

It’s definitely not business as usual!It’s definitely not business as usual!

• Cost reduction and change are the name of the game

• More organizations choose to decrease expenses by downsizing

• Decrease employment of external vendors for HR activities; more ‘in-house’ activities

• General atmosphere of uncertainty and apocalyptic vision foster tension, frustration and conflict

• Streamlining is for everyone – including us…

Global World

Organization

Individual

HR at Times of Crisis – Survival GuideHR at Times of Crisis – Survival Guide

• Risk management

• HR work ethic

• Finance report monitoring and control

• Abiding to regulation

• Caution of ‘warning’ signs

• Board of Directors and management

• ‘Watch your back’

• Objective, non-biased consulting

Global World

Organization

Individual

* Adapted from Gross, Y. “The Marker” 22 Oct 2008* Adapted from Gross, Y. “The Marker” 22 Oct 2008

HR’s Role - Organizational LevelHR’s Role - Organizational Level

• Maximal involvement in meetings on the actions to be taken in light of the crisis

• Presentation of “HR common sense” – balancing organizational and individual needs in the short and long term

• Support every change through assistance in change management

• Observe the organization as a balanced system – re-establish balance wherever it was lost due to change

• Support downsizing processes both in how it is perceived (mindset) and how it is executed

• Talent mapping

Global World

Organization

Individual

HR’s Role - Individual LevelHR’s Role - Individual Level

Global World

Organization

Individual

• Availability and presence – in the halls, dining room, coffee breaks, meetings, on the phone, after work hours

• Uncertainty is difficult for everyone - although you cannot make it go away, you can make dealing with it easier

• Keep reminding everyone that beyond the “actions” there are people

• Especially at times of crisis –fairness in light and beyond regulations

• Support those who are staying and those who are leaving

• Remember that this situation is as hard on senior management – they too need support

• Remember to take care of yourself!

III. Insight Beyond Eyesight - Getting a Glimpse III. Insight Beyond Eyesight - Getting a Glimpse

Insight Beyond EyesightInsight Beyond Eyesight

CrisisCrisis

Thank you!