I. INHOUDSOPGAVE - VEK

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I . INHOUDSOPGAVE

II. Planningofthecourse 3III. HRMdefined 4

1. PositioningtheHRMfield 42. FivebasicpillarsofHRM 53. Thehumanresourcecycle(MichiganModel) 64. Harvardanalyticalframework(Beer) 65. HRMstreams 66. HRMtrends 7

IV. HRimplicationsofchangingenvironment,dejobbedworld 81. Paradoxesofourtimes(CharlesHandy) 82. Fromjob-thinkingtoAddedvaluethinking:Thelate,greatjob(H.Mintzberg) 93. Focusontheworkthatneedstobedone 124. DATA-people 135. Acareerguideforthetwenty-firstcenturyworker 166. Fourlearningpoints 167. Thepostjoborganisation:shamrockorganization(4leaves) 178. Thewhyofwork(UlrichandUlrich) 189. The5forcesthatwillshapethefutureofwork 1810. Flexingtimeandplace:newwaysofworking 19

V. TheaddedvalueofHR 201. ExtendingtheHRparadigm 202. ModelofUlrich(1997):MultiplerolemodelforHR 213. ModelforHRtransformation 234. P&G:structure 24

VI. Trendsinrecrutementandselection 251. Strategictrends 252. Tacticalchanges 263. Eployerbranding:ittakestwototango 274. GenerationY&RSprocess 295. Staffing:recruiting&selection:analysisoftheprocessitself 32

VII. Assesmentcentres 401. Assessmentcentrels:What 402. History 403. Assignments 404. Criticalissues 41

VIII. Traininganddevelopmentmanagement 421. Thetimesthearechanging 422. Thefutureisyettocome 423. Fourbasiclearningstrategies 424. Thefourcategoriesofknowledgeassets(Monaka) 435. TenmajortrendsinLearninganddevelopment 43

IX. Careerandtalentmanagement 461. Opportunitiesorthreats 46

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2. Careerdevelopment 483. Competencedevelopment 494. Talent 505. Evaluationofacareer 53

X. Performancepanagment:Guestspeaker:caseColruyt,JurgenSergeant 591. Colruytgroup? 592. Whymanagingperformance? 603. Whatis‘performance’? 624. how‘managing’performance? 63

XI. Managingemployeeperformance 651. Theperformancemanagementcycle 652. PerformanceManagementchallenges 653. Promisingtrendsinperformancemanagement 68

XII. Rewardmanagement 711. Paysystems 712. Strategicchoices 723. Whatdoyoupayfor? 744. Labormarketanalysis 755. Paystructuredesign 75

XIII. HRMStructured:the3layermodel 771. Structurefollowsstrategy:thethree-layermodel. 772. Majoropportunitiesofthethree-layermodel 773. Majorrisksofthethree-layermodel 78

XIV. INternationalHRMandHRtransformation 791. Istheworldflat? 792. Managingemployeesinaglobalcontext 793. MaesuringHRMeffectiveness:HRanalytics 814. ThefutureroleofCHRM 81

XV. ThefutureofHRM:Whatcanweexpectandwhatdoweneedtopreparefor? 821. TendisruptionsinHRM(JoshBersin) 82

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I I . PLANNINGOFTHECOURSE

Objectivesofthecourse• ToprovideaninsightinthefieldofHRMandthesystemsweusetomanagepeopleinorganizations.• ToclarifytheunderlyingrelationshipsbetweenHRMissuesandothermanagerial fields intheactof

managingorganizations.Contentandformatofthecourse

• Chapter3and14arenot relevant for the international landscapeofHRM,andarenotasubjectofexamination.

• MANAGINGPEOPLE:greenpages:1caseoutofthese16chapterswillbeexamined.• EVIDENCEHRBOXES:thesearenorules/laws,buttheygivethemostimportantgeneralitiesthatare

takenforgrantedintheHRMworld.Evaluationofthecourse

• Writtenclosedbookexam(70%)- Question1:12constructs,6lines=>2toskip- Question2&3:openessayquestions,youwillhavetomakechoiceswhichtest/interviewsto

use,explainyourchoices.- Problemorientedcourse- 31Mayor23June- Youwillhavetowrite12pagesontheexam,don’tgivethedefinitionalone.Youshouldcome

upwithyourownexamples.- Useallthegivenlines,otherwiseyouwillstartwithlesspoints.

• AppliedAssignment(30%)- Developa‘HRMbusinessidea’andtransformitintoa‘my-HRM-Company.comBusinessplan’- PPTpresentation including: theHRbusiness idea, theway youwould deliver it and a short

financialplan.- Evaluationcriteria:creativityoftheidea,effort&attractivenessofthewholepresentationand

therealisticnatureoftheentrepreneurialplan.- Youshouldallocateawagetoallyouremployees(includingyourself)- Whywouldpeoplebuythisproduct?- Hiretherightpeople- Ex:burn-out- B2BproductforHR,setupacompany

Funfact

• Theannualcostfor1studenttoattendcollegeinBelgiumis12.000euros=>thatis48-60Kadegree.

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I I I . HRMDEFINED

• HRMisthatpartoforganizationalmanagementwhichisfocusedoninfluencingpeople’sbehaviorinanintegratedandpro-activeway.The finalpurpose is to increase theaddedvalueof the individualorgroupsofindividualsconsideringthestrategyoftheorganization.

• Youcan’tinfluencesomeone’spersonality,butyoucaninfluencetheirbehavior=>drilltheskill.• Interestofthegroupismoreimportantthantheindividualsinterest.HRtriestotakecareoftheinterest

ofthegroup:iftheexistenceofthecompanyisatstake,thenitisagoodchoicetofirepeople.• Peopleneedtoaddvalue;theaddedvalueofanindividualisrelatedtothestrategyofthecompany.

Thestrategycanchange,sotheaddedvalueofacompanychanges,butthepeopledon’tchange.• Talent=commitmentxcompetencexcontribution

- Inputfactors:commitmentandcompetence.Youhaveitundercontrol.- Addedvalue:contribution.Shouldbethere.- Example:therewerealotofpeoplefiredwiththeriseofonlinebanking.Thoseemployeeswere

competentandcommitted,buttheiraddedvaluehadbecometoolow.

1. POSITIONINGTHEHRMFIELD

Organizationalbehavior(OB)• Tryingtounderstandwhathappenswithanindividualwhenyouputthemin

anorganization.• Timemanagement,leadership,communication…• Thegoalofthecompany:howarewegoingtoachieveprofit.• TheOBshouldbeclearandshouldbeshared,otherwisethecompanyshouldsplit.Ex:AldisplitinAldi

NordandAldiSüd.• Examples:

- Nike:justdoit:don’taskyourbosshowtodothings,justdoit.ItwouldalsobeweirdifabossatNikeconstantlycorrectshisemployees.Hehastolethispeople‘justdotheirjobs’.

- Torfs: the employees must always greet their customers, they also must be there if thecustomerneedsthem,buttheycan’tmakethecustomeruncomfortablewiththeirpresence.

- Avis(carrentalcompany):‘wetryharder’:theytrytobecomethenumber1.Theworstthingthatcouldhappentothem,wouldbebecomingfirst.Theenergyoftheirgoalwouldfallapart.

- ApplevsMicrosoft:Microsoftusedtobethebiggest.Peopleatapplewouldliketochallengethenorm, ‘thinkdifferent’.Thedifferencewasmadebyamuchhigherpriceandthetypicalwhiteropes(alltechrelatedropesusedtobeblack).Now Apple has become the norm in the phone business. The nature of the organizationchanged,sotherewerepeopleleaving.

Organizationaldesign(OD)=organizationaltheory(OT)

• Howyoustructureyouremployees,expressesitselfinorganograms.• Structurefollowsstrategy:ifyoudochangethestrategy,youmustalsoadjustthestructure.Changing

strategyisn’tthatdifficult,changingstructureis.It’sdifficulttomeasuretheimpactontheorganization.Youhavetoreallocatepowerandthatrisesresistance.Example:youwillneverhearabout2020goalsanymore,theyarewaytoclosenow.

• Structure doesn’t follow a lingual path, it has a pendulum movement: from left to right, fromcentralizationtodecentralization.

• Resistanceagainstchange:peoplestarttostay inthemiddleofthings,they letthemovementpass.TheyhavealreadyseenalotofCEOs.

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Humanresourcemanagement(HRM)• Toolbox:finetunesothestructurefollowsthestrategy,sothegoalcanbeachieved.

2. FIVEBASICPILLARSOFHRM

• Thismodeldoesn’tcomeclosetoreality,butishelpful.• Strategyandstructure:considerthecircumstancesofthelabormarket.

Example: in Flanders, there’s a low unemployment => people need to bemobile.ButinSpain,there’sahighunemployment=>ifyoufindajob,youneedtokeepit.HRPlanning

• Quantitative(numbers)andqualitative(importantfore-businesses).Whichpeopledoweneedforourcompany?Weknowourbudgetandhowmanypeopleweneed.Staffing:

• Recruitmentandselectiongohandinhand.• Thequalityoftheselection=thequalityoftherecruitment.• Purpose:togettherightmanontherightplace.

Developing

• Howtokeeptherightpersonintherightplace.• Trading–developing–education• Careermanagement(motivating)

Negotiation:

• Industrialrelations/bluecollars:highunionization.• Whitecollars:individualnegotiation.• Europe:highunionization,especiallyinSwedenandotherScandinaviancountrieswheretheunionis

partoftheboard.• US:theunionhaslesspower.• Workconditions:money,workinghours,workplaceconditions=>capitalvslabor.

Compensating&benefits

• Motivatingtheemployees.Thepayrollitselfcanbedonebysocialnonprofitorganizations.Organizationalbehavior

• ThegoalEnvironment

• Acertaincontext,definedbythelabormarket.• Thewaywelookatemploymentandunemployment.• Workgoeswherelaborisavailable=>lowcostcountries.• 7%unemploymentinBelgium=400.000unemployedpeople.Butthereisamismatch.Therearejobs

wherewedon’tfindpeoplefor.• Youneed2-3%ofunemploymentinordertofunctionasaneconomy.

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Organizationalculture• SAHARAV:

- Theorganizationalculturecanbecomparedwithanonion.Therearemanylayersthatcanbeseparated.Theonioncanberottenontheinside,butstill lookgoodontheoutside.Buttheonioncanalsolookrottenontheoutside,butlookbrandnewifyouremoveoneortwolayers.

- Fromtheoutsidetotheinside:o Symbols:reflectionofthevaluesinstrongcultures.o Heroes:trytocultivatethem,theypossessthevaluesoftheorganization.Ex:SteveJobs

TherearealsoAnti-heroes:peoplewhohadanegativeimpact,onceandneveragain.o Rituals:thingswe’reusedtodo,unconsciousbehavior.o Values:getlinkedtoorganizationalbehavior,consistency.Ex:Germancarsinahigh-

qualitycompany.Ifyourcarisamess,youwouldgetanoteasytoremovestickeronyourfrontwindow.Thiswastoensurethatthecarsresembledthecompany’svalues.

- Mergeandacquisitions:trytochangeritualsandremoveheroes.

3. THEHUMANRESOURCECYCLE(MICHIGANMODEL)

• Employeesareresourcesinthesamewayasanyotherbusinessresource.People have to bemanaged in a similarmanner to equipment and rawmaterials.

• They must be obtained as cheaply as possible, used sparingly, anddevelopedandexploitedasmuchaspossible.

• It requires thathuman resource strategieshave a tight fit to theoverallstrategiesofthebusiness.

• Selection:matchingpeopletojobs• Appraisalofperformance• Rewards:emphasizingtherealimportanceofpayandotherformsofcompensationinachievingresults• Developmentofskilledindividuals• Ifyouhaveconsistentlythesameproblemwithyouremployees,youcanchangetheselectioncriteria.

4. HARVARDANALYTICALFRAMEWORK(BEER)

• Beerexpandsthemodelwithmorecontext.• Policiesarenotalwayslogical,butthesituationalfactorsexplainthempartly.• Stakeholdersarepermanentinfluencedbythesituationalfactors.

5. HRMSTREAMS

INPUT:Howtohirepeople

THROUGHPUT:Howtokeeppeople

OUTPUT:Howtogetridofpeople

Planning Appraisal RetirementRecruitment Rewarding FiringpolicySelection Training OutplacementIntroduction Developing EarlyretirementSocialization Rotating Jobdescription Motivation (Psychological)contracting Leadership

• Processview:buildanorganizationbasedondifferentprocesses.

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6. HRMTRENDS

• Seemtogointhesameline.• Job=>addedvalue• Function=>processes• Individual=>team• Professionalism=>co-markership• Payforperformance=>payforskills• Individuallearning=>organizationallearning:learningingroup,notasanindividual.

Single-loup learning:experimentandsearch for the solutionofaproblem, thenextdayyou treatadifferentproblem.Double-looplearning:reflectonhowyousolvedaproblem.Thosesolutionscanbere-usedlateron.

• Control=>empowerment• Homogeneity=>heterogeneity• Functionaldomains=>integration

From=>to Tacit knowledge, Internalized

knowledgeExternalknowledge(booksandpapers)

Tacit knowledge, Internalizedknowledge

Socialization Externalization

Externalknowledge(booksandpapers)

Internalization Combine

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IV. HRIMPLICATIONSOFCHANGINGENVIRONMENT,DEJOBBEDWORLD

1. PARADOXESOFOURTIMES(CHARLESHANDY)

• Ontheexam:writesixlinesaboutoneparadox+giveyourownexamples• CharlesHandy:predictwhat isgoingtohappentomorrow.Youwillhaveto livewithparadoxes,you

can’tsolvethem.Hisparadoxesarenocritic,justobservations.Theparadoxofintelligence

• Intelligencetendstogowhereintelligenceis,geographical.• Thebestuniversities(likeHarvard)arethebestbecausethey’reveryselectiveontheirstudents=>brain

draintotheUS.• Valueofeducationinyourfamily.• Employer branding: organizations try to brand themselves towards their employees. The biggest

companieshaveabiggershotatrecruitingthebestemployees.Theparadoxofwork

• Somehaveworkandmoneybut too little time,whileothershaveall the timebutnoworkandnomoney.

• Therichwillbuytimewithpre-cookedmeals,pre-cutvegetables.Ortheywillgiveupbonusesforsomeextravacation.

• Therearejobswherepeopledon’tearnenough,sotheycombinemultiplejobs.• Ifyouareunemployed,youconsume24/7:electricity,water…• Resultinginmoonlightingandabiggergapbetweenunemployedandemployedpeople.

Theparadoxofproductivity

• Evermoreandeverbetterworkforeverfewerpeople.• -½x2x3=P• Workingmoreandharderwithfewerpeople:halfofthepeoplehavetoworktwiceashardandthey

earnthreetimeswhattheyusedto.• Resultinginlessemployees:10%oftheleastproductivepeoplegetfired.Thisprocesscanbedangerous

for yourself as amanager. If you keepon firing those employees youwill endup getting collectiveanorexianervosa(CAN).

• Itisusefultohavesomereserveforcreativityandforfutureshocks.

Theparadoxoftime• Somewillspendmoneytosavetheirtime,otherswillspendtheirtimetosavemoney.Others,again,

willtrademoneyfortimeatcertainperiodsoftheirlife.• There’satrade-offbetweenmoneyandtime.• Example:earlyretirement.

Theparadoxofriches

• The rich societies are reproducing themselves less fast than the multiplying needy areas of thedevelopingworld.

• ReproducingrateinEurope=1,8.• OnekidpolicywasdroppedinChina:morepeopleforconsumptionneeded.

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• Wecanproducemorethanwecanconsume.Weshouldbeabletosellwhatweproduce.

Theparadoxoforganizations• Tobeglobalandlocalatthesametime,tobesmallinsomewaysbutbiginothers,tobecentralized

someofthetimeanddecentralizedmostofit:• Bigcompaniescopyfromlittlecompanies(ex:theirabilitytoreactquicklytotheenvironment),butthe

bigcompanieskeeponthinkingglobal(ex:advertisement).• Example:McDonaldsoffersnowalcoholinBelgiumandFrance,intheUSthisisnotdoneinafamily

restaurant.

Theparadoxofage• Everygenerationperceivesitselfasjustifiablydifferentfromitspredecessor,butplansasifitssuccessor

generationwillbethesameasthem.• Youseethedifferencebetweenyourowngenerationandyourparents’,theremustbenoconflict.• Example: daycare for small children (0-3yrs): 30€ in Belgium and 60€ in the Netherlands. In the

Netherlands,theycan’taffordfortheirchildrentogotokindergarteneveryday,sotheparentsworkpart-timeinordertosavesomemoney.DaycareisheavenlysubsidizedinBelgium,soit’smorecommonfor parents to bring their children to kindergarten every day. In the Netherlands, they won’t takechildrenfor5days.Whywouldyouwantchildren,ifyouhavetobringthemtodaycareeveryday?TheNetherlandsarealwaysalittleaheadofBelgium,sowewillseethistrendinafewyearsinBelgium.

• Example:Agfa-Gevaert:womenwerenotallowedtoworkoncetheyweremarrieduntil1975.

Theparadoxoftheindividual• Onevoiceurgesustodiscoverour‘authenticself’,theothervoiceasksusthequestion‘whodoyou

represent?’• Wetendtothinkmoreandmoreindividual,youwanttorepresentsomeone.• Alotofpeoplewanttoworkforabigcompany,becauseitlooksgoodonabusinesscard.

Theparadoxofjustice

• Capitalismdependsonthefundamentalprincipleofinequality–somemaydobetterthanothers–butwillonlybeacceptableinthelongterminademocracyifmostpeoplehaveanequalchancetoaspiretothatinequality.

• Communismdoesn’twork,therewillbepeoplewhohaveitbetterthanothers.Butitwillonlyworkinasocietywhereeverybodygetsthesamechancestoprofilethemselves.

• Youshouldwatchoutforpeoplewhohavenothingtolose.Ifyoudon’thaveanything,youcan’tloseanything=>sowhywouldyounotcommitacrime?

• Example:bonusesonlymotivatethebestemployees,itwilldemotivatetheothers.

2. FROMJOB-THINKINGTOADDEDVALUETHINKING:THELATE,GREATJOB(H.MINTZBERG)

Jobsaredisappearingandthistimeforgood• Thereisstillwork,buttheconstructofajobisdisappearing.JobswereinventedbyTaylor100years

ago(50yearsagoforservices).Hegavetaskstohisemployees.Thedifficulttasksdevelopedtowhitecollarjobs,theeasieronesinbluecollarjobs.Taylorhastaughtushowtoproduceinanefficientway.

• Psychologicalcontractbetweenemployersandemployeeswithmutualvowsandagreements.• Importantisthatthesecontractsarebetweenpeople,notbetweentheorganizationandtheemployee.

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Dejobbing:head-count-reductionmania.• Quantitative:lesspeopleneeded.Employingpeopleisnotagoalanymore.Weneedtosqueezethe

publicorganizations.Thereisnoworkforallthesepeople.• Qualitative:thefixedjobisnolongernormative.Nolegalperspective,inthefuturetherewillbenojob

titleinajobcontract.Butthecontractitselfwillnotdissapear.Youmightnotgetafixedjobtitle.Insomecases,thelegalcontractwilalsodissapear.IntheNetherlands,thereisastatuteZZP(zelfstandigezonder personeel), theyprovide their serviceses, expierences and skills to companies.Not all thosepeoplearehigheducatedpeople.HalfoftheZZPisearningasalarybelowtheminimumsalary.HenryMintzberg:whatarecompaniesdoing/notdoing.

• In complex environments knowledge is important. The admissionrequirementsareveryhighsothatthereisnocopy-effect.

• Whenyouwanttodecideifacompanyisstaticordynamic,youneedtobenchmarkwithcompetitors.

• Complexityiseasiertomanageinadynamiccontext.Youwillneedpeoplewhofitinthiscontext.Ifyouwantyouremployeestostay,youwillhavetopaythemproperly.Iftheyworkatthecompanyforalongertime,theywilldevelopanego,andyouwillhavetopayforthat.Youcanpaythemasmuchasthe customerwants to pay for them. If the customer is not willing to pay, you need tomove theorganizationfromIVtoIIandleavethedynamiccontextbehind.

• Peopleshowspontaneousthetendencytomovetoamorecomplexcontext.- Intrinsicmotivation:comesfrominterest.- Extrinsicmotivation:inordertogetrespect,peoplewillseeyouasanexpert.

• Staticcomplex:knowledgeiscumulable.Weassumethatexperiencerisesandkeepsonrising,andthatweneedtopayforthis.Butinacomplexenvironmenttheaddedvaluedoesn’tkeeponrising,iteventendstodecrease.

- There is a gap between what an employee get payed and what his added value is. Theysometimes get payed above market value. This is problematic because the job will bequestionedanditwillbedifficulttofindanewjob.

- Inthebeginningofyourcareeryougetlesspayedthanattheend.Butthisdisturbsthemobilitybecauseyouwilllesslikelyleavethecompany.

• Dynamic:knowledgeisnolongercumulable.Youneedtodeterminewhichknowledgeyouwanttokeep,andwhichyoudon’t.Olderpeoplearelesssensitiveforinnovation.Ex:AfgaGevaertwastolateforB2C,SiemensandAlcatelstayedwiththefixedtelephone.Ex:MicrosoftunderestimatedtheimportanceofthePC.

• Differentenvironments:I) Problemthatyouwillgetcopied,therearenoentrybarriers.Ex:nightshopII) Environmentchangestoslow.Ex:oilandgovernmentIII) Changesquick.Ex:Fashionindustry,thereusedtobe4seasonseachyear,todaythereare

sometimes 12 to 52 fashions a year in Zara andBenneton. It’s not possible to produceeverythinginChina.So,BennetongetsitswhiteclothesandfabricinChinaandcolorsthemaccordingtothelatesttrendsomewhereelse.

IV) This environment needs a specific kindof employees. They need to be flexible, easy toadjustandcompetent.Theemployeesneedhavetherightknowledgeandexpertise.Thisrequiresretention:keepyouremployeesbypayingthemproperly,givingthemchallengesandrecognition.Thisenvironmenthasaheavyfinancialcomponent.It’saffordableifthecustomerswanttopayforit.

Simple Complex

Static I II

Dynamic III IV

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Why?

• Changeandthetransformationofwork- ‘information’theworkplace- ‘things’vs‘data’(businessofdata)- Communicationtechnologyas‘multiplier’

• Strategiestheorganizationscurrentlyusetocopewithchange• Delocalizingwork• “Hotelling”:job≠office,thedemiseoftheoffice

Hoteling:peopledon’thaveafixedworkplaceanymore.Companiesarereducingtheirbuildingsforcostreasons.Butyoualsowantyouremployeestocommunicateandnottobeisolated.Soyoulocatethemtogethersotheycanshareideas.Yourentaoffice/roomwhereeveryonehasalocker.Theemployeeswillcommuniateinthehallwayswitheachother(=cross-communication).

• Re-engineeringwork• Turbulenceerodesjoboutlines:youcan’tfixatethisforafewyears.• Jobsarechangeinhibitors

Changeinhibitors(W.Briges):thedejobbingoftheworld.Ifyouarenotcarefulandyoustillgivejobstopeople,peoplewillbeveryterritorialoftheirjobs.Jobscanbecomelesscomplex.Thejobandthepersonwhoperformsitevaluate,butnotalwaystogether.'Thechickensonanegg'willbethefirstwhowilllosetheirjobs.Bygivingpeoplejobsweinhibitorthechangeofacompany.Theriseandfallofthegoodjob

• PAST:Jobs:buildingblocksinTayloristicorganizations- TayloralwaystriedtoreducecomplexitybymovingfromIItoI.- Unityofcommand:onlyoneboss.- Separationofthinkinganddo=>whiteandbluecollarjobs.- WorksbestinastableIIenvironment:commonsenseisgoodenough.Ex:carindustry.

• Theriseofalternativejobs- Somesectorsareinadynamicandcomplexmarket,butthecustomerdoesn’trecognizethe

addedvalue.Thecompanywillhavetoreducethedynamic.- Ex:McDonaldization(G.Ritzer):movingfromIVtoII.

o McDohasalimitedchoiceontheirmenu.Buttheyhaveaconsistencyinqualityandstandardizedprocessesthatarethoughtinthe‘McDoUniversity’.

o Ex:ThedifferencebetweenRyanairandanexpensiveairlinecompanyisn'tsafety,buttheservicethatisgiven.BecauseifaRyanairplanefallsoutoftheair,peoplewillsay:Itoldyouso,ifanexpensivecompanyplanefallsouttheair,peoplewillsaythatisanaccident.

o Ex:SASwould liketocanceleconomyclass,becausetheycannotcompetewiththecheapcompanies.Sotheywouldliketofocusonfirstclassandbusinessclass,sotheycanhavesmallerairplanesandsmallerairports.Bigcitiesareandisastertogetinandgetout.Thetrafficisstuckaroundthecity.Thefirstclasscostumersdon’twanttobeattheairporthoursinadvance.Soairportsarecreatingfastlinesforpeoplewhopaymorefortheirticket.Thedifferenceisn’taglassofchampagne,butspendinglesstimewaitingattheairport.Thesearethebiggestnewneedsofthecostumers.

o Ex:aldihasonly750productnumbers.• NOW:Emphasison‘added-value’thinking.Theaddedvaluecanbeverybig(IV)orverysmall(I)

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3. FOCUSONTHEWORKTHATNEEDSTOBEDONE

TIM-Jsyndrome:thatisn’tmyjobI’mmyposition:disability1SengeDoughnutorganization,Handy

• Bridges:inanIVenvironmentwehopethatpeoplearen’tsittingonanegganymore.Jobsareappearingasareverseddoughnut.

• Inthecenter,thereisyourduty.Thethingsyouhavetodo,oryouwillgetfired.Thethingsyoudobefore9amlikecheckingyouremails.It’snotinyourjobdescription,becauseisistakenforgranted.Ifyouquitdoingyouremails,youwillloseyourjob.Butnobodyisgoingtogiveyourrecognitionfordoingit.

• Theouterimaginablecircleisyourresponsibility/yourjob.Thethingsyouneedtodotogetpromotion.It'stheextraengagement.Duringyourworkinghours.

• Jobstodayhavebothparts.Individualtaskvsteamtask:crewresourcemanagement:

• Qualityisn’tdefinedbytheindividuals,butbyworkingtogether.• Ifyoudesigndifferentjobs,youhavetomakesurethatdutiesdonotoverlap.Otherwisetherewillbe

aterritoryfight.Responsibilitiescanoverlap.It’spossiblethatacostumerhasaquestionthatcan’tbegiventoonedepartment.

• Overlap= interfaces: interfaces canbedeveloped innewdoughnuts,but thiswill notalwaysgiveasolutionfortheproblem.

• Ex: FedEx: Imagine your parcel doesn’t come to its destination. So, you call FedEx and explain theproblem.Thenyougetthesocialarchitecture,thesetofrulesbasedonhowwedobusiness.Theguywhopicksupthephonehasan30'callbackpolicy,hedoesn’tsayhewillfixedtheproblem.ThiscallbackpolicygivesthecustomersafeelingthatFedExisstillhandlingtheirproblem.Theriskwiththispolicyisthatyouremployeeswillavoidtheirphones.FedExhasanotherpolicy.Anphonecallcanonlyringfor4times.Thisisanminandamax.Becauseifyoupickupthephonebeforethe4rings,peoplearenotreadytotalk.

• Intheend,itisalsoanindividualwhohastodothejob,buttherealsoateamtask.Ex:thereisalwaysapilotwhoischarge.Theotheronehastolistenandhastoassist.Iftheairplanefallsdown,itisfrequentbecause of a lack of crewmanagement. The copilot didn’t follow the instructions and didwhat hethoughtwasbest.Employabilityandlearnability:

• Contract:sociallawvslaborlawisalwaysprotectingtheemployee.• The psychological contract is the mutual expectations and the mutual promises of employers and

employees.Youdohavethiscontractwithyourboss.Thedifficultywiththiscontractisveryimplicitinthe start. You promise to work hard, and the employer promise to give you an education andopportunities.Duringthedevelopmentofthiscontractheimplicittermswillbecomeclear.

• If2peoplehavethesameduty,buttheyhavedifferentresponsibilities.Thanbotharedoingagreatjob,butthereisoneemployeewhohasabiggerresponsibility.

- Oneofthesolutionsisaperformancedrivenpay.So,peoplewilltakemoreresponsibilities.Youwouldlikeforyouremployeestodotheextramile.Yougivebonusestothemoreresponsibleemployees.This solutiondoesn’t implicate that theemployeewhodoesn’t get thebonus isunhappy.Thisisonlythecaseifthispersonhasthefeelingthathedidenoughtogetthebonus.

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- Buttheproblemis,thatyoupayjobsforfunctions,notperformance.Notallpeoplehavethesameneeds.Youcanfavoritetheemployeewhobehavegood.Ex:employeeofthemonth,puttheminthespotlights.

- Inahard-sellingenvironment:theamountofsalesequalthesalaryyouget.Ifyousell300andyour colleague sells 150, you get the double salary. This environment exists, but in a smallcontext. People in sales, say that youhave topay for yourprostrations. Still thehalfof thesalesmen inBelgiumearna fixedsalary,andhavenobonuses.Thisdoesn’tmakethembadsalesman,theywouldn’tworkharderiftherewouldbeabonussystem.

4. DATA-PEOPLE

Desires• Thewillvstheskills:

- IfyouareworkinginaIVenvironment,youwantyouremployeestoshowdesire/passionfortheirjobs.Todayweareintolerantforqualitymistakes.Thecustomerisrunningoffifyouhaveaqualityissue.Thisissomethingtypicalinaworldwhereyoucanproducemorethanconsume.

- Youcan’teducateaninterest.Thereisadifferencebetweenwillandskill.• Doyouknowforeverysingleemployeewhat’sontheir‘desirelist’?

Everyemployeehasadesirelistorbutton.• Whereisthe“desirebutton”

Iftheydon’t,youhavetosearch.Maybetheirbuttonhasneverbeenpushedon,soyouhavetopushafewtimes.

• Somepeoplemustbeprotectedagainsttheirdesire:- Otherwisetheywillgoonesteptoofar.Theycan’tliveuptotheirownexpectations.Itcanalso

bebadforthebrandnameofthecompany.- Ex:News ladywho tackledapersonso thepolicecouldcatchhimagain.There’sa thin line

betweenmakingthenewsandreportingthenews.• Makeaninquisitionbetweenthelanguageyouspeaktothetopandtothefloor.

Abilities

• Whatcanstandthetestoftime.Youdevelopacertainexpertiseovertime.• Thereisanimplicitassumptionthatwhenyouhaveexpertise,youcanworkyourwholelifeasanexpert.

Buttimesarechangingandsoistheneedforcertainexpertise.• Thespeedandwillingnessdimensionoflearningarenotrelated,yetbothareimportant.

1) Peoplewholearnquick,buttheyhavelowwillingness.Theyarehugeexperts,butoutsidethecompanytheyarenoexpertatall.

2) Knowingalittleabouteverythingwithoutanyoralowfoundation.3) Everyoneislookingforthiskindofpeople.

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• Whatcanweinfluence?- Once someone is hired, forget about speed. Speed is a potential in the hiring process. The

companythinksyoucandoalot.Theonlythingyoucandoafterhiringisusingthepotential,butthisisacaseofwillingness.

- Ex:cisco:Youcanmanagethewillingness.Ifyouaresittingmorethan3yearsonthesamechair,youwillgetfired.Becausethefirstyearyouhavetolearnyourjob,thesecondyearyoucandoit,the3thyouhavetolookforanewjob.Thisnewjobcanbeahorizontalorverticalmove.Theyjustwanttheiremployeestomovearound.

- It’simportanttofindthecapabilitytoconstantlyreinventyourself.• Differencebetweenlearningandstudyingisputtingyourskillstopractice.Youcanapplywhatyoulearn,

butitcanrequirestudy.• Learnability=thecapabilitytolearnoftheoneyouhired.• ThespeedoflearningisrelatedtoourIQ

- IQ:derivedfromthegeneralintelligence,correlatedtothelearningspeed.Thisisthepotential.It’sgivenandcan’tbechanged.

- EQ:hasanimportantroleinmanagingpeople.Willingnesscanbechangedintheorganization.- Foraleadingroleintheorganization,theywillneedanexpertwithahighIQ,butalsoahighEQ

sohe/shekeepsonlearning.• Onedayoranotheryouwillbecomeanexpertatsomethingbecause:

- Peoplethinkyouareanexpert,theyconstantlyconsultyou.- Onshortterm,youlearnonlyone‘expertise’.- Paradoxoftheexpert:youkeeponlearningthingsfromthesamesubject,butthisisdangerous

ifthesubjectdisappears.Youneedtostudybroader,insteadofdeeper.

Temperament• Wehireattitudes,butwetrainskills

- Personalityisveryrelevant.- Selectionhirespersonalities,butonceapersonishiredthispersonisnotideal,butyouhaveto

pushthemintotheskill.- Peopledon’tallowyoutochangethemasahumanbeing,soyoucan’ttellastubbornperson

heisstubborn.Youhavetoaddresshisbehaviorwithexamplesandtraininghimnottodothisthing(slammingdoors,shouting,beingrude)withoutmentioningthewordstubborn.

- Ex:Virgin:“Wehireattitudesbutwetrainskills”=>youneedtherightspirittoflightwithVirgin.- Ex:Colruyt:nomatterwhatjobyouarehiredfor,youmustfilltheshelvesthefirst3weeks.So

youhaverespectforallemployees• Dispositionvs.changeability• Personalitymodel–big5

Exam:Whatisyourbig5profileandexplainit.Thereare5dimensionsthatdon’tcorrelatewitheachother.Theyaredifficulttochange.

1) Introversion–extroversiono Introvert: likes to be silent, gets energy in an internal world. It doesn’t mean that

introvertsaresocialorantisocial.Theycanbesocial,buttheydon’tgetenergyfrombeingsocial.

o Extrovert:likestotalk,gestenergywheninteractingwithotherpeople.o Thereisaminoritythatisextremelyintrovertorextrovert.o Ex: a good salesman is extravert but sometimes it is more about listening to your

customer. InB2Byouhave to ride70.000kmalone inyourcar, so introvertpeoplewouldlikethesejobs.Thisintrovertcanactlikeanextrovertinordertokeephisjob.

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o Extravertedbosses arepredictable. Yougo intohis office and youalready knowhisanswer.Adisadvantage is that they talka lot. Theyare lessgood inobserving theirpeople.Sotheymisssignals.

o Introvertedbossesseewhatgoesaround,buttheyaremoreunpredictable.Thiscanmakeemployeesnervous.

o Ex: a new year’s speech for an extrovert boss is excited, they can talk. They don’tpreparethemselves,butthisdoesn’tmeanthatthespeechisgoodaccordingtotheemployees.Theintrovertedbossdoesn’tliketogiveaspeech.Theyprepareit,andtheirspeechesoftenaregood.

o Inself-perceptionissometimeswrong,becausewecompareourselveswithtoolittlepeople.Youcanbetheextrovertedintrovertinyourintrovertedfamily,buttheoutsideworldwillprobablystillperceiveyouasanintrovert.

2) Emotionalstabilityo Indicationthatemployees feelokwiththemselves.Theyaren’t tooconvincedabout

themselves.o Neuroticismpeoplelosesleepatnight,andaren’tsureabouthimself.o Asamanager,youhavetoreleaseenergyfrompeople.Peopleneedsomefluctuation

intheirmood/energy.3) Openness

o Tprofile:areopen,theyarejournalist,haveabroadinterest.Ex:Nobelawardwinners.o Iprofile:candigverydeep.Butbydoingso,arealittlebitnarrowminded.Theyarethe

nerdsoftheworld.o Inacompany,youhavetomakesurethatTandIcanworktogether.o Creativityisn’tapersonality,butitcorrelatestoopenness.Themostcreativepeople

aretheTprofiles.Creativitymeansdoing/sayingsomethingaboutthethingsyoudon’tknowalotabout.Soyougetmore/newperspectives.IprofilescanpreventstupidstatementsanddecisionstobemadeifaTsayssomethingaboutthetopicshedoesn’tknowathingabout.

4) Likeabilityo Isverycontroversialo Only relevant for frontliners (people who have contact with the customer) and

transactionalbusiness(therelationshipisnotimportant).o Ex:thecashierinthesupermarket,youtaketheonewiththeshortestcue=>theyare

frontline,butitstransactional.o Likablepeoplecandoeverythingright,andtheyremainlikable,buttheycanalsomake

amistakeandremainlikable.Unlikablepeoplecandoeverythingrightbuttheywillstillbeunlikable.Butiftheymakeonemistake,customersmaynevercomeback.

o If it becomes relational (instead of transactional): the criteria likability becomesirrelevant.

o Ex:whenyousearchasurgeon,likabilityisn’tanissue.Butduringthehospitalization,you get in contactwith nurses. For nurses the likability is very important. Both areexperts,andarenotequallyevaluatedonlikability.

o Ex:‘bestfriends’isarelationship,youdon’tseethelackoflikabilityanymore.o Managers are frontline but are not always transactional. The most managers are

relational.Bossesdonottobenice,butithelpsatthestartoftherelationship.5) Conscientiousness:plichtsbewustzijn

o Highconscientiousnesspeople:iftheydomakeapromise(doesn’thappenoften),theywill live up to it. Disadvantage: they are demanding on themselves and on theirenvironment.

o Less conscientiousness people: the promise can be empty, they are not so self-demanding,easiergoing.

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o Outofresearchthereisasmallcorrelationbetweenperformance.Highconscientiouspeopleperformbetter.Promisesarepromises.

o Butconscientioussalesmencan’tsellsoftwarewithbugsin.Assets

• Restcategory• Assetsnotnecessarilyworkrelated• Businessdevelopmenthappensoverassets• Happensbyhazard:youcanbebilingualbecauseyourmotherspeaksFrench,andyourfatherDutch.It

wasn’tachoice.• 2goldenrules:

- Knowthefactso Knowtheassetsofyourpeople,someofthemaren’tworkrelated.o Canyoumakealivingbasedonyourassets?o Assetsmaybecharacteristics.

- Takeactionontimeo Changethesolutionaccordingtotheproblem.o IfthereisacustomerinSpainthathasproblemsduringthesummer, it’ssometimes

smarterandcheapertosearchforemployeeswhoareonaholidaynearthecustomerinsteadofsendingemployeeswhostayedhomeduringtheirholidays.

5. ACAREERGUIDEFORTHETWENTY-FIRSTCENTURYWORKER

• Ouremployeeslookatchangeandlearningasjobsecurity• Alljobsaretemporary• Inthefuture,securitywilldependonyourdeveloping:

- Employability:ifyoudon’thaveaddedvalueanymore,youloseyourjob.o Functionalmobility:jobchangeo Workingmoreandincreasethedifficultyo Mobility:howfarwillyoutravelforajob?Areyouwillingtomove?o Untilwhichageareyousensitiveforchange.

- Vendor-mindedness:youneedtobecapabletosellyouridea.Becauseeveryonehasideas.Youneedtobelieveinthemandconvinceyourenvironment.

- Resiliency: if theworld is rapidly changing,wearegoing tomakemistakes.Careershappenwhenyoure-eventyourself=resiliency.Ifyoufallyouhavetostandupagainsoyoucanre-eventyourself.Youhavetoknowsuccess.Yetyouneedtoconstantlydoubtyoursuccess.

6. FOURLEARNINGPOINTS

• Learntoseeeverypotentialworksituationasamarket• SurveyyourDATA• Taketheresultsofstep2,andbuildabusinessaroundit.Managing‘You&Co’

Ex:TheNetherlands:ZZP(zelfstandigezonderpersoneel)• Learnaboutthepsychologicalimpactsoflifeinthisnewworkworld

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7. THEPOSTJOBORGANISATION:SHAMROCKORGANIZATION(4LEAVES)

• Shamrockorganizationmighthaveahugeimpactofwhatwearedoing.Somepartscanbedonebydifferentpeople.Ex:Siemens,Kinepolis=>Randstadtakesoveractivities.

• LeadstodualHRMpolicies:coreemployeesvs.theothersEx:thesoccerworld:theonlycoreemployeesthere,aretheboardmembers.Theyaretheonlyoneswithavision.Theplayersandtrainersarevendors+thesupportershaveasmallinfluence.Coreemployees:

• Coreemployees:notalwaysthebiggestgroup.• Strategicchoice:peoplenearthecorebusiness.Everycompanycanchoicetheircorebusiness.• Themostimportantemployees.

Vendorsandsubcontractors:

• Notonlycleaning(ISS)andcatering,youcangofurther.• Ex:seatsarenotmadeinVolvoBelgium=>youpaytoomuchforthem.Theyoutsourcetheproduction

ofseatstothetextilesector,wherethewagesarelower.• Inthefutureorganizationswilloutsourcetheirstrategic,creativeideas,theyanalyzethemarketforyou.• Reasons:lowerprice,betterquality.• Basedonpartnerships.Moreimpact/poweronacommercialcontractthanonalaborcontract.Ifthe

companypromisedyou2peopletodothejob,youwillget2.Evenifonequits.

Customersandclients:• Intherelationofbeinganemployee• Howisacustomerpartofmyproductionprocess?

Ex:Youfinditnormaltotakeyourgasolineatthegasstationbyyourself.Ex:E-banking:youdon’thavetopayforthisserviceandthebankneedslessemployees.

• E-world:youmakeyourowninvoice• Theikeazationoftheworld:theydon'tmakeanythingthemselves,theyonlydistribute.Youhavetoput

togetheryourownfurniture.• Organizationofsupermarkets.• Ex:CardoenwantstobetheIKEAofthecarsellingbusiness:hesellsfirsthandcars.Hisbiggestproblem

is buying cars. Because the car companies don't want their cars with other brands together in ashowroom.Sohegoestoalldifferentgaragestofindcarsthatareoverstockintheshowroom.Ifthebrandfindsout,thesellergetsapenalty,orloseshislicense(NearlyNewCar,Mercedes).

Temporaryandtermhires:

• Firstjob• Ex:Bigfour:educatorsinthemarket,butpeopledon'twanttostay.• Ex:Ormit:parasitesofthelabormarket:theyaremakingsurethatyoudoubtyourchoice.Neverwork

forabig-fourcompany,theysay.Theyofferacontractof2years.Theypromisetoemployyouat5bigorganizations.Theirbusinessmodelistofindgoodemployees.Theyinventedtheword‘traineeshipfor2years’.Afterthose2yearsyouarefree.Theycoachyouevery4/6weeks.Yougetgroupcoachingsessions. That creates some added value. The very nature is temporary hires. Ormit doesn’t havecustomers,butmembers.Thismeansyouhavetosignamembershipagreement.Ifyoulikeaperson,youhavetopayforthe2yearsoftraineeship.Thispolicyisknowfortheinternbusiness.

• Ex:3finance:sameconceptasOrmit.Bigcompaniescanfindbetterprofilesthroughthosecompanies.

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8. THEWHYOFWORK(ULRICHANDULRICH)

• Leadersare“meaningmakers”- Goodleadersmakepeoplefeelthatthey’reattheveryheartofthings,notattheperiphery.- Everyonefeelsthatheorshemakesadifferencetothesuccessoftheorganization.Whenthat

happens,peoplefeelcenteredandthatgivestheirworkmeaning.• Thefinancialcrisesledtoa‘psychologicalcrisis’• Create:abundant(overvloedig)organizations

- Aworksettinginwhichindividualscoordinatetheiraspirationsandactionstocreatemeaningforthemselves,valueforstakeholders,andhopeforhumanityatlarge.

- Has enough of the things that matter most: creativity, hope, resilience, determination,resourcefulness,andleadership.

- Areprofitableorganizations.- Ratherthanfocusingonlyonassumptionsofcompetitionandscarcity,abundantorganizations

alsofocusonopportunityandsynergy.- Rather than accepting the fear-based breakdown of meaning in hard times, abundant

organizations concentrate on bringing order, integrity, and purpose out of chaos anddisintegration.

- Rather than restricting themselves to narrow, self-serving agendas, abundant organizationsintegrateadiversityofhumanneeds,experiences,andtimetables.

• Createanawarenessfor‘makingmeaning’- 7basicquestions(nietvanbuitenkennen):

o WhatamIknownfor?(Identity)o WhereamIgoing?(Purpose&motivation)o WhomdoItravelwith?(Relationshipsandteamsthatwork)o HowdoIbuildapositiveworkenvironment?(Effectiveworkculture)o Whatchallengesinterestme?(Personalizedcontributions)o HowdoIrespondtodisposabilityandchange?(Growth,learningandresilience)o Whatdelightsme?(Civilityandhappiness)

- “Mostpeoplefindaboutasmuchmeaningintheirlivesastheymakeuptheirmindstofind.”(Ulrich&Ulrich)

- Greatleaders“facilitate”theiremployeesinfindingtheiranswersonthese7questionsinlife.

9. THE5FORCESTHATWILLSHAPETHEFUTUREOFWORK

• Technology• Globalization• Demographyandlongevity:

- Wearelivinglonger.Sincethelate18thcenturytheageofretirementwas65years.Butthemajoritydidn’tbecome65.

- InEuropetheageofretirement issometimes58, togiveyoungemployeesachanceonthelabormarket.

- Now67,butthe15yearsofpensionstillneedtobefinanced.- 40yearsofcontributionand40yearsofgettingmoneyfromthestate(asachildandwhenold).

• Society- Braindraintothebigcities:oncepeoplehavestudiedinbigcities,theydon’twanttoreturn.- HowattractiveamIasacity:dothebestemployeeswanttoworkandliveinourneighborhood?

• Energyresources

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10. FLEXINGTIMEANDPLACE:NEWWAYSOFWORKING

• Gettingindepentedoftimeandlocation:wearetalkingtask• Manytaskcanbedoneinaindependentway.• Shift shapers: theycanchoicewhentheirshiftsstarts/ends.This is

notpossibleforbluecollaremployees.• Remotecontrollers:

- Virtualmeetings: if youwork for an international partner,youstillhavetobeavailableatthemeetinghour,butthereyoucanchoosewhereyouare.

- Helpstosolvethemobilityproblem.• TimeStrechers:cleaning(ex:offices)ismucheasieratnight.• TimeLords:readingemailsonaSundaymorning.• Hasanimpacthowwelookatwork

Ex:lawyerfirmswhowork24/7,buttherearenoemployeesworkingatnight.Theyworkwithdifferentpeoplearoundtheworld.

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V. THEADDEDVALUEOFHR

• It’s difficult to see the added value of the HR department. They mainly do the salary payments,insurance,taxes…

• Ratherthanfollowingthecrowdinhumanresourcepractices,firmsshouldthinkaboutbeingdifferentcanhelpthemcreatethedistinctivenessneededtosucceed.

- Bemoreinnovative,makeyourselfmoreattractivetotheyoungergenerations.- Ex:employerbranding,performancemanagement,salarybasedonperformance

• Weworkwith the samepeople (input). Theyareaverage.Butonceweemploy them, theyhave toperformbetterthanaverage.

• Thecut,cutmanagerwillbereplacedwithsomeonewhocanbuild,changeanddevelopforthefuture.Inanycompanywehavetocut,butyoudon'tbuildtrust.So,youhavetobuildupastory.

ð HRMhelpstobuildthecompany.• Youmightaskthequestion,whoisactuallyhavingthepowerintheorganization?Companiesaresobig,

thata lotofpeopledon’thavethe feelingthat theyare incharge.EvenCEO’sandCFO’s thinktheydependtoomuchonothers.

1. EXTENDINGTHEHRPARADIGM

• Control:tomaintain,beheersen• Service:HRdepartment:rentsaservicetothemanagement

andtotheemployees.SLA:servicelevelagreements.Internalsupportingintheorganization.

• Decisions:InthefutureHRwillmovetotalentship:improvingorganizationaldecisions.“Talentship is toHRwhat finance is toaccountingorwhatmarketingistosales”HowdistinctiveisyourHRstrategy?

• Howconcernedwouldyoubeifyourmajorcompetitorhadacopyofyourbusinessstrategy?• HowconcernedwouldyoubeifyourmajorcompetitorhadacopyofyourHRstrategy?• WhatdoesitmeanifHRpeoplewouldnotcaretoomuchaboutit?

Spencer’sModel

• CostsversusaddedvalueofHRactivities.• Thereversedrelationshipbetweenaddedvalueandcost.• Administrationofthepayroll:

- 60%ofhetcost,butitgivesonly10%addedvalue.- Evolutiontowardsthefuture:outsourcingadministration,thereare

cheaperandbetteroptions(Randstad).- Inmanyorganizations,thecalculationofsalariesisacomplexjob.If

youaretoolateorgivethewrongsalary=>yougetreaction,ifyoudoitright,peopletakeitforgranted.

• HRServices:- Whyarejobsthewaytheyare?- Ex:movingtoself-guidingteams.- Ex:howtoimplementsocialmediatoattractnewworkforces?

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• Strategicplanning:- Ideal:HRknowswhatyoung,newpeoplewant.- HRshouldberepresentedintheboard.

• Re-engineeringhumanresources- Somethingthat is low inaddedvalue,gets littlerecognition. It’salsonot

acceptedtogowrong.- Spencer:cutoutthethingsthathavenoaddedvalue.- How:

o Byoutsourcingtheadministrationtasks.o Byautomatizingthings:lesstime.o Byeliminatingtheuselesstaskthathavenoaddedvalueatall.

- Remark:youstayresponsibleasamanagerforalltasksthatareoutsourced.

Humanresourcecompetencymodel• HRMastery:

- TalkingabouttheHRprocesses- PeopletakeitforgrantedthatHRpeoplehavetheirHRmastery- Combinationoffinance,psycheandsocial.

• BusinessMastery:- Youmustspeaktheirlanguage- Knowhowthecompanyworks- Understandthepsycheofemployees

• ChangeMastery:- NeededinaIVenvironment- Notaboutsayingwherewehavetogo- Peopledon'tfollowiftheydon'believeit- Takingthepeoplebythehand:processleadership- Takeawaythesourcesofresistance- Ex:newprojects,restructuring,expandingtoothercountries

• Personcredibility:- ShowthevaluesofthecompanyintheHRdepartment.Ex:beclientorientated.- Processleadership:researchwhythereisresistance

2. MODELOFULRICH(1997):MULTIPLEROLEMODELFORHR

• Shortterm:fillupthevacancy,urgency,youwantananswer• Longterm:paypolicy.Fairnessisdiscussedwhenyouchangeitallthe

time.• Processes:fortheorganization• People:fortheemployees

ð Andandsituation:youhavetofindabalance

FourHRroles• ManagementofstrategicHR:

- TopofSpencer’spyramid- Ex:mergingtwocompanies

• Managementoffirminfrastructure:administration• Managementofemployeecontribution:

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- Providetoolsforthelinemanagement- Guideemployees,bringthemtogether,whatistheirmotivation…

• Managementoftransformationandchange:- Getpeopletomove- Motivatingemployees

SharedresponsibilityforHR-roles:

• HRshouldworktogetherwiththeotherdepartments.• Eachrolehasasharedend-responsibility.• Linesshowwhoisdoingwhat.• Thiscanleadtodiscussions:ex:hiringpeopleisingeneralaHRresponsibility.

They make vacancies and select fitting candidates. But when the linemanagement is putting forward a candidate, who is not able to pass HRselections,thereisaclash.HRwillturnitsbackwhensomethinggoeswrongwiththisemployee,becausetheypredictedhisfailure.InvolvementofHRMindecision-makingprocesses

• DifferentperspectivestolookatHR.TheroleandimpactthatHRhas,dependsonwhentheyareinvolvedintheprocess.

• Veryearly:theproblemisn’tdefinedyetbecausethecompanyhasn’tseenit.Itisstilltooearly.

ð ValuedrivenHR:anticipatinganddesigningtheprojectandmeasuring the impact before any problem is defined.Afterwardsitwillbeeasytodefineasolution,becauseHRhasdefinedtheproblembyitself.Ifyoucandescribetheproblembeforehand,thesolutionisoftenfoundwiththedescription.HRwillhaveahugeimpactinthiskindofinvolvement.

• Early: the problem has been defined by the customer, but you still have time as a company to dosomething.HRcanstilldecidehowtheproblemshouldbehandled.Ex: a salesman wants to stop working for the company, but still has to work the term of notice(opzegtermijn).ThisgivestheHR-departmenttimetosendoutanvacancyandhireanewsalesman.

ð HRasanintelligenttoolbox.• Late: timebecomesvery important.Thechange isalreadyhappening,unionswantanswers.TheHR

departmentshastosavewhatcanbesaved.ThereisnotimelefttousetheHR-departmentasatoolboxorthestartnegotiationswiththeunions.Ex:whentwoemployeesaresick,youneedtosearchfortermworkers.

ð ExecutiveHRM

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IfyouwanttoraisecreditabilityyouneedtomovetheHR-departmenttoahighertime-level.• Verylate:youarenotactingonsomething,butreactingonsomethingthatwentgoodorwrong.HRhas

todothedirtyjobwiththemoneyavailable.Ex:theHR-managerhastosendoutalltheletterstotheemployeesthatcancomeback,buthedoesn’tknowheisalsofired.

ð ReactiveHRM• IntegratedmodelfortheaddedvalueofHRM• Excessesasaconsequenceofaone-sidedinvolvementofHRM:

- Dreamer:valuedrivenHRMo Disconnectedfromreality,youdon’tfeelwhatishappening

anymore.o Suggestoftenthingsthatarenotneeded,likethenewesttrends.o Futuristic,butthebaseisn’tperfectyet.

- Fireman:reactiveHRMo Onlyworkswhenthereisafire,whenitistoolate.

- Butler:implementingHRMo Servingposition.o Bowingattitude:youthinkyoudidenough,butintheendthereisnoappreciation.o Youarerunningbehind.

- Boffin:intelligenttoolboxo Anerd,HRhassolutionsforproblemswedon’tevenhave.o Therearealotoflimitations.Youcan’timplementeverythinglegally.o Notcreative,reasonfromthesolutions,nottheproblemitself.

Ulrich,commonpitfalls(derailerstowatchoutfor)

• Actionbeforerationale• HRinisolation:thereisnoconnection,noimpact• HRinincrements• HRbyindividualfiat• PlacingHRstructurebeforebusinessstrategy• Efficiencyequalstransformation

3. MODELFORHRTRANSFORMATION

RoadmapforenhancingHRpractices• 3processes:

- Align:matchwithstrategies.- Integrate:organization,workingtogethernotagainsteachother.- Innovate:beaclosermatchtothequestionofthecustomer.

• 4basedimensions:people,performance,communicationandworkKeyattributesofHR

• V-structure:apeople“leg”andabusiness“leg”:differentorientation.It’sdifficulttofindamatchbetweenthetwoorientations.

• HRhas6roles.

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4. P&G:STRUCTURE

• Simplestructurewithseparatesegments/silos.Thedifferentsiloscan’ttalktoeachother.• Divisionalorganization.• Matrix:mostusedorganizationalstructure.• Soapsforcloths:

- Dash:whiterthanwhite=>concentratedonthewhiterthanwhitecustomers.- Dreft:thecolorsandsizesremainsthesame.- Ariel:stainchampion,thestainsaregonewithAriel- Bonux:privatelabel,cheapbutgood

- Thehorizontalandverticallineshavethesamepower.Whenthereneedtobemadeadecision,theywillfight.Theyneedtonegotiateforeverydecision,thiscanbedifficultinafastmovingenvironment.

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VI. TRENDSINRECRUTEMENTANDSELECTION

1. STRATEGICTRENDS

R&SasacostvsR&Sasaninvestment• R&Sasacost:“thesourcingfabric”• R&Sasaninvestment:“Talentsupplychainmanagement”

Insourcingvsoutsourcing

• Outsourcing:nothavingtheexpertise,huntersonthemarketwholookfortherightcandidate.• Insourcing:cheaperalternative.• Flexshell:youneedtoworkasaflexworkerbeforebecominganemployeeatVolvoforexample.• Youhavetodesperatebeforeyouputanadvertisementinanewspaper.

Candidate/employeeambassadorship

• Limitsanopportunitiesofemployerbranding.

TheToCoErs• Thetotalcostofemployership.• (1)InternalHR/sourcingbudget(hiring)+externalHR/sourcingbudget

(headhunters,selectionoffices,advertisements….)- Acquisitioncost=1/allselections=5000–10.000perperson.- Feeforheadhunter=1/3ofyearsalaryofthenewemployee.

• (2)Averageyearlysalaryintheorganization*averageseniority/tenureintheorganization.

• ToCoErs=(1)+(2)- Highsenioritycauseshighcost.- Acquisitioncostislowifyoucompareitwiththesalarycost.- Hiringsomeoneisn’tacheapdecision.

• Example1:largefinancialinstitution• Example2:fast-foodindustry

SocialmediachangedthenatureofR• Informationsharingbothways• Reachingpotentialcandidates• Employerbranding

Bigdata:weain’tseennothingyet

• BothinR&S:wewillfindouttherearepatternseverywhere.• Crystalknows:providesyouwithinformationdeviatedfromyoursocialmedia.

Onboarding:becomingthelaststageoftheR&Sprocess• Successfulonboardingapproachesinclude:

- Providingmoreblendedlearningsolutions- Decomposingworkintowhatisneededtoprovideimmediatevaluetothebusiness,customers,

teamandemployee.- Partitioningtheonboardingintosmaller,ongoingbitesoflearning,includingmicrolearning.

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- Prioritizingwhat’smost important andwhat is needed first for a new hire to deliver valuequickly.

- Pointerstoongoinglearning,teachingnewhireshowtofindknowledge,buildskills,locatetoolsandconnectwithothers.

• Tohelpinstallcultureduringonboarding,storytellingcanbeparticularlypowerfulbyusing:- Storytellingvignettes.- Videosofemployeesthatexemplifytheculturespeakingtopracticesandvalues.- Scenario-basedlearningthatdemonstratesprocess,values,practicesandtraditions.- Leadershippresentation(liveorrecorded)- Conclusion: “good candidates who are badly socialized will become average employees;

averagecandidateswhoarewellsocializedmightbecomeexcellentemployees”.

2. TACTICALCHANGES

• Exam:whatishappeningintheworldofselectionSpeed,speed,speed

• HowfastdoIneedtoreactasacompany?• Peoplewon’twait3weeksforareplyontheirapplication,theyneedfeedbackfaster.

Changingroleofintermediates

• Gentlemenagreement:don’tstealyourcompetitors’employees.• In small sectors (like chemicals) stealing each other’s employees leads to higher salaries and all

companieslose.• Inbigsectors,youneedtohirethoseemployeesviaaheadhunter.

Firstjobwillalwaysbeatempjob

• Electronichiringwillbethefuture• NotonlyRandstad=>otherplayerswillcomearound.

Reinterpretationof“politenessrules”injobsearchingbehavior

• Ex:ifyoupickupyourphoneinajobinterview,thismayseemveryrude.Butiftheapplicantisansweringtohiscurrentboss,andsays:“iftheycallme,itmustbeimportant!SoIneedtopickup.”.Thisisagoodsingofloyalty.Thisemployeewilldothisforyouto,it’sagreatvalue.Searchersandfinders

• Finders:peoplewhoarenotdesperatelylookingforajob.Howtoapproachthem:headhunters,theywon’tapplyforvacancies.Youcanalsoattractthemwithonlinepop-upstosimulatetheheadhunter.Butthistechniqueisoftenperceivedaspublicity.

• Searchers:peoplewhoareactivelysearchingforajobandapplyingforvacancies.Theintroductionoftheelectronic/videocontactinthefirstround

• AfteryousendyourCV,youwillbeaskedtoanswer5questionsinavideo.• Thistechniqueisusedasafilteringprocess.Youseewhoisthewrongperson,butwon’tfindrightone.

Seriousgames:gamificationenterstheR&Sworld

• Bigonlinegames=>groupofminigames

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• Ex:Heiniken:hiringtherightguy.https://www.youtube.com/watch?v=Aq6y3RO12UQHowdoesyourhiringtechniquerepresentthevaluesofthecompany?

• Ex:Workingatdropbox.https://www.youtube.com/watch?v=-ZuxQcp84o0Noteveryoneneedstolikeyourtechnique,onlythepersonsyouwanttotargetasabusiness.

• Ex:Deloitteinteractivevideo.Theytalkaboutthevaluesofthecompany.Byeducatingpeopleinagamingway,theypassthevalues.Monitoringcandidateexperience

• Examineyourrecruitingprocessthroughanapplicant’seyeandimprovethecandidateexperience.• B2C:

- Fastmovingworld,assuranceworld,bankingworld- Largecompaniesusedtohavealot'spontaneoussolicitations'- Profiles:administrativeorhigheducatedpeople- Whatdoestherespondersofavacancyexpect:shortquestionsaboutthehandlingofthehiring

process,moodbarometerduringtheprocess- Why:

o Youwanttobeconceivedasaprofessionalcompanyo Thosecandidatesmaybecustomersinthefuture

3. EPLOYERBRANDING:ITTAKESTWOTOTANGO

Ittakestwototango:beinganemployerofchoice• External:employerbranding.

- Howdopeoplelookatmybrand?Nottheproductorservice,butintermsofbeinganemployer.• Internal:HRtransformation

Origin

• 1990:“Employerbranding”introducedbySimonBarrow• Generalidea:tointroducemarketingconceptsinHRM.HowdoIputmybrandonthelabormarket?• Focuson:howdowewanttobeperceivedbythelabormarket?

- Segmentationofthelabormarket:notbydegree.Acompanyisforexamplenotinterestedinallengineers.Theytrytofindwhattheirfocusgrouphasincommon.Ex:alotofgoodengineersplaygolf,soifyoumentioninyourcvthatyouplaygolf=>morelikelytobeinvitedforaninterview.

- Targeting:reachyourtargetgroupveryspecific.Notonlythecontent,butalsothechannelofcommunicationwillhaveahugeimpact.It’sallaboutattractingtherightpeople.Ex:basehadtofillinalotofnightshiftsattheircallcenters.So,theyadvertisedinthemiddleofthenighttoreachthosewhoareawakeatnight.

• Umbrellabranding=>translatedintotheemployerbrandwheel.Internalconsistency:whatareyourpolicies=>whatdotheysay?Theemployerbrandingprocess

• Berecognized:fitinthetotalpicture• Bebelieved.• Bepersonalized:individualrelated.Whatisinthereforme?Whatmakes

medreamtoworkthere?• Beremembered.

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Employerbranding• Advertising:ambassadorssell thecompany inatestimonialway.Theyarewaymorecrediblethana

newspaperad.• Makingchoicesandcommunicatingthem.• Beconsistent:

- Whatisthesmelloftheplace?Trytoshowthecultureoftheorganization.- Theneedforidentity.It’simportanttohavediversification.- Ex:since2008thepublicsectorbecamemorepopular.Thissectorwantedtobecome“sexy”.

Butmostofthecandidatesappliedbecauseofthejobsecurity,sothewrongpeoplewerehired.• Employerbrandingisastateofmind.Don’ttrytobeanythingforanyone.• Branding=rehearsal.Thisistheexpensivepart.

But…

• Employerbrandingvsrealisticjobpreview(rjp)- RJP:soundspracticalandeasy,butit’snotinpractice.

Thebestresultsbyrjp:themorerealisticyoucantalkaboutthejob;themorethatpeoplewilldobetterinthejob.

- Brandingselling:youhavetoremainrealistic,honest,butnottoonaïve.o Ex:thebossisnotsympathetic/anasshole,butthejobmaybeawesome.Soyoucan’t

saythateverythingisgreat.Youshouldfindanindirectwaytofindoutifthispersonisabletoworkwiththeboss.

o Ex:IfyouworkintheTabacosector,canyouexplaintopeoplewhyyoudothat?Peoplewillaskyouthisquestionbecausetheydon’tunderstand,anditwouldbeimmaturetonotanswer.

• Customervsemployee:it’seasytochangetheproductsyoubuy,it’smoredifficulttochangejobs.• Employerbranding:includesallrecruitmentchannels

Evidencebasedemployerbranding

• Functionalbenefits:everythingthatismeasurableandtouchable:car,phone,laptop…• Psychologicalbenefits:howdowetreatpeoplehere,howdowewantpeopletobehave?• Brandvalues• TheDNAofthecompany:difficultifyourcompanywantstochangetowardthefuture=>whoyouwant

tobe.Theremayoccuragab.• Brandpersonality=authenticity• Reversedsocialization:thebrandisadjustingitselftonewcomers.

- Ex:youngeremployeesarethementorsoftheolderones.Theyintroducesocialmedia.Thisisawaytominimalizegenerationgabs.

- Ex:generationy:changeprofiles- Ex:intheolddays:employeeswouldgetcheapmobilephonesandlaptopsfromtheiremployer.

Nowadays they want to bring their own device. This also happens with company cars.Sometimesitmaysoundarrogantifanemployeerefusestousethecompany’stechnology.

Conclusion:thebrandengagementmodel

• Thereshouldbearationalfactor,butnottoomuch.• Emotional:touchtheheartofyourtargetgroup.• Action:youshouldwriteanemail,cv…

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Whythisneedforemployerbranding?(Schuman&Sartan,2009)• Generationalchange:youshouldhaveadifferentapproachtowardsdifferentgenerations.• Consumersofwork:employeesareconstantlycheckingthejobmarketforbetteropportunities.• Marketplacefortalent:themoremotivatedemployeeswillbethosewhoareactiveonthejobmarket.

Bigcompanieshavethebestcandidatesbecauseoftheinternationalpotential.• Socialmedia:youarenottheownerofyourownbrand.

Ex:‘yourcompany’sucks.comandglassdoor:employeeswhocomplainaboutyourcompany.Howistheboss/job…

• Brandloyalty:brandingisnotabouttheproductsanymore.Acompanydoesn’tcreateproducts,butbrands.Forsomepeople,it’sanhonortoworkatacertaincompany.“Themostimportantbrandinmostpeople’slivesisnotaproductorservice,it’stheiremployerbrand”–R.MosleyGreatplacetoworkmodel:relationshipsareKEY

• Differentlabelsatthejobmarket:employerbrandinglabels:- Topemployer(Belgium)- Greatplacetowork:startswithintheinternalbranding.- Mostattractiveorganization(Randstad):external,basedonsurveys.

• Ex:TorfswonafewtimesEx:Microsofthastobeinthetop3(CEOobjectives)

• Internationalcomparingpossible:thesameinothercountries.• Relevancy:sayssomethingaboutattractiveness,howpeoplelookatthecompany…• Level:s

- Sectors:banking,insurance- Organizations

4. GENERATIONY&RSPROCESS

Tendencieswithintheneweconomy(PeterCapelli)• Tightlabormarkets:

- Demographiceffect:evolutionofthepopulation.- Participationeffect:whowantstowork.Thisisstillincreasingslightly.

Thisisstillanimpactoftheearly70swhenwomenstartedworking.This evolution takesmore than a generation to complete. For oursocialsecuritysystemyouneedmorethan70%participation.

- Between2010and2030:o Demographicisgoingdown.Therearelesspeopleborn,thisisthefirsttimesinceWWII.o Participationstaysthesame

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o Netresult:moreorlessthesame(-250.000)- Conclusion:awarfortalent.

Thereisapowershift:ifthereisscarcityonthemarket,theemployeesgetmorepower.Therearealsolargeleftoversinsomesectorsandlargeshortagesinothers.Thereisnoperfectallocationonthejobmarket.

• Higheconomicgrowth:notinEurope,butintheBRIC-countries.• Newdealatwork:“serialmonogamy”:oneemployeratatime,butdifferentemployersinourcareer.

- Investinyouremployees:=>valueadded=>largerchangethey'requitting- Don’tinvestinyouremployees:=>theystaystupid=>noonewantsthem,theystay.Inlarge

organizations,theproblemofpeopleleavingthecompanyissmallerthanpeoplewhostayandarenotmotivatedanymore.Asmallturnoverofquittingpeopleisnotalwaysagoodsign:theymaybepeoplestayingwhoarenotmotivated=>opportunitycost!!Immoraltonoteducatingyourpeople:youmaylosepeople,butyouwillalsogainotherpeople.

• Employeesdidbecomemoreassertive.Employeesbecamemuchmorecritical.• Generationshift:veterans=>babyboomers

Ex:NMBSwillsee50%ofhisemployeesleavewithinthenext3years.• Generationx=>thenexters=>thedot.comgeneration

Fourgenerationsontheworkfloor

• Veterans:bornbetween1930and1945Notveryactiveintheorganizations,buttheboardsmaybefilledwiththem.

• Babyboomers:bornbetween1945and1968Massivelyleavingthelabormarket.Theyhavelotsofexpertisethatisleavingwiththem.Themajoritydoesn’thaveadiploma,howeverthroughouttheircareertheylearntalot.

• GenerationX:bornbetween1968and1980Lostgeneration:theyarecompletelyspoiled.

• GenerationY:internetgeneration–dot.com:bornbetween1980andXXX• Dualresearch:

- Definingpersonsbythetimetheywerebornisnotgood.- Therearenobigdifferencesbetweentwopeoplefromthesamegeneration.- Ex:youngstersareyoungstersincontrastwiththegenerationstheory.

Thechangingpsychologicalcontract

• Fromloyaltyto“mycompany”toloyaltyto“mycareer”- Seniorpeopleareloyaltotheircompany,youngsterstotheircareer.- Giveopportunitiestoyourpeople,sotheycandeveloptheircareerandstay.

• Froma“passionformywork”toa“passionformyleisuretime”- Themostfrequentaskedquestionis:“howmanyholidaysdoIget?

Butthisisnotagoodsignformotivation,thesamegoesforflexhours.- Inthepast:choseajobandbuildalifearoundit.

Ex:Bekaerthadhousingfortheiremployees.Theyhadtopay,butitwasclosetothecompany.Today nobodywould like housing, because their partner is probablyworking at a differentorganization.Ex:laundryatwork:onlyfornewfamilies,youngsterscandotheirlaundryathome.

• Organizations:“bind”or“challenge”- Bind:payingforloyalty:direct=>onlyworksforthosewholiketobebound.

o Everyyearasmallsalaryincreaseo Extraholidayso Pensionscheme.

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- Challenge:canleadtostressPeoplewanttobe“bound”or“challenged”

- BC:wechallengethepeopletochangewithus.Peoplebecomesickfora long term, they can’t cope with it anymore. They have beenchallengedtoomuch,pushedtoofar.

- CB: ex: give a group insuranceplan to anemployee inhis 20s. Theydon’tunderstand,valueitatthisage.They’renotthinkingabouttheirpensionyet.

ð Realisticjobpreview:ifyougivethewrongexpectations,peoplewillleave.GenerationY:wheredotheycomefrom?

• Theygrewupinanerawithoutfear- Economicadvancement- Theendofthe“coldwar”- Optimismaboutthefuture

• Theygrewupinaninformationera- The“digikingandqueens”ofthisworld- Worldwideweb,cyberspace,mp3,dvd,sms,mms,webcam,wirelessaccess,email…

• Theygrewupinthepostmodernera- Conventionsandvalues- Networking,individualismandsocialembedding

• AgenerationatthetopoftheMaslowPyramid?Currentscepticalviewonthatgeneration

• They’redumberthanwewereattheirage• They’rescreenagers• Theyhavenoshame• Becausetheirparentshavecoddledthem,theyareadriftintheworldandafraidtochooseapath• Theysteal• They’rebullyingfriendsonline• They’reviolent• Theyhavenoworkethicandwillbebademployees• Thisisthelatestnarcissistic“me”generation• Theydon’tgiveadamn

Netgen=generationY

• Maincharacteristics:- Technologyisliketheairtothem- AccordingtotheNetGenders,theoldergenerationisobsessedwithtechnology- Imagine:aTVshowwhere“peoplewatchyousurfTV”- NetGenisantithesisofTVgen:thereisashiftfrom1-waybroadcastmediatointeractivemedia:

o Interactivemedia:sittingtogetherdoingdifferentthingso Oneway:niceeveningtogetherwatchingtv

- “Forthefirsttime,therearethingsthatparentswanttobeabletoknowaboutanddo,wherethekidsare,infact,theauthority!”

- “Thesmartestgeneration”- Theyare/werebeingcoddledbytheirparents:“helicopterparents”.

• Norms:- Therightoffreedomiseverythingtheydo,forfreedomofchoicetofreedomofexpression

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- Therighttocustomize,personalize:bringyourowndeviseatthecosttosupporteverydeviseandtokeepyoursystemsecured.

- Therighttoscrutinize(investigate,explore…):thebuyerknowsoftenmoreabouttheproduct(ex:vacuumcleaner)thanthesalesman.

- Therighttohaveafeelingtomaketheworldabetterplace- Therighttoplayandworkatthesametime.

BillGates:TVandPCwillneverbecompetitors,becauseoftheplacewhereyouaresitting:chairvssofa.Hewaswrong:theinventionoftheiPad/tables.Theyaredevicesthatcombineworkingandleisure.

- Therightfor“instantfeedback”,notjustinvideogames.TheyexpectaquickresponsewhentheysendyoutheirCV.

• Theyarebathedinbits:- 78%ofparentswhoconsidermobilephonesasholidaygiftweremotivatedbysafety

andnotentertainment.- Forkids=anindispensablesocialtool.- InJapan:oflastyear’s10bestsellingnovels,5beganasmobilephonenovels.- #mobilephoneowners>#cordlinephoneowners- #internetusers>#computerusers- “Dad,myhighschoolreunionhappensonFacebook,allday,everyday!”

• Asconsumer:- “Powertothepeople;friendsaremoreimportantthanprofessionalreviewers”

ex:“YourcompanySucks.com”-typewebsites- Typeof“N-fluence”networks:

o Bestfriends:butwedon’treallyknowthem.Ex:youareonacitytripandwanttohavedinnercloseby.So,youusetheappTripAdvisor.Youseethattherearetworestaurantscloseby:onegoodandonewithonebadreview(hairinmysoup).Youwillmostlikelygototheonewiththegoodreview.

o Mysocialnetworko Theworld

• Andthefamily- “The freedom flip”: Boomers Youth found freedom outside; Net Geners find

freedominside- Helicopterparentsare“hovering”:theywanttoknowwhereyouare,whatyou

aredoing.Theyinterveneinthediscussionifyouwanttoleaveyourjob.- Somecompaniesoffera“freshmanorientation”workshopforparents,orGoogle

hasa“bringyourparenttoworkday”

5. STAFFING:RECRUITING&SELECTION:ANALYSISOFTHEPROCESSITSELF

Thestaffingprocess• Jobanalysis:themainHRtool/technique:

- Eachjobhasajobdescription.- Youcanlookbacktothejobanalysistoknowwhatthetasksandresponsibilitiesare.- MotherofHRinstrumentsandisalsobeingusedoutsideselection.- Iftheworldchanges,howdoyouchangeyourdescriptions?- Ingredientsofjobanalysis:

o Jobindication:adescriptionofthefunction

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o Relationshipwithothers:whoisyourboss,whoareyouremployees…o Joboutline:whatshouldbedoneinthejob?Caution:thischangesallthetime.Bythe

timesomeonegetsthejob,thevacancymaynotbeaccurateanymore.o Workingconditions:mobility,outsideorinofficework…o Performancestandard/objectives:whatarethestandards,whatisbeingevaluatedat

theendoftheyear(KPI).o Humanrequirements:characteristicsthatarenecessaryforthejob.Ex:afiremancan’t

beafraidofheights.o Specialadditionalinformation

- Whoshouldwritethis?o HRdepartment:doesn’tknowtherightcriteriaforthejob.o Chef:problemofminimalizingthejob,downgrading.o Combinationwithadescriptionoftheemployeeitself,whoislikelytooverestimatehis

ownscapacities.• Specificationoftaskandresponsibilities:whatdoesthejoblooklike?• DefinitionoftheKSA’s(Knowledge,SkillsandAttitudes)required.Howcanweputthisincharacteristics

=>mirrorthejobprofiletothecandidate’sprofile• Recruitmentactivities

- Internal:withinthecompany- External- Bothmarkets:morecreditability

• Evaluationofapplicantsviaselectionprocess• Decision

Recruitmentstrategy

• Exam:youshouldknowwhichtooltouseforwhichpurpose+giveanexplanation• Determiningthevacancy:“whendoyouhaveavacancy?”

- Replacement- Expansion:productive(return=extrasales inaspecificregion)andnon-productive(support

jobslikemarketingandHR).• HRmarketing&employerbranding

- Theglossy:amagazinethatgivesinformationaboutthejobinthecompany.• Selectingyourrecruitmentmethoddependingon:

- Jobcharacteristics:inspecializedmagazines- Labormarket:measureshortage,conjuncturethroughmagazineslikeVacature.- Organizationalcharacteristics:branding,characteristicsthatgotogetherwiththeimageofthe

company.• Alternativestorecruitment:hasalottodowithreorganizationsofcompanies.• Methodsofrecruitment

- Internaladvertising:theysearchfortherightpersonwithintheorganization.+ Givesoxygentopeopleworkinginthecompany=>internalpromotion

Youknowthepeople,lessrisk- Notthebestcandidateforthejob

Ifaninternalcandidateisnotgoodheremainsanemployee=>frustrationsInthesamedepartment:becomingthebossofyouroldteam=>trustandpowerissuesAlso:ifit’sabadcandidate,thecreditabilityoftheHRdepartmentgoesdown.

- Externaladvertising:cherrypicking+ Freshblood=>newperspective,fighttheculture,newknowledgeandnewinsides. Internsknowthattheyarereplaceable

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This can prevent that employees get demotivatedwhen they don’t get the internalpromotion.

- Makemistakes,youdon’tknowtheperson- Jobcenters:

o Interimoffice:employeesearches flexible job.There isno juridical relationbetweentheemployeeandthecompany.

o Selectionoffice(ex:Hudson):thecompanypaystheemployeedirectlyandpaysafee(20-30%ofthesalary)totheselectionoffice.

o Outplacement:

ó inplacement: gives attention to flow within the company. Good, but functionalneedlessemployeesgetanewtrainingforadifferentjobinthecompany.

- Youthtrainingscheme- Recruitmentandselectionagencies:exHudson,sometimescompaniesdoboth,sometimesjust

oneofthetwo.- Commercialemploymentagencies:interimoffices.- Personalrecommendations:peopleknowingpeople.Sometimesthereisanemployeereformal

program.Iftheemployeebringsanewperson,andtheystayforafewmonths,theemployeegetsabonus.

- Executivesearch:headhunting,peoplewithabignetworkandsectorspecialists.Therewillbenovacancy.

- Campus recruitment: the milk round, this will be done by companies who recruit intern.Employeesstartatthebottom,andworktheirwayup.

- Theinternet:nottobeunderestimated.Acompanyshouldworktogetherwithotherjobsites,butalsohaveitsown.ThereshouldalsobeattentiontonegativeadvertisementthroughsiteslikeGlassdoor.

• Note:QS=f(QR):thequalityoftheselectionisafunctionofthequalityoftherecruitment.Selectingpeople

• Selectioncriterion- Purposeofselection

o Actual criterion: the capabilities you are looking for. How youlookatthejob,mirroring.

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o Ultimate criterion: the exactly right set of capabilities. This is theoretic, the moreexperiencedyouget,themoreyouknowthis.EandBgetbiggerovertime.

o Predictor:aquestion,toolthatpredictsthebehavioroffutureemployees:assessment,CV,IQ-test…

- Objective:maximizeE- Problem:

o D=agoodtestinginstrument,butwedon’tknow.Wemeasureit,butwedon’ttakeitintoaccountinthefinalstage.Ex:overlookingthingsinaCV.Pastbehavioristhebestpredictorforfuturebehavior=>conservativenature.

o F=abadtestinginstrument,butwedon’tknow.Weaskquestionsaboutit,butit’snotrelevant.Overskilling:yourjobshouldbechallenging,ifyouhavetheskilltospeak3languagesperfect,andyoudon'treallyneedit=>youleavewithhigherambitions.

o G=youthinkit’simportant,butitisn’t• Type1&2errorsinselection

- Selection tries to predict the performance of a person in aselection.

- Artificial:personalitytest,interviews=>predictorscore.- Green: r = 1: perfect correlation= theory => line through the

cloudofdots.- Blue:r=-1:perfectresult, ifyouknowit inadvance.Theworst

thetestresult,thebettertheperformance.Itissometimeseasiertotestthenegativepoints.Ex:howdoyoudealwithaggressionasaguard.Ifheisveryaggressive=>notmadeforthejob.

- Yellow:r=0:norelationship,nosenseofprediction=reflectionofF:irrelevanttest- Youneverseetheperformance,butyouseethepredictorscore.- Red:

o Whendotheypass:hypotheticalline(vertical)o CAT(computeradaptivetesting)

Testsshouldhaveadifficultyindex.Ifaquestionistooeasy,andeveryonehasitright,thenthequestionbecomesirrelevant.Thesamegoesfortoodifficultquestions.

o Economizethetest:rashmodel:youfirstgetaquestionwithrating0,5andafterthatyoufollowadifferentpath.Thismodelonlyworkswithwrongorrightquestions.

o Ex:theGMATtestgivesyouascoreon800.Theydon'tgiveanorm,schoolsdecidewhichscoreishighenoughforacceptance.

- Thereisalwaysaperformancecutoff:horizontalline- IandIIshouldbeminimized.Thebiggestmistakedependsonthetypeofcompanyyoulookat.

ForengineersthetypeImistakeistheworst,forpilotsthetypeII.- III:passthetest+goodemployees.=>maximize- IV: maximize=>theselectionmeasures thatapersonwill fail,andthey turnout tobebad

employees.- Highestcostforboth=>increasecutoffforpredictorscoresbecausethereisahighopportunity

cost,theycanstarttoworkagainstyou.- R=.4=highesttofind=>r^2=16%=rangerestriction.

• Analyzingtheselectionprocess- Atwo-wayprocess:it’snotbecauseyoulikethecandidate,thatthecandidatewillautomatically

likeyou.- RJP-effects (realistic job previews): themore realistic you are about the job, themore the

employeewillbesuccessfulinhisjob.Verygoodemployeeswhoarebadsocializedmayendupbeingaverageandviceversa

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- Typesofcriteria:o Organizational: the first step, could this person fit in this company, are the values

shared?Acompanydoesn’tneedtoomanycontroversialpeoplewhoaregoodattheirjobsbutbreakrules.

o Functional/departmental: they employee may fit in the organization, but not in acertainsegment.

o Individualjobcriteria:personfitsintheorganization,butnotinthejob.• Selectionmethods

Exam:makeaselectionofthesemethods+linkwhytheyareimportant.- Firstthingsfirst:

o Applicationletterso CV’s:Sometimestherearetemplatesyouneedtofillin,mostorganizationshavethose.

Allareverysimilar,buttheyfocusondifferentthings.Thetemplatecangiveyousomeinsight on what the company is looking for. Organizations like to use this methodbecausetheydon’thavetodividealltheincomingCV’s,theemployeedoestheworkandthisfreesupsometime.

o Applicationformso Telephone screening: this technique can be used as a sifting process. You hear the

candidate speak and can find out some basic information. Youwon’t find the bestcandidate,butyouwillfindthebadones.So,youdon'thavetoinvitethemover.Thisprocesscanalsohappeninavideo.

- Biodata:o Fitpeopleandprofessions.o MostlyusedintheUSo Verydangerous:trytofindafitbetweenpeopleandaprofession(notajob).Whatare

forexamplesuccessfulaccountantsdoingoutsidetheirwork.o Thesourceisbigdata

- Testso Aptitudetests

§ General:measuringanaspectofintelligence,alwaysatime-basedtest.Ex:generalaptitudetestbattery(GATB)

§ Specific: time + computer based: you get the next answer based on yourpreviousanswer.Ex:mechanicalaptitudetest

o TrainabilitytestsEx:medicalentranceexamEx:howfastcanyoulearnanewlanguage?

o Attainmenttests:timelimit+youhavetoreacharesult.Ex:Coopertest

o Personalitytests:alotofquestions,nowrongorrightanswer.Ex:bigfive

o Interesttests:candetermineifyousucceedornot.o Integritytests:questionsaboutethicalbehavior.

Dependsonthetypeofjobandthequalityofthetest.FrequentlyusedintheUSEx:integritySJT,cartoonSJT…

- Interview(seefurther)- Assessmentcenters(seefurther)- Worksamples:takeapieceofthejobinthejobinterview.

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Factor4:thebestpersondoesit4timesquickerthantheslowestpersonEx:writealetter,givealectureorpresentation…

- References:Referencesbecomemoreimportantinseniorjobswithheadhunting.Themoreyouknow the personwho is giving the reference, themore relevant the reference becomes. Itmakesitalsodifficulttolietosomeoneyouknow.If itturnsoutthatthepersonyougaveagoodreferenceabout,isbad=>youmayloseafriendoranacquaintance.

- Graphology:o Forbiddeninsomecountries(liketheUS),butsometimesusedinextremeformswhen

hiringCEOs.o Projectivetechnique:youtrytobringpeopleinamoodwheretheyprojecttheinside

totheoutside.Insuchawaythatwedon'tinterferetoomuch.o Ex:inkblottest,=>misunderstanding:somechildrenhavealotofcreativityandfantasy.o Questionableifitshouldbeusedinselectionmethods.

• Validationofselectionprocedures- Evaluationcriteriaforchoosingaselectionmethod:

o Practicality:canyouorganizeit?Someveryinterestingtestarenotachievable.o Acceptability:dopeopleacceptthismethod,dotheywanttocomeback?o Reliability

§ Overtime:howlongcanyougowithoutredoingthetestforanew/updatedresult?

§ Inter-rater:woulddifferentinterviewershavethesameconclusion?§ Internalconsistency:arethefactorsinternallyconsistence?

o Validity§ Facevalidity:dopeoplethinkthatwemeasuresomethingthatisrelevant?§ Constructvalidity:arewemeasuringwhatwethinkwearemeasuring?§ Predictivevalidity:oftenmaxr=.4,r2=0.16=>westilldon’tknowsomething

abouttheother84%.Rangerestriction:everyonebelowthiscutoffisn’taccepted,youdon’tknowhowtheywouldperform.

• Discussion:jobspecificvsgeneralfitintheorganization.IntheUS,youcan’taskthegender,age...Thereisaruleagainstdiscrimination.ThisislessthecaseinBelgium.

o Overthepast20yearswedidnotimprovethetechniquesofselection.• Selectioninterview(usesin99%ofthecases)

- Definition:Aselectioninterviewisaprocessinwhichapotentialemployeeisevaluatedbyanemployer for prospective employment in their company, organization, or firm. During thisprocess,theemployerhopestodeterminewhetherornottheapplicantissuitablefortherole.

- Purposeo Collectinginformationo Providinginformationo Givingafairhearing:ifyoucancelacandidate,youcancelacustomerinB2C.o Ritual&humanaspectsandbehaviors

- Criticismo Unreliableo Invalido Subjectiveo Webster’sresearchresults(1964):

§ Theproblemwithaninterviewisnottheinterviewitself,buttheinterviewer.

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§ Thefirstimpressionyouhavewithin3minutes.Thoseimpressionshavealargeimpactonthefurtherinterview:thewayyouputforwardthenextquestions.

§ Self-fulfillingprophesyisstrongerthanmankind.§ Try tomake sure that the first impressionhasno impacton the restof the

interview=>structureyourinterviewbeforehand.- Conclusion:nottheinterviewbuttheintervieweristheheartoftheproblem,commonpitfalls:

o Firstimpression:ex:physicalappearancecanblurthevoiceofcallcenterworker.o Physicalappearanceo Generalization

§ Halo effect: once you see something positive, all the next things will beperceivedaspositive.

§ Horn effect: once you see something negative, all the nest things will beperceivedasnegative.

§ Overemphasizerarequalitieso Joblabelimpacto Contrasteffectso Interpretationratherthanobservation:

§ Interpretation:differentopinionsaboutthesamecandidateEx: candidate gives a presentation and is self-confident or is he arrogant?Becausethosetwoareveryclose,it’sjustaninterpretationoftheobserver.

§ Observation:seewhathappened,nointerpretation- Reviewtopic:howtoimprovemanager’sinterviewingskills?

Fromsituationalinterviewtobehavior-orientedinterview

- Starinterviewtechnique:o Youalwaysgobacktothepastwhenyouaskaquestion:past

behavioristhebestpredictoroffuturebehavior.Butthisitisdifficultforinterviewsofpeoplewhojustgraduated.

o It is not good to ask: imagine …. what would you do. Youranswerwillalwaysbeaconsideredanswer.=>youhavetoaskifsomethinghappenedtothembefore.

o Thewayacandidatetalksabouthispreviousemployersaysalotabouthowhewilltalkaboutyouinthefuture.

- Interviewstrategieso Frank and friendly strategy: You put candidates at ease. How does this candidate

behavewhen at ease? There is only a rare occasionwhere youwant to knowhowpeopledealwithpanic,chaos…Butyoudothisinafrankway:youstillaskwhatyouwanttoknow.

o Problem solving strategy: for some of the questions you are not interested in theanswer,butyouareinterestedinthesequence,howyoucometotheconclusion.

o Stressstrategy:youputpeopleunderpressure:relevantforpeoplewhowillhavetoworkunderpressure/stress.Dotheystaycalm?

o Sweet&sourstrategy:Arecandidateslying=>pointoutinconsistencies.Youseewhathappenswhenpeoplelie=>dotheyapologize,ordotheydiscussitafteryoupointoutthelie.

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o #interviews§ Individualinterview§ Sequentialinterview§ Interviewintandem§ Panelinterview:everypanelmemberasksaquestionaboutaspecificsubject.§ Groupinterview

o Reviewtopic:roleofpersonnelvslinemanager- The‘hardtointerview’ones

o Thesilentintroverts:somepeopleareverysilent,ifyouaskaquestionitishardtogetthem talking. They tend toanswerwith yesorno. Theyareoftenperceivedasbadcandidates, but can be good employees. For some jobs 'talking' is not relevant.Underestimatingthosepeoplewhomaybeverygoodatthejob.

o Thepleasers:theyreadwhattherightanswerisbyyournon-verbalcommunication.You find them throughout all hierarchies. The solution here is an interview withdifferentinterviewers.It’simpossibletoreadthemindofdifferentinterviewers.

o Thetryhards:thosewhowanttoworkforthecompanyverybad.Theypresenttodotheirhardestbest=>theyaremorenervous.

o Thetalkers(youcan’tstopme):theytalkalot,butyouwillhavetostopthematagivenpoint.However,somejobsrequirealotoftalking,sothispersonwouldbeconsideredagoodcandidate.

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VII. ASSESMENTCENTRES

1. ASSESSMENTCENTRELS:WHAT

• Present behavior as predictor: They don't use past behavior, but present behavior: observing andinterpretingpeopledoingactivities=>youletthemdoworksamples(relatedandrelevantforthejob).

• Behavioralcriteria:ex:issomeonegoodinpublicspeaking?• Jobrelatedsimulations• Interactionofcandidates:thistechniquemakessensewithdifferentgoodpeople.Youcan’tusethis

methodwithrandompeople.Becausethebestwillappearbetter,andtheweakwillseemweaker.- Positiveobservation:acandidategetstheinformalleadership.- Negativeobservation:acandidatetriestolead,butfails.

• Multipleassessors(discussions):therearemultiplepeopleobservingthecandidates.• Multipleexercises.• Evaluation:behaviorobservation+interpretation• Severaldays(2-3):thecandidatesarepermanentlyobserved:duringlunch,atthebar…It’sbecomes

verydifficultforcandidatestoactthewholetime.

2. HISTORY

• GermanarmyafterWorldWarI:peoplegetpromotionbydoingexams.• British andUSWarOffice Selection Board: leader is successful if the people came back => natural

selection.Thesuccesswasnotdeterminedbytheexams.• InindustryAT&Tfrom1956

- Themanagementprogress study:everymiddlemanagerhad to take this test.They tried topredictifanemployeewouldmakeitasamiddlemanager.

- 25criteria- PredictingpromotiontoMMfunctions

• Today- Selection:Youcan’tputtogetherthecandidatesbecausetheycomefromrelatedhistory=>

termsofintegrity.Thistechniquecan’tbeusedforthelowerlevel:toexpensive:consultant+2/3observersinhighhierarchywhoreflectthevalues

- Promotion:anadditionalpieceofevidencetocometoaconclusion- Highpotentialpolicy:selectasmallgroupwhogettrainingsandprograms=>definitionofthis

groupisdonebythoseassessmentcompanies

3. ASSIGNMENTS

ð Mainlyfocusedonbehavioralaspects:• In-basket: simulatingwhat a jobwouldbe. Ex: read50 emails: structure, see inconsistency, putting

priorityandanswer=>reasoningchoice,notaboutrightorwrong• Groupdiscussions:solveacasediscussion=>problem+solution• Presentationof20min=>capabilities• Roleplaying:sameascasebutthedifferentpeoplegetdifferentroles=>howdoyou'fight'withothers

withdifferentinterest.• Interview:one-on-one,withactors.• Attainmenttests:timedbasedtests.

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4. CRITICALISSUES

• Assessortraining:- Observationóinterpretation- Managersóconsultants:observersaremostlyafewmanagers(notHRM)andoneconsultant.

• Selectionofexercises:theymustbejobrelevant.• Highacceptabilityforcandidates:theylikethismethod.• Validity

- Criterionrelated:6- Butthereisahighconsistencyinthesameexercise:ifyoulike

apresentation,theygivehigherscoresonallaspects.Theylikeordislike=shortcomingoftheobserver.

• Costóutility- Cost:managerswhoareobservingcan’tdootherthings- Utility:providesthecompanywithadditionalinformationofthecandidates

• Conclusion:it’sagoodtechniquebutwedonotknowwhy.

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VIII. TRAININGANDDEVELOPMENTMANAGEMENT

• Isfrequentlyoutsourced.

1. THETIMESTHEARECHANGING

• Theworldisflat(Friedman)vstheworldwillneverbeflat• L&Dhasmovedfrom“Addon”to“Olympicminimum”:thereusedtobearewardforgoodperformance,

butnowadaysitisrequiredandconsiderednormal.• “Beingoutthere”isonething,“havinglearnedsomething”ishoweverthekeyquestion.

2. THEFUTUREISYETTOCOME

• Working=learning=working• Itputs“learning”and“education”inadifferentperspective:educationisn’tlearntinaclassroom.You

copyfromothers:ex:rideabike.• “Whereyougoto/whatyoudo”isnotrelevant,but“youwillhavetoexplain…”• Thepsychologyoflearning:

- Moments of ‘rest’: conditioning, we haven’t learnt something new: in a new context +combiningpastknowledge.Itdoesn’tbringyoutothesolution.

- Momentsof‘movement’:reallearninghappensinasituationifyouquestionthelawofgravity.Yougetoutofyourcomfortzoneandareopenfornewinsights.

• Themorewestudythemoreweneedtostudy• Someofithappensinclass,mostofitonthejob• WhatisyourL&Dstrategybasedupon?

3. FOURBASICLEARNINGSTRATEGIES

• Ariddletostartoffwith…“WhendoesanAmericanorchestrainanAmericancircusplaythenationalhymn?”Answer:When there is a fire, all employees know that theyneed togo to theorchestraand shout“nationalhymn”.Sothereisnopanic,andeverybodystandup.Thantheyopenallexitssoeveryonecanleave.Thistechniquereducescasualties.Themomentofmovementisthemomentwhenyouquestionyourknowledge.

• Behaviorism:learningasconditioningofbehavior.Athome:condition:yougetasweetifyoudidwell=>youkeepondoingit.

• Cognitivism:learningasprocessingofinformation• Pragmatism:learningbydoing.Someonedoesit=>youlearnit.Ex:cookingprograms.Yougetadvice.• Situationalandsocial learning: learningasasocialprocess.Atuniversities, thegroupsaretoobig, it

happensinprimaryschool:groupsof20-25orovertheinternet(socialmedia).

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4. THEFOURCATEGORIESOFKNOWLEDGEASSETS(MONAKA)

• Socialization:passingvalues,attitudes…Ifyouhaveaproblemandaskforadvicetoyourcolleague.Thishappensandstaysbetweentwopersons.

• Externalization: all knowledge is written down. This information stays available, even when peopleleave.Youcan’tguaranteethattheinformationwillstillbeapplied=>solutionisinternalization.Ex:ISO-norms:

• Internalization:youmaketheinformation(thatiswrittendown)yourown.Yourbehaviorasapersonchanges.

• Combination:youcombine2knowledgesystemsintoone.• Explicit=>tacit:learningforanexam.

5. TENMAJORTRENDSINLEARNINGANDDEVELOPMENT

• Weallhire“Talent”tostartoffwith,butifwedon’ttakecare,wecallthemsomeyearslaterour“socialpassive”!Trend1:theriseandfallofcompetence-gapmodels

• CompetencemanagementshapedfundamentallyourwayoflookingatL&D.Manyorganizationsputtheirpeopleandjobsatcompetencemodels=>gap:givetrainingtoreducethegap.Oncethegapisidentified=>theproblemissolved.Youcan'tbefittingeverypartofyourjob.

• But:- Toooptimistic- Sometimeswrongfocus:- Assessmentandgrowthareproblematic- Lackofacceptanceofgoingdownhill:Nobody likes the idea that youcangodown the job

ladder.Ex:theaveragecangoup,soyourscoregoesdown.Newstudentsin20yearswillspeakbetterEnglishthanwedonow,soour4/5willbecomea3/5.

• Wehire“talent”,byhazard,peopleareinvolved.Trend2:unlearningratherthanlearning

• Inaraplexenvironment,knowledgeisnolongercumulative• Unlearningismuchmorecomplex• Theeasiestwayto‘unlearn’istolearn/drillsomethingnew

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Trend3:thegoldentriangleinprogrammedesign• Goldentriangleinprogramdesign(onthejoblearning,makepeoplelearn).• Placesyoucantouchemployees:

- Head:Cognitive- Heart:emotionallymovement- Hand:doingitinpractice,do

Trend4:the70:20:10learningmodelreinvented

• Shiftingthefocusfrom10%tothe70%.Outsideofclassroomlearning:weneedtounderstandwhatthelearningopportunitiesare.20%doesn'thappenbyhazard.

• Requireschangingrolefromlearningconsultants• Morefocusonsupportingthecoachingandmentoringoflinemanagementintheirpeoplemanagement

roles(the20%)• Learningdoesnothappenbyhazard; learning facilitieswill have tomonitor theon-the-job learning

opportunities• 70%:joblearning• 20%:feedbackfromboss• 10%:fromartificiallearning,education.

Trend5:sociallearningisreadytotakeoffthankstosocialmedia

• Sociallearninghappensingroup=>peerpressure,talkaboutwhathappenstome.• Collaboration=themostimportantcharacteristicofsociallearning• Thenewera=usingsocialcollaborationviasocialmediatolearnwithandfromothers• Sociallearningisnotjustthetechnologyofsocialmedia• Therealshift=inthecorporateculture:

“Encouragingknowledgetransferthroughsocialmediatoolsandconnectingpeopleinwaysthatmakelearningmoreenjoyable”

• Read:thenewSocialLearning(ConnerandBringham)Trend6:24/7andforfree

• Knowledgeneedstobeinstant,ifnotwelosethemomentum• MOOCs(massiveopenonlinecourses)andwebinarsarechangingtheL&Dlandscape(2012)• WillMOOCsreplacethetraditionalclassroomsettings?Interactivebooksandholographiccourserare

stillinteractive.• ItisnottheMOOCbyitselfbutitisthewayitisembeddedinthelearningtrajectory• Theshift=

- Fromindividualstocommunities- Fromorganizationstonetworks

Trend7:shorter,shorter,shorter

• ‘Learning-on-the-go”:mobile• Short&sweetjustintime5to10minutes’sessions• The3minuteslearningvignettes.Themostimportantmomentsoflearningarevignettesonyourmobile

phone.3minutes=>youlearnaskillin3minutesonanapp.Themostunderdevelopede-wayisthepdf.Emeansyoucaninteract,youcanwriteinit.Howshouldlearningblocksbeorganized?

• Shift:fromlearning(school)tot‘workingsmarter’,becauseofbadexperienceswithschools.• Gamification=gamesenable learnerstosuspendrealityandtomakemistakesand learnfromthem.

Thisisimportantforthemotivationalpart.Thelowerthethreshold,thehigherthedropout.

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• AlsocorporateL&Dprogrammesarebeingsqueezedtoday• PCóTV:Whatisgoingtobeyourlearningdevice,andwhatisyourmotivation.

Trend8:customizedL&D:thesegmentofone

• Learningshouldbecontinuous• Learning≠studying• Controlleadstocompliance;autonomyleadstoengagement(DanPink)• L&Dneedstoencourageautonomyandself-sufficiency,ratherthantocontrolandmonitorthelearning

activity.• Butmanagingmyemployability=adutyfortheemployee• Personalization:notonlyinBYOD(bringyourowndevice)butalsoincontentandspeed

Trend9:thechangingroleofcorporateuniversities

• Abigmentalmove:L&DasproviderofperformanceimprovementsupportEx:formeremployeesteachthenewemployees.

• Shift:- Fromsilostopartnerships- Fromtrainingdeliverytolearningfacilitators

• Leadership≠acapacitythatanindividualpossesses• Leadership=arelationalprocessthatoccursingroups,communitiesandnetworks.• TheROIquestionwillbemoredominant(Activity=>result)

Trend10:watchoutitisnotan“or-or”evolutionbutan“and-and”reality

• Instructor-ledtraining(ILT)willnotdisappear• “Sittinginaclassroomsettingissometimesmoreimportantthanwhatisbeingsaidbytheteacher”• CorporateL&Ddepartmentsareataturningpoint:alignmentwithbusinessstrategyisthekeyfactor• Translatingtechnologyintolearningprocesssolutionwillremainthehottopicforthenext5yearsto

come.• Learningperspectiveshouldhavealinkwiththecompany.• Webinar:awebbasedseminar;Youareinagroup,peoplecancommentviatyping.

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IX. CAREERANDTALENTMANAGEMENT

1. OPPORTUNITIESORTHREATS

• EverybodyhasadifferentsuccessdefinitionVerticalexpectationsvshorizontalsolutions

• Career advancement: people expect to rise during their careers (vertical expectations). But often,peopleendonthesamepositionastheystarted.

• Needforadvancement:thetransitionfromstudytoworkisn’taproblem.Butemployeesfindithardtogothroughthesecondyearatthesamecompany:everythingmovestooslow,nothingchanges.

• Thereusedtobealotofhierarchallevelsinorganizations(+-25)• Nowtherearelesslevels(+-6-8).Companiesneedtostaymobileinthecomplexandquicklychanging

environment.Thiscausesdifferentsalarieswithinthesamelevel,thereisnooxygenforthecareer.• Flattenedout:shorterpowerdistancebetweenbossandemployee,youcantakeshorttermdecisions.• Demotivating:youcan'tgetasmallpromotion.=>feelingofadvancement.

Hi-po’sandlo-po’s

• Hipo:inlargecompanies:2-5%willeasilyrunawayortakeoffthemselves.SoinHIPO-managementtrytokeepthehipo’sinyourcompaniesbymeetingthereexpectations.

• Closedway:- Youhavealist,butitissecret.- Thehipo'sdon’trealizetheyarehipo’s.- UsedinEurope

• Open:- Ex: each year there is chosen one hipo in every department. This is communicated to all

employees.Tobecomeahipoyouneedtomeetdifferentcriteria.- Thehipo’sexpecttheycangrowinthecompany- Transparentmodel- Demotivatingfortheothers.- It’salsopossiblethathipo’swillstopmakingtheextraeffort.- UsedintheUSA.

• Reality:- Bothcombined- Hipo’sarebeinginvolvedwithworkshops,conversationswiththeCEO…- Mosthipo’sdon’tgetlabeled(95%),therefortheyfeellikealopo.Acompanyshouldgivethem

moreprojects(hiddenassestment).Professionalvsmanagerialladder

• Managerial:- Liketheorganogramofacompany- Dangerousbecauseit’sseamsnecessarytofollowtheladderuntilthetop.

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• Professional:- Nonhierarchical,basedonexpertise- Ex:big4- Higher doesn’t mean you should manage people or be their boss => you just get bigger

responsibilities.- Salarybucket:differentpeople(middlemanagementandsenior)getsamesalary,perks(car)=

valued• Project:

- Differencebetweensizeofprojectandstrategicimportance.- Theprojectleadergetspeoplefromtheprofessionalladdertodotheproject,themanagerhas

theleadingofallprojects.- Projectleadersandseniorscanbecomemanagers

• 3remarks/problems:- Power:

o Onlyclearonthemanagerialladder.o Powersensitivepeoplewillseethemanagerialladderasanaim/ultimategoal.o Ontheprofessionalladder,youcanlookuptoaperson,butnottoafunction.

- Dynamics:o Managerialmovementbasedonvacancies.Aslongthatthereisnovacancy,youcan’t

moveupthisladder.Thereisalsoachancethatanexternalcandidategetsthejob.o Professionalladder:basedonskills=>everybodycanreachthetop.It’sacompetence

driven process. These ladders need newoxygen by employing juniors. But this alsomeansthattherecanbeanoverpopulationatthetop.Thereisnospacelefttogrow.

- Dropbehavior:yougetpromotedoneleveltohigho Managerial:doublecost:teamisnotmanageablewhenmanagerdropsout.o Putontheprofessionallevel.Youkeepyourjob,butlosethemanagerialsideofthejob

=>youkeepthejob+caretc.o Parachutedbecauseoflackofleadership=>theideaoftrashoftheprofessionalladder

=>canturnouttobeabadsolution.o Themanagementladderisn’talwaysthehighestone,ex:soccer.

Nationalvsinternationalvsexpat

• Expatvsinternational:- Intermsofabsolutenumbers,wedidn’thaveasmuchexpataswehavetoday.- Expat:thehomecountrysendsoutapersontoanothercountry.

o Ittakesafewyearso SalaryispaidinBelgium+inchina:legally(socialsecurity)partofthehomecountry.o Problem:thisanexpensivesolution.Sendingoutpeoplerequiresextrapayment:

§ Housing,salary,feesforinternationalschoolsforthefamily…§ Somecountriesrequireadifficultfee:climateissues,worldcriseslikewars.§ Thereareindexesforeverycountry(usedinthebig4).

o Takethegrosssalarymultiplyitby4o Expatriationdoesn'tleadtoasolution,thepersonwhoisinthejobisnotsuccessful.

Largelybecauseofculturalissues.Theydon'ttrustthispersonbecausetheyperceivehimasapersonfromtheheadquarters.

o Ifthepersonissuccessfulitisalsopossiblethatthefamilycan'tadjust.o Evenifeverythinggoeswell,therepatriationisdifficult.Mostpeoplewantsomething

morewhentheycomeback.Implicitpromisethatismade=>itisgoodforyourcareer,youwillgetpromotion.It'spossiblethatHRforgetsaboutyou.Theywon’tleaveaspot

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openforyoufor3years.Theywilloftenlookaroundforaspotforyouafewmonthsbeforeyougetback.Sometimesthey inventanew job,butyouwill feel like it isanemptychair.

- Ex:BekaertsendsoutpeoplefromKortrijktofactoriesinChina.• Internationalcareers:yougetatickettoflyout,butyoucan'tcomeback.

- Theystopthecontractatthehomecompany.- Salary:

o Considersthecountryyougoto.o Ontoponthatyougetafeeforwillingtogo,housing,internationalschoolfees…o Butyoudon'thavealegallyboundwithBelgiumforsocialsecurity.o Thecompanymightbuildupapensionrights.

- Everyfourtofiveyearsyougotoanewcountryorcity.- Theyareincreasingcomparedtotheexpatriations.- Needbased:thecompanyneedsyouthere.Thecompanymighthavetopayforit.- Developmentbased:theemployeeasksforitbecauseyouareadventurous.Butifyouwantto

make high promotions, you need some international experience at the headquarters.Companieswill provide thisopportunity, butwon't pay for it.Not additional payment, theymightpayforyourrentinthecountryabroad.Thesalarywillremainthesame,butitmayleadtoapromotioninthefuture.

• Nationalcareers:- Alwayslimited- Fixedstatute- Forhigherfunctions,theyonlyhirepeoplewithinternationalexperience.Thepossibilitiesfor

nationalsarelower.• MondaytoFriday–people:

- Theydon’tmove,butworkinanothercountryduringtheweekandgohomefortheweekends.- Thecombinationworkandfamilyisn’teasy.

Corevsnon-coreemployees

• Ifyouhaveaspecialtythatdoesn’tmeetthecoreactivatesofthecompany.Youmightfindaproblemtomakehigherpromotion.Youdon'thavetheexpertisethatisneededonthatlevel.Iftheproblemofyourexpertiseishappening,theywilljustgotoafirmwhoisspecializedinyourdomain.Later,itwillbepossibletobecometheCEO;butonlyifyouworkforanothercompanyfirst.

• Ex:fiscalistworkingatBekaert.

2. CAREERDEVELOPMENT

Mycareer• Beingsuccessfulisdifferentforeverybody.• Whatareyourcriteriaforsuccess?=>definedbywhatyoufindimportantinlife.• Objectivecareer:CV• Subjectivecareer:howmuchyoulikedyoureducation,career…• Youcanonlymanagepeopleifyouknowtheirsuccessdefinition.Youshouldn’tdothisbasedonyour

ownsuccessdefinition(extrapolation).Organizationalcareerdevelopment

• “Aplannedefforttolinktheindividual’scareerneedswiththeorganization’sworkforcerequirements”• Amatchingprocess.

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• Zig-zag-career:peoplemovewithintheorganization.• Organizationalneeds:

- Whataretheorganization’smajorstrategicissuesoverthenexttwotothreeyears?- Whatarethemostcriticalneedsandchallengesthattheorganizationwillfaceoverthenext

twotothreeyears?- Whatcriticalskills,knowledge,andexperiencewillbeneededtomeetthesechallenges?- Whatstaffinglevelswillberequired?- Doestheorganizationhavethebenchstrengthnecessarytomeetthecriticalchallenges?

• Issue:Areemployeesdevelopingthemselvesinawaythatlinkspersonaleffectivenessandsatisfactionwiththeachievementoftheorganization’sstrategicobjectives?

• Individualcareerneeds:HowdoIfindcareeropportunitieswithintheorganizationthat:- Usemystrengths- Addressmydevelopmentneeds- Providechallenge- Matchmyinterests- Matchmyvalues- Matchmypersonalstyle

• Thecompanies’andindividuals’needschangeovertime

3. COMPETENCEDEVELOPMENT

• Participationneedstorise.Thecostofearlypensionsistooheavyforthesocialsecurity.• Strategicperspective:expressorganizationsbytheirmaincorecompetencies.Whyaretheydifferent?• HR perspective: employees who strive, but can’t do everything. Some competencies that were

developedinthepast,arenotrelevantanymore.Othersneedtobedeveloped.Competencies

• “Anunderlyingcharacteristicofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajoborsituation”

• Knowledgeandskills(visible):educationandtraining.• Motivation,valuesandself-image(invisible):formation• Iceberg-model

- Abovesealevel:youseeit.Therearen’tmuchthingsthatareeasytocorrect.- Belowsealevel:difficulttofindout

• Academicdefinition:“Anunderlyingcharacteristicofanindividualthatiscausallyrelatedtocriterion-referencedeffectiveand/orsuperiorperformanceinajoborsituation.”Competenciesdefined

• Knowledgeandskills• Self-concept:valuesandattitudes• Motivesandpersonality

ð Themoreyoumovetotheinside,themoredifficultitbecomestochange.

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Competenciesvscompetences• Distinctionbetweenthetwo:

- UK: what are the minimum criteria, used foreveryone => unions are interested in thosecriteria.

- US: much more used for managers. Mostemployeeswillnevergetthere

Competencies:3levels

• Level1:individual• Level2:organization• Level3:strategy(futuredriven)

Do’s

• Linkwithorganizationalobjectives:“Whyarewedoingthis?”• Minimumnormversussuperiorperformance• PastversusFuture:“Tryingtodriveaheadwhilelookingintherear-viewmirror”

Thecompetencieswehavetoday,areareflectionoftheproblemsthatwererelevantyesterday,notthosewhowillberelevanttomorrow.Newbusinessmodelsneednewcompetencies=>forecastingmodels:whatkindofcapabilitieswewillneedinthefuture.

• Behaviourally:“don’tchangepeople”.Wecanteachskills,butyoucan’tchangeaperson.

4. TALENT

• Talent=competencexcommitmentxcontributionTalentquestionsHRneedstoaddress

• Whatdowemeanbytalent?• Whatarethetopthingsaleadershouldknowabouttalent?• HowcanleadersworkwiththeirHRprofessionalstobuildtalent?

Whatdowemeanby“talent”?

• CEOsuccession...buildingsuccession- Focuson“goingtothenextlevel”.- Ifsomeonecanreplaceyou,youtrytofindahigherposition.- Thecrownprinceeffect:youknowinadvanceifyouaretheoneornot.

• Highpotentialemployees...identifyinganddevelopingearly.- Hipo's:thecompanywantstohaveareturn:getoutofyou,whatisinyou.- Thehappyfewsyndrome- Youtrytobeonthehipolistasap.Thelongerittakes,themoredifficultitbecomes.

• Leadersinkeypositionsinthecompany...gainingsupport- Theholymanagerpitfall- Ifpeoplemovefromleaderstomanagers,theymustleavethetechnicalside.

• All individualswithin thecompany (workforce,humancapital,people,employees,etc.) ... increasingproductivity

- Theflowerpowermovement:notcuttingedge,beingsoft- Talentisthetotalpopulation

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- Notrealistic:somepeoplearehappywiththeirjob,anddon’twantthejoboftheirboss.• Theorganizationcapabilityofbuildingtalent(culture,teamwork,process)...shapingaculture

- Theonesizefitsallparadigm- Goodforbuildingaculture- Badfordiversification:everybodyseemsthesame,butthereisastrongculture.- Ex:Colruyt

• Talentisasystematicprocess(notanevent)tosecuregeneralandtargetedindividualcompetencies(whatpeopleknow,do,andvalue)andorganizationcapabilities(notjustaperson,theprocess)thatcreatesustainablevalueformultiplestakeholders(employees,customers,investors)Matchingbehaviorversusperformance

• Ninebox:it’smuchmoreusedintalentmanagement,notsomuchinperformancemanagement.

• It’susedbythelinemanagers.• Potentialsideismoredifficult:subjectivereasoning.

- Versitileornot- 0-1-2:howmuchpromotioncananemployeemake?Can

theydothejoboftheirbossorthejobofthebosstheirboss?- Disadvantage: potential is only seen in a hierarchical

movement.• In large companies: optimal percentage per cell for a "normal

population"=>forcedchoice.• Calibrationmeetings:onceitisfilledout,youhaveameetingwithyourcolleaguesandcalibrateyour

nineboxwitheachother.Youexplainyourargumentsofwhyyouputsomeoneinaspecificbox=>somemanagershaveadifferentdefinitionofa"nine"thanothers.=>getanalignment:lookatyourpeoplethesameway.Thecategoriestogetapromotionmustbethesameindifferentdepartments.

• Inadepersonalizedway:whenanemployeegetstwicea“one”theygetawarning+training.Iftheygetanother“one”afterthis,theywillbefired.

• Ulrich:ultimategoal:peopleinthesameovalshavethesametrainingneeds.

• TheBIG4onlyrecruits“7”-people,othercompanieshire“4”and“7”,butnobodywillhirea“1”.

• Peopleinthe“2”-boxaredifficulttofire,becausethereisanbigopportunitycost:whatiftheymovedtothe“3”-box?

• It’salsodifficultanddangeroustogivepeoplenumbers.Investintalent

• Ontheexam:ImplementtheB’stoacompany.• Buy:

- Acquire new talent by recruiting individuals from outside or from other departments ordivisionswithintheorganization.

- Fromuniversity,theyletschoolsystemsmakearchitects,doctors,engineers…whenyouhireafiscalistinafactory.Nottheroomtobuildontalent.

• Build:- Develop talent through training, education, formal job training, job rotation, special

assignments,andactionlearning.

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- Inthecoreactivity,wedothatsospecificthatwedon’twanttootherstodoitthesameway=>youneedtraining.

• Borrow:- Partner with consultants, vendors, clients, and suppliers outside the organization in

arrangementsthattransferskillandknowledge.- Youdon'tneedthepersonpermanent.- Ex:lawfirms

• Boost:- Movetherightpeoplethroughtheorganizationandintohigherpositions.- Howdoyougetwhatisimportantfortheorganizationasrapidaspossible?Therightpeople

move(up)asquicklyastheycan.• Bind:

- Retainemployeeswithhighgrowthpotentialandvaluedtalent.- Retention,howcanwemakesurethatpeoplestay.

• Bounce:- Removelow-performingorunder-performingindividuals.- Gettingridofideasthatdon'tfollowthebusinessanymore.=>youneedtobounceifyouwant

toboost.

Whoisyour“pivotal”talent:applythetalentyieldcurve• Example:Disneyland• TheDisneyfeaturescan'tbestolenfromDisney.Thisisastrongadvantageforthepark.• Ourmomentoftruthisseeingacharacter=>meetingthem.

- Whypeoplecome- Whypeoplereturn- Whypeopleenjoy- Ifthishappenswell,youwillcomeback.- Anythingthatcanhappenis100%predictable.

• Featurescan'tspeak:languagebarrier+totalvoice="it'snotthesameone".Eachmoviegetsdubbed,differentvoiceforeachlanguageorcountry(ex:differentUKandUSAvoice).

• InDisneyland,thereisanarmyofmickeys:buttheywillneverbeatthesameplace.Engineersdesignedpathsforeachcharactersotheywillmeettheothercharacters,butneveranotherMickey.

• Thereisapersonwitheverycharactertoeaseacryingchild.Ortohelpthecharacterupiftheyfall.Otherwisetheyhavetotakeoftheircostumeinordertostandup=>thiswoulddestroythemagic.

• NobodywillseeifaMickeyhasabadday,theyareconstantlywearingafullcostume,andcan’ttalk.

• Butthereisabigdifferencebetweenagoodsweeperandabadone.- It’sdifficulttopredictthemfor100%- Control+standardizedprocesses.

o Nochildcanwalkalone, ifachild losthisparentyoustop sweeping => and you play with the child on abench. So, when parents find their child, they feelcomfortableandtheirchildisn'tcrying.

o Castonlyinsteadonemployeesonlyatdoors.

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5. EVALUATIONOFACAREER

• Traditionalwaytolookatit.• Verticalmovement:

- Rankmovement:movingupthehierarchicalladder.- Fromlowertohigherlevels.- Thechangestomovearelimitedinanorganization.- If careersaregoing to last to65 in the future, thecareermayalsogo

down = demotion. You lose some of your roles and salary. We can'tlegallytakedownthesalaryasanemployer.Theemployeeneedstobeinonit.

• Horizontalmovement:- Functionmovement: over the different silo's, but you have to remain

realistic.- Youmovethroughthedifferentdomains.- Zigzagmovements:conditionalpathsinsteadofstraighttothetop.

• Othermovement:subtle,goingfromtheoutsidetotheinside=inclusion,levelofcentrally.Notachangeinroles=>havingmoreorlessimpact.

- Basicassumption:themiddleofacompanyhasadominantcoalition.It'sasymbolicthing.Thatgroupofpeoplethatcomparedtotheirpeershavemoreimpactthanothers.Theyallbelongtothesamesalarylevel(moreorless).

- Peoplewhoarepartofthedominantcoalitiondon'tevenrealizeit.- If having impact is important = important dimension. Not about having more or less

responsibility.- Functional component: the dominant coalition is often determined by the business of the

company.Ex:Arcelor-Mittallikesengineers,P&Gmarketersandsalesmen.Achangeinbusinesswillautomaticallyleadtoachangeofthedominantcoalition.Thiscanalsohappenwhenthereisanewtopmanagement.

- Paradoxoftherightstrategy:o Theonewhoissuccessfulinthebeginning=>peoplewanttofollowo Pro:stabilityintheorganizationo Con:naivety,notcriticalenough.

- Individualcomponent:peoplewhoaren’tpartofthedominantcoalitionseethepeoplewhoareas“strevers”or“gatlikkers”.

- Politicaldimensionofacompany:ashumanasweare.Youaren’tgoingstartacompanywithyourbestfriendorworstenemy.Youneedtrust,butyoudon’twanttoloseyourbestfriend.

- Dominantcoalitionblindness:o TheCEOisalwayspartofthedominantcoalition.Heorshemightnotbeleadinginthe

beginningorendoftheirterm.o CEO’swilloftendenytheexistenceofthedominantcoalition.o Someorganizethedominantcoalition:

§ Broad:thereisnoresistance,butitisnaïve.§ Small:instability

- Youcanalsofalloffthedominantcoalition.It'shardtogetonthedominantcoalitionofanothercompany

Whatisacareer

• Thecubulationofacertainnumberofpositionsandevents• Weallocatereasonsofsuccesstoourselves,andthereasonsoffailurestoothers.

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• Thefirstjob(coincidence)hasthebiggestimpact.Itdetermineswhatworkingreallyis.Followingjobsareoftenrelatedtothefirstone.Ifyouhadabadexperiencewithyourfirstjob,thenthiscanformapatterninyourcareer.3perspectives

• 3kindsoflifeexperiences,not3kindsofpeople.• Individualistic:

- Jobswerecreatedforme- Internalfocusofcontrol- Ihavetothankmyselfformycareer

• Structuralistic:- Ihavelearntthatintheendyouhavetobelucky.- It'snotsomuchme,buttheremustbeopportunities.Chancesarethereoraren’t.- Possibilitystructure- Oftenseeninorganizationsthatdon’tgrow/shrinkandwheretherearenotmanyvacancies.

• Selection:- Jobswerenotcreatedforme.- Qualitygoesupinacompany.Thegoodpeoplegetthepromotionintheend.

Whoevaluateswhat?

• Thecareerclock(Neugarter&DeVries)• Youtrytofindoutifyouareadvancingmoreorlessrapidlyonthethingsyoufindimportant.Ifyouhave

thefeelingthatyouareadvancingmorerapidly=>youfeelsuccessful.• Internalperceptiondrivenprocess.• Importanceofreferencegroup:peoplewiththesamedegreeanddiploma.• Socialcomparingwithothers:youcompareyourselfwiththepeoplewhostartedthesamedayasyou.• Whoarecomparingto:don'tcompareyouwiththehipoifyouaren’toneyourself.

Careertransitions

• Criticalliveeventsintroducetransitionmoments• Lifetension:stress(notdaytodaystress).• Someyearsweremoredifficultthanothers• Differentcurvesforeachperson:criticallifeevents.• 2-5y: The “no”-phase; try to find the limits. Tension in the direct

environment,thekidwantstobetakenserious.• 13-18y: Puberty: transition, increase in tensionwith direct environment

(parents).Butthereisalsoaninternalfight.Transitionsinlife

• Ending:fired- Acceptingtheending:emotional.- Don'tshowyourselftonewjobs,youarescared.- Relationshiporfamily:samefeelingforacceptingtheending.- Theystartquestioningeverything.Alotoftheemployeeswhogetfired,alsodivorcebecause

ofthisquestioning.• Neutralzone:

- Howcomeithappened.- WhatcanIlearnoutofthis?

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- Meworkingonmyscar.• Newbeginning:

- Startlookingforanewjob.- Engageyourselfagain.DifficultinBelgium,becauseyougetpayedfor2yearsafterbeingfired.

Afterwardstheyprocrastinatelookingforajob.• Outplacement:managedthethreetransitions

- Cometotheoutplacementofficeinsteadofyourjob,soneighborsdon'taskquestions.- Checkifthepersonsaidiftheywerefiredtotheirspouse.- Theyhelptheemployeetofindanewjob.

• Technology:- Lockdowntheemailaddressofthepersonwhoisgettingfired.Caution:youcan’treschedule

themeeting,becausetheemployeecanfindouthisemail-accountisblockedandfigureoutheisfiredbyhimself.

- Lettheemployeetakehisbelongingswhenthecolleaguesarenotthere.- Companycarkeysmustbegiven,theyorderataxi,sothepersoncan’tdrivehome(orhavean

accident).

Thecyclesinlife• Critical life events: everybody goes through the puberty and the

“no”-phase• Onceyoubecomeanadult,youcan’tbecomeanadultagain.• Biosocialcycle:thefightagainstaging:noimportantvaluewithage.

- Ageingstartinyour20s,therearenotthatmanyphysicaljobsanymore.

- But also in terms of strengths or power => formuscularpowerandintellectualpower.

• Career/workcycle:transitionscanalsobepositive.- Firsttransition:findingandgoingtoyourthefirstjob- Secondtransition:gettingapromotion,internationalcareerandgettingfired.

• Familycycle:procreationcycle:nesttheory,passingaway,gettingchildren…Momentoflivingtogether=nestleaving.

• Ifthethreecyclespeaktogether,thenthiscanleadtovulnerabilityorevenacrisis.Myliferoles

• DonaldSuper• Youonlygettoknowpeopleintheirrole.• Peopleasroletakes:

- Work:studying- Family:clusteryoulivein- Leisuretime- Engagement:anythingwedoinourleisuretime,that

hasanaddedvalueforathirdpartyoutofthefamily.• Inthoseroles,wehavedifferentbehavior.• Ex:creativeinleisuretimeandnotathome• Ex:bossatwork,notathome• Haverespectforotherstheirpiecharts.• Compensation• Roleconflict:

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- Jobtakestwiceasmuchtimeasthefamily.=>askpeoplewhattheirperceptionis.

- Surprising:engagement.o Lowlevelofengagementinimportanceandtimeallocation.o Sometimes:notworkingforthemoney,buthavingthefeelingbyworkingmakingthe

worldabetterplace=>working=engagement- Transitionispossible:whentheregoessomethingwronginyourfamily,youwillhavetogive

upsomeworktimetotakecareofyoursickmotherforexample.Adult/careerdevelopment

• Makingsurethatpeoplefeelpartofthegang• Identity:

- Peopleneedtohaveabosswhoisverystrictonstrengthsandweaknesses=>soyoucangetbetter.

- It’sachallengetofigureoutwhatmakesadifference.- Gettingacceptedbytheorganization.- Goal:gettingintotheadultworld.

• Intimacy:- Settlingdown:becominganexpert,notthinkingyouare,butotherschallengingmeandasking

mequestions.- Gettingrecognitionforyourexpertise=>performancerises- Frequencyofconsultation- Performanceneedtogoup.- Youneedtoclearouttherelationswithothers.Seeingthedifferencebetweenaprofessional

andaprivate relation.Professionally, you can'tbe friendswith someone,but you canworktogether.Butyouarenotabletodrinkbeerstogether.

- Networking:twosided:megettingtoknowthem,themgettingtoknowmeinsideandoutsidethecompany.GroupswithwhoIrelate.Intheend,it'saboutwhoyouknowandpeopleknowingpeople.

- Goal:settlingdown.• Generativity:

- Comingatthemid-lifetransition.Wecometotherealizationthatthepeoplewhoweretherebefore us, are going away. Also in the company. Your previousmentors fall away, and youbecomeamentoryourself.

- Clashofgenerations:youworrythatyoungsterswilltakeoveryourjob.- Thefallingawayofyourparents.RealizingI’maloneinthis.Alsoatend-responsiblepersons.

Youhaveimpact,butyoucan'tdiscusswithothers.Youcan’trelatetoothersanymore.- Feelingthebreathofthenextgenerationinyourneck.- Goal:BOOM:becomingone'sownman.

• Integrity:- Peoplearestayinglongeratacompany.- Onaveragepeoplegetmoreintegratedwhengettingolder.- Thereislesstolosewhenyouareolder.Theyaremoreneutral.- Oftentheolderpeopleintheboardofdirectors.

4careerstages

• Thejunior:gettingexpertise• Thesenior:showingexpertise• Thementor:guidingexpertise

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• Thesponsor:passingexpertiseAllocationfromwithintheorganization

• 2centraldimensions:- Supplyflow:

Howdopeoplegetintoacompany,therearetwocompletedifferentprocesses?o Internal:peoplefromwithinthecompanygetahigherposition.o External:youhirepeopleforthevacanciesavailable.Personbeingrightintherightjob.

Wecherrypicktherightprofileonthemarket,youhireforthejob,notforthecareer.- Assignmentflow:howdoweallocateworktopeople.Howareweevaluatingpeople,whatis

theanalysislevel?o Grouporiented:theapplauseisforagroup,notforanindividual.o Individualoriented:goalsaregiventoeachpersonindividual.Peopleliveofapplause.

Sonnefeld’stypologyofcareersystems

• Puttingdimensionstogether• Fortress:

- Those organizationswho are influences by lows and highsandcan'timpactthose.Theyneedtoreacttothem.

- Retrenchment:youcanchangeinsize.- Ex:hotelattheBelgiumcoast:wintervssummer.- HR-orientation:retrench,sometimesweneedtobebigand

sometimesweneedtobeverysmall.Theyworkwith flex-personnel.Orwithpeoplewhoworkdouble time,andarethenoffinwinter.

- Alsoallcompanieswhogoestodifficulttimes.Collectivedismissaltoreact.- Strategicmodel:reactatthelowestcost(Porter)- Costleadership:wetrytoworkatourcost,becausethereisnoothersolution.- Supplyflow:notimeforinternaltraining.- Assignmentflow:focusontheorganization/group.

• Club- Youtrytodefendanon-competitivemodel.Thesemarketsareveryscarcetoday.Theydon't

compete,becausetheyaretheonlyones.- Usedtobemonopoly,buttheworldhaschanged- Nicetowork there, it’shardtogetout,andyoucanmoveup.Butclubscan fallasleep.Ex:

nationalbanksinEuropefellasleep- Ex:nationalpost

• Academy:- Developpeoplelikeanuniversity.- Theyareanalyzingthemarketandreacting;- Thisdoesn’tmeanthattheyneedtojumponeverything.- It’snotaboutbeingthefirstone.- Thewinnertakesitall.- Ex:carmanufacture:nonearethefirstonetointroducefullelectriccars

• Baseballteams:- 100%recruiting=scouting:findingthosewhowillmakeadifferenceinafewyears.- Ex:lawfirmsalwayswantthebestgraduates,otherwisethosestudentsgotothecompetitors

andhurtthemin20years.- Prospector:it’snotonlyaboutbeinguptodate,youhavetobequicktoo.

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- Competitivestrategy:focusonhumanskills.Wedon'thirepeople,wehiretheskill.Ifwedon’tfindtheskill,wedon’twantthespottobefilled.

HRMcharacteristicsofthedistinguishedtypes

• Movingmeanschangingtheculture• Ex:bankingworldusedtobeaclub,nowit’saacademy.• Differentwaysoflookingatpeople.

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X. PERFORMANCEPANAGMENT:GUESTSPEAKER:CASECOLRUYT,JURGENSERGEANT

• Exam:give10lessonslearnt.

1. COLRUYTGROUP?

Growthofthefamilybusiness• CGbegintinprincipemetdepersoonvanJozefColruytdieeenbakkerijwasgestart.Hijstaatopdefoto

alsvoorlaatsteinderij.• ZoonFransbegintzijnloopbaanindezebakkerijenbreidtalgauwzijntakenpakketuitdoor‘optournee’

te gaan. Hij beslist om de bakkerij te verkopen en zich te concentreren op de verkoop vanvoedingsproducten.Hijwordtbeschouwdalsde‘foundingfather’.Opjefotoziejehemmetzijngezin(o.a.JoColruyt)

• Zijnzoon,Jo,zetdezakenverder.Opdefotoziejedegeneratievanzijnkinderen(enaangetrouwden)• JefenFransnemendezakenover.Degeneratievanzijzelf,kinderen(enmogelijkskleinkinderen)zieje

opdefoto.ZijvormeninprincipedefamilialeaandeelhoudersvanColruytGroup.Missionstatement

• Toghether,wecreatesustainableaddedvaluethroughvaluedrivencraftsmanshipinretail• Samenduurzaammeerwaardecreërendoorwaardengedrevenvakmanschapinretail.• Valuedriven:

- Respect- Readinesstoserve- Togetherness- Strenght- Simplicity- Space- Faith- Hope- Courage

Overviewactivities

• ColruytGroup:2015/16:€9,1billioninturnover.

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BirthofColruytGroup• Inhetbeginvandejaren’90wasereenexponentiëlegroeivandeactiviteitendoordeaanschafvan

Droomland in1994. Indedaaropvolgendedecennia kwamenerbij denon-foodwinkelsnogandereretailformuleszoalsOKay(1998),Sparretail(2003)enBio-Planet(2001).

• In2007werdhetoorspronkelijkefamiliebedrijfeenechtefamilievanverschillendeformules,elkmethuneigenDNAenambities.

• AlshetoorspronkelijkemoederbedrijfwerdColruythartelijkbedanktvoorbewezendienstenenkreegheteenplaatsnaastdeandereenseignes.

2. WHYMANAGINGPERFORMANCE?

Thereisnoformalsystemofperformancereviewsandgoalsetting• AlsjemetandereHRcollega’spraat,gaathetafentoeweleensoverevaluerenenperformancemgt

en als ik dan zeg datwe eigenlijk geen formeel systeem hebben, krijg jemeestal een gelijkaardigereactie,gevolgddoor:hoedoenjulliedatdan?Hoezorgenjullieervoordatjulliemensengoedwerkleveren?

• Als ik stel dat we geen formeel systeem hebben, dan verwijs ik hiernaar: vaste templates/scoreformulierendikwijlsdannogopgestelddoorHRengelinktaaneenvastproces,meestalaanheteindevanhet jaar/boekjaarommedewerkersmeteenextragoedgevoeldekerstvakantie te latenintrekken…

• Employeeperformancereview:- ‘Extensive’scoringforms- ‘Administrativeburden’forthemanager- HRdrivenprocessasabaseforotherprocesses(e.g.comp&ben)- Emphasisonevaluatingandcomparing

• Performancemanagementcycle:- Yearlygoalsetting&performancereview- Top-downCascadeofindividualtargets- Minimalindividualfreedomofchoiceintargetsetting

• Butthatdoesnotmeanpeopledonotgetanyfeedback.• Butthatdoesnotmeanthattherearenomomentsofreflectionwherepeopleandtheirmanagertalk

aboutperformance.• Today,thereisnounifiedperformanceprocessatColruytGrouplevel,yetwetendtoevolvetowardsa

moreunifiedapproach.

Humanresources• IkvindHReenzeerboeiendterrein,almoet iktoegevendathetwel

een terrein is dat niet hype-ongevoelig is. Zo ookmet performancemanagement. Het blijft belangrijk om je altijd de vraag te stellenwaaromjeietsdoet,welkeffectjeermeewilbereiken,ofhetnugaatoverbonussystemenofevaluatiegesprekken… Ikvindhetpersoonlijkook een uitdaging voor HR om niet door te slaan in kunstmatigesystemenenprocessen.Vraag:wievanjullieheefteréénkeerperjaareen officieel evaluatiegesprek met zijn partner, vrienden, broers,zussen?Mypointexactly…

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The(R)evolution• DitartikelzetteeentijdjeterugdeHRwereldopzijnkop…

hetheeftnoglanggeduurd,eerlijkgezegd,toteriemandhetlicht gezien heeft… Plots werden er hele artikels ennieuwsitems gewijt aan het fenomeen vanevaluatiegesprekkenenalgauwdeedeennieuwehypezijnintrede: afschaffen die handel. Ik heb de indruk dat je alsgoeie HR goeroe alleen maar extreme standpunten kaninnemen.Hetwektnatuurlijkweldeaandachtop,datmoetik toegeven. De werkelijkheid is weliswaar een stukgenuanceerder.

• Watiservanaan?- Slechts 4/10 medewerkers ervaren evaluatiegesprekken als zinvol en bevorderend voor

functionerenen‘engagement’- M.a.w.6/10niet,maaditheeftmeer temakenmet ‘randfactoren’danmetdepraktijk van

evaluatiegesprekkenopzich:o Stijlvanleidinggeveno Cultuurvandeorganisatieo Matevankeuzevrijheid

- Metevaluatiegesprekkenansichisinessentieooknietsmis,alleen:omdekansopwelslagenenpositiefeffectteverhogen,hebjebestweleenpaarrandvoorwaardenaftedekken…

DouglasMcGregor:theoryXandtheoryY• Why‘managingperformance’soundsdirtywhenyouupholdapositiveoutlookonpeople.• Positiefmensbeeldendegedachtedatperformancegemanagedmoetworden,rijmtnietecht.• TheoryX:assumesthatemployeesdislikework,lackambition,avoidresponsibility,andmustbedirected

andcorrectedtoperform.• TheoryY:assumesthatemployeeslikework,seekresponsibility,arecapableofmakingdecisionsand

exerciseself-directionandself-controlwhencommittedtoagoal.Feedbackasacoretoolfordevelopment

• It’soktomakemistakes,aslongasyoulearnfromthem.• Belangrijkprincipeuitonzevisieopontwikkeling.• Feedbackspeelteengroterolinhetgroeiprocesvanmensen.• Stagesofgrowth:

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PO:het‘persoonlijkonderhoud’aka‘personaltalk’• Conversationbetweenapersonanhis/hermanager• Withthepurposeoftakingastepbackanreflecton• Performance,ambitions,well-being,development,…• Aconstructiveandopendialogue• WekenneneenlangetraditievanPOgesprekkenbinnenColruytGroup.

Evolutiontowardsamoreunifiedapproachlinkedtostrategicworkforceplanning

• Humanpotentialreview:- Ambitions?- Performance?- Growthpotential?

• Humanpotentialrequirements:- Successionneeds?

• Whichactionstotake?• Enerzijdshebjehetindividumetzijn/haartalentenengroeipotentieel,ambities,functioneren.• Watwewillenwetenis:wiezijndemensen?Welkpotentieelhebbenze,hoefunctionerenze?• Anderzijds heb je de organisatie die groeit, mensen die vertrekken of doorgroeien, waardoor er

bepaaldenodenontstaan.• Dooreengoedzichtteverwervenophetaanwezigepotentieelkunnenweproactiefactiesondernemen

ompotentieelteontwikkeleninfunctievandietoekomstigenoden.9-boxmethod

• In de 9-box brengenwe 2 assen samen, waardoor je 9 ‘velden’ krijgt. Decombinatie van de beoordeling volgens de as ‘huidig functioneren’ en deinschattingvolgensdeas‘groeipotentieel’bepaaltdaninwelk‘veld’elkvanjouwmedewerkerszichbevindt.

3. WHATIS‘PERFORMANCE’?

Holisticviewonperformance• Currentperformance:

Theextenttowhichthepersoninhis/hercurrentjob(duringaperiodofthelast12months):- Actsaccordingtoagreedexpectationsinagoal-orientedway- Effectivelyactsuptohis/herresponsibilities- Actsinaccordancetorelevantcompetenciesforthejob- ActsinaccordancetothevaluesofColruytGroup

• Norestrictedviewontargetsorresults.• Wenemenverschillendefactoren inoverweging:dusnietalleenfocusop ‘haaltmenderesultaten’,

omdatweonseenvoldoendebreedbeeldwillenvormenvandemedewerker.Iemandkanperfectzijnresultatenhalen,maarhetnietaltenauwnemenmetdewaarden.Enomgekeerd.Hetisdecombinatievandeverschillendeelementenopbasiswaarvanwehetfunctionerenvaniemandbeoordelen.Thearchermetaphor

• Teveelfocusophetresultaat,kanprestatiefnuikenoftunnelvisieveroorzaken…• Legjedefocusopdehandeling,het‘goede’doen,dankomenderesultatenwel.

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• Datisookhetverschiltussendoelenresultaten.Bvb.doelvanCLP=topofmindzijnbijconsumentenalshetgaatoverprijs-kwaliteit.Nietpersegefocustzijnopomzetofmarktaandeel.Evaluatingcurrentperformance

• Uiteindelijkwillenwekomentoteenantwoordopdevraag:• Overdeafgelopenperiode(12mnd),vondjehetfunctionerenvanjouwmedewerkeronder,volgensof

bovenverwachting?

4. HOW‘MANAGING’PERFORMANCE?

Evaluatinginpractice:themanagerperspective• Tijdalsbeperkendefactor• “Ik voer geen formele evaluatiegesprekken met mijn mensen. Evaluatie

gebeurtcontinu.Maaralshetdespuigatenuitloopt,planikeenformelePOinenwordterookeenverslagvangemaakt”

• “Alshetgoedgaat,maghetookgezegdworden.Alleenplannenwevakerformelegesprekkeninwanneererietsmoetrechtgetrokkenworden”

• “Ikhouallerelevantenota’smetelementenoverhetfunctionerenvanmijnmedewerkers doorheen het jaar bij en 1x per jaar wordt er nog eensteruggeblikt”

• “Medewerkers vinden waardering belangrijk. Een positieve feedback opmail zetten is soms al genoeg voor hen om te weten dat ‘hunleidinggevendehetgezienheeft’

• Top4factorsthatinfluencethewaymanagersevaluatetheirpeople:- Spanofcontrol- Degreeofphysicalpresence- Maturityofthepeople- Managers’personal‘style’

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• Informationsources:

• Importantconditionsthatinfluencesuccessofperformancemanagementpractices:- Organizationculture- Managerattitude- Involvementofthepeople

Asharedresponsibility

• Performancemanagenisnietenkeldeverantwoordelijkheidvandeleidinggevende…• Installingafeedbackculturethrough:

- Workshopsonvalues:evaluatinganddeterminingactionsinteam

- ColruytGroupacademydevelopmentinitiativesonself-reflectionandpersonalgrowth- Development initiatives for both managers and non-managers on coaching, leadership,

connectingcommunication- Sharinginformationwithpeoplethroughreportsandcockpits

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XI. MANAGINGEMPLOYEEPERFORMANCE

1. THEPERFORMANCEMANAGEMENTCYCLE

• Thehumanresourcecycle• Howcanwemakepeopledowhattheyhavetodo?• Whatisthekindofperformancewewanttoseeinourorganization?• We try to motivate people to reach the company’s objectives =>

arrogatetwolevels:- Individuallevel:employeemotivation- Companylevel:companyobjectives

• Thecycle:- Rational- Goal setting theory: try to teach us how you should put

forwardagoaltomakeithappen?- Circularreasoning:feedback=>adjust=>…- Reward: should performance management be related to

yourpayment?Itshouldonlyinfluenceyourbonus,notyourmonthly wage. You may only get a promotion when youperformedwell.Thepromotiongoeswiththepayrise.

• “Iflessthan10%ofyourcustomersjudgedaproducteffectiveandif7 outof 10 said theyweremore confused thanenlightenedby it,wouldyouwoulddropit,right?”

- Thefuzz.- PM-cycles:tool,howdoyoudothewholethingofperformancemanagement.- Performancereviewcyclecostafortune=>alotofcompaniesthrowitaway.Butnotallofit.

Theythrowawaytheformality,butkeepthecoreaspect.Youkeeptheone-yeartalkbetweenthemanagerandtheemployee.Otherwiselosinggoodpeople=>intheinterestofthecompanytokeepthem.

2. PERFORMANCEMANAGEMENTCHALLENGES

Formalsystem,andbeyond• Logicbehindit.• How do you cascade down a collective objective to something that triggers

individuals?• Howcanyoutranslatethegoalsintojobs?• Itcanonlychange/influenceyourbehavior,ifyoutranslateittoanindividual

level.• Impactformalperformancemanagement:

- Simplegraph:theeffectivenessshowsthatit’snotthemorethebetter.- Once:lesseffectivenessthan3times

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- Nottoomuch,butyoumighthavetodoit.• Linkduration–effectiveness:ThroughPMconversations,Ihavebeen

abletoimprovemyperformance.• “andbeyond”:fourcriticalfactors:

- Formal–informal:o Formality: things we try to solve with tools and

templateswithpasswords(sonoteverybodycanseeit). Problem: fill it in yourself, both parties hate theformality

o Moreinformal:wedon’tsendanythingtoHRanymore.- Fitwithorganizationalculture:formalandinformalcompanies.

o Ex:normaldistributionoftheemployees.Wegradethemona5-pointscale.Only10%getsa5or1,20%getsa2or4and40%getsa3,inaclassicAmericancompany.

o Butoftenitisslightlymorecenteredonthe3-4score,becausebadperformingpeoplewillleavethecompanyeventually.

o Ifbadmanaged:managementdoesn’tdaretoact=>legalfightifyougiveabadscore,soeverybody(95%)getsanaverage(3-4).

- Support/trainingtowardsallpartiesinvolved:o Emphasisonlearning,education,development.o Systemofdevelopingpeopleinthedirectionyoulikethemtobe.o Focusshouldbeoninterest=>gettingtherightpeopleontherightjob.

- (Internal)brandingofthesystem:Thesuccess(takenserious)dependonhowyousellthem,orhowyoulinkthemtothecultureofthecompany.

Targetsettingandcascading• E.LockeandG.Latam• WhatkindofobjectivescanIgivetoyou?• Whatistheheight,howmuchcanyouputinit?• Ex:Youstartandyoudefineyourobjectwithyourmanagerto100=whatyoucanreachwhenyoureally

workhard.Wehaveallaninduvial100.Somearemoreambitiousortalented.Thisisthegoal.Whenyouarethemanager,andyougivesomeonetheobjectof100(ex:finishaprojectin2moths).

- Howareyougoingtofulfillthis=>whatisthestrategyinordertoreachthe100.Youcouldsaythatthereare3strategies1) Yousaytotheinduvial:youNEEDtoreachthe100.Beinghonest.Transparency,yousay

whatneedstobedone.2) Youneedtoreachthe90,lyingtopeople.Philosophy:self-image,self-efficacy:peopleget

apositivehigherimage=>theywilldobetter.Strategytoreachthegoal100.3) Youneedtoreachthe110.lyingtopeople.Iftheyreach100youcan’tsaythatitistoobad

theydidn'treachthe110.Youneedtosayyouneedtosaytheydidgood,butyouneedtoadmitthatgoals/standardsareveryhigh.

- Themaingoalsdon’tchange.themainquestion:inwhichcaseisitmorelikeablethatthegoalof100isreached.=>studyofLocke.

- Lyingvsthetruth:betweenyourears.Thedifferencebetweenmanagementandmanipulationisaverythinline.

- Thehighestresultsarereachedwiththe3thstrategy.Butpeopledon’tliketoworkinsuchanenvironment.Managementisthethingwegivetopeople,wedon'twantforourselves.

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- Goals should be at the not reachable level => 3th strategy. Locke is not talking about theindividualgoal,butaboutthetotalbasket.Eachoftheobjectivesseparateshouldbereachable,butthetotalshouldbeslightlyunreachable.

- Peoplearenodmadetooverdotheirtarget.• Howfarcanyougointargetsetting?Goalsettingtheory:

- Whygoalsettingmightimproveperformance:o Attentionandactionismobilizedtowardscertaingoals.o Peopledeveloprelevantstrategiestoreachgoals.

- Thegoalneedstobespecific(not‘doyourbest’-goals)- Theresourcesneedtobeprovidedfortheindividual.- Whoneedstobecompetent.- Feedbackandknowledgeofresultsarecore=>feedbackloop- Balancebetweenwhatandhow

• Balancewhat&how(andwhy?)- “Noteverythingthatcanbecountedcunts,andnoteverythingthat

countscanbecounted…”-A.EinsteinSometimeswefocustoomuchonthethingswecanmeasure,butwedon’treallymanagetheperformance.

- Focusduringperformanceconversations:Balancethewhatandthehow:challengeforthenewworldofwork:howshouldpeoplelearntheirjob.

- Targetsandobjectives(notaboutthetotalbasket):o SMARTobjectivesfornon-SMARTjobso Strategicrelevanceorrelevancefortheindividual?o Manyquestions,butwhatweknowis…

§ Whentop-downapproach:stricttimingofcrucialimportance.§ Non-acceptedtargetsdonotmotivate.§ Increasingacceptance:

• Involvementinobjectivesetting(culturallydependent)• Clearexplanation

• Managing–measuringissues,pitfallsmeasuringperformance:- Linkeman,2009- Measuringagainstyourself:nobodyisascleverasme=>differentroles.- Lookingbackward:performancemanagementisalwaysaboutthelastyear,butyouhavethe

historyabouttheemployee.- Puttingyourfaithinnumbers- Gamingyourmetrics- Stickingtoyournumberstoolong:youshouldchangeyourstrategicevery5-10years.

Linemanagementinvolvement

• Ifyouaskittothelinemanagersandtheemployees:• Employeesfinditlessimportant.

Linkwithpay

• Pro:importanceofcreditabilityofperformancemanagement.Thecredibilityincreasesthemoreithangstogetherwithyoursalary.

• Contra:- Performancemanagementconversation=>negotiation.Youtrytoalterthenegativefeedback

inordertogetmorepayed.

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- Realmotivation?Therealmotivationisnotintrinsicanymoreandwillfademoreeasily.• Variablepayandeffectiveness

- Variablepay:proportionofyourpayisbasedonyourperformance.- InEurope:yourcareer(howmanyyearsinthecompany)isabasefor

your salary, regardlessonhowwell youdo, the first yeareverybodygets the same. But performance has a role on how quick you getpromotion.

• Criticalquestions:- Highperformance?

o Whatdowedowiththehigh-performancepeople.o Ifyoufocusonthem,youdemotivatetheaverageones.o Butyoucan'tnotgivethemrecognitionbecauseotherwisetheyleave.

- Individualorteamcriticalforsuccess?o Atteamleveloratindividuallevel.o Ifyoudothisonteamlevel,theeffectivenessrises.Theresultoftheteamisabasefor

yourbonus.o Otherwiseemployeesworkagainsteachother.o Morepositiveiftheyworktogethertowardsagoal.

- HowsolidisthePM-systemcurrently?Whatarewetryingtostimulate:settingtheexample,behavior?

- Linemanagementmaturity?• Impactoffinancialincentives

• “Lightrewarding”- Becarefulwith“if-then”-schemes- Thepowerof“surprise”:atcertainmomentsyougivethemfeedback,positiverewards.Not

cash,notpresents.Youputthespotlightonrecognitionpolicies.- “ifyouwanttokillit,formalizeit…”- OCB=organizationalcitizenbehavior=thegoodbehaviorthatisnotmeasuredinaformalway.

Helping,goodsoldiersyndrome.Itisdefinedbythethingsyoudonotmeasureinaformalway.`15yearsago:friendlinesstotheclients.NowcustomerorientationisnotaOCBanymore.Itisnowmeasured.

3. PROMISINGTRENDSINPERFORMANCEMANAGEMENT

• Gettingridofthenegativethingswetalkedaboutearlier.Collectiveambitionandfeedback

• Collectiveambition(UlrichandUlrich):Whatisimportanttoday?

- Identity:WhatamIknownfor?

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- Purpose:WhereamIgoingfor?- Relationshipsandteams:WhomamItravelingwith?

• Ambitionatcompanylevel- Moralmission:

o “Toorganizetheworld’sinformationandmakeituniversallyaccessibleanduseful.”o “HelemaaljezelfbijSchoenenTorfs”

- Convincingbusinessmission- Appealinganddistinctivecompanyvalues- Makingacampaignaroundit:collectivehasabiggerimpactonperformance.

• “Feedbackisthebreakfastofchampions”–KenBlanchard.- Goodpeoplearenotborngood.Youneedtoteachpeopletobeopenforfeedbackandtake

thefeedbackintoaccount.- Weallmakemistakes,butyoucanmakeapositivethingfromit.

• Impactinformalperformancefeedback:

• Feedbacktools:- Replacingthe‘heavymachineofPM’byapps.- Captureallthedata- Gamification:welikeit,it’sfun.- Informalinthebeginning,butitcanbecomeformalintheendifthetoolworkswellforgood

performingemployees.Developmentatthecore

• Notonlythewill,butalsotheskill.• Confidenceinowncapabilities?• Propersupport?360°feedbacksystems=>evaluateyourboss.• Exchangeofideas,experiences?• Seekingcoaching:feedback.• Developmentascore:• Developmentascore@TriFinance:

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• Focusonstrengths@sodastream:- Feedforwardinterview:

o Multi-purposeinterviewprotocol.o Focusedonbuildingrelationshipsandimprovingperformance.o Basedappreciativeinquiry

Climateoffunandrecognition

• Recognitionmanagement.• Happy people are not necessarily better performing, but if you are performingwell, happinesswill

follow.• SemcoPartners:

Ourway:Acompanyfullofcrazypeople?Agroupofnutters?IfyouthinkthatSemcoissomethingalongtheselines,you’renotentirelywrong.However,itisnotbychancethatunconventionalideasarecreatedatthiscompany.Theyarecreatedandmanagedwithinanopenmanagementmodel,differentfromconventionalmodelsandthisisexactlywhatwewant.

Newtechnology

• Pulsesurveyandfeedbacktools

• Cultureassessmentandmanagementtools

• Socialrecognitiontools

• Performancemanagementandcoachingtools

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XII. REWARDMANAGEMENT

1. PAYSYSTEMS

• Pay processes: processes that are designed in order to measure the “value” of different jobs, theindividualcontributioninthosejobsandthedifferentrewardpossibilities.

- Jobevaluation:whatisthejobworth- Labormarketanalysis:whatdoesthemarket- Performancemanagement

• Paypractices:motivatingpeople,usingfinancialandnon-financialrewards.- Financialrewards:

o Fixed/variablepayo Otherbenefits

- Non-financialrewards:o Effectivemanagement/leadershipo Jobcontento Development-andcareerpossibilities

- Remark:notalwaysperformancelinked.Sometimesyougetmorepayedforthequalitieswhoyouhave(ex:speakingFrench)evenifyoudon’tusethisskillatwork.

• Itsstartsfromthejobdescription=theingredientsforeverything.Weshouldsituatewhatthevalueofafunctionis(verysubjective)=>objectifybyconsultingothers.

• Internalfairness:- Past:theCEOwouldearn10xwhatastarterdoes(withinthewhitecollar).Butnowadaysthose

spreadsaresometimes800xor1000intheus.- Totalspread:salarytothestartervssalarytotheCEO.- Howtopayothers:inbetween.- Issuesarenotsolvedbyperformancemanagement,doesn’tsayhowmuchyoushouldearn.

o Totalsalary=notonlythefinancials,alsotheperformancemanagement(arewepayingpeopleforperformanceoryearsatthecompany)systemandthenon-financialrewards(notmeanthatitisnotmoney).

o Financialreward§ Basepay:fixedsalarybasedonaninternalandexternalcomparisonprocess.§ Benefits: additional financial rewarding, extra hours, company car, group

insuranceplan,stockoptions…

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§ Variablepay:differentsystems.It'sworkslikehell.Yougetwhatyoupayfor.Peoplewillstriveforthecriteriatogetthe20%extrasalary.Theyaregoingtoneglectthenormaljob.

IntheUSA:notacompanycar,butsocialsecurity=careplan.Companyshouldpay35%forsocialsecurityonbehalfofthecompanyGrosssalary=100notwhatyoufindinyourpocket,notthenet=>multiplyby13,94forayearsalary(holidaysetc.).Contributionoftheemployee=12%tothesocialsecurity40%totaxes=35Netsalary53=>highfiscalpressure,creativesolutions:groupinsurance,mealchecks,companycar

• Externalmarketdriven:comparingwiththemarket.

2. STRATEGICCHOICES

Paybases:• Joborskills:

- Job:o Likedtoloyalty.o Typicalinfunctionalorganizations(likethegovernment).o Howhardisthejob=>lookatthesalary.o Howlongeryouworkatthecompany,howhigheryoursalaryis.o Positive:

§ Clearsystem.§ Reflectstheneededlevelofknowledgeandexperience.§ Longhistoryandgooddevelopedtools.

o Negative:§ Realitybecomesmoredynamic.§ Riskforrigidity.§ Difficulttoimplementforindividuals.§ Difficulttofindthegoodandbadperformers.

- Skills:o Allcompetencesthatanemployeeneedstofulfillhissetoffunctions.o Competenciesareindividualcharacteristicsandqualitiesthatcausesuccessinaspecific

position.Theycanbeknowledge,skillsorcharacteristics.o Complementingthefunctionvalue.o Emphasizesonthedevelopmentandgrowthofemployees.o Positive:

§ Employeesarestimulatedtodevelopfurther.§ Lessneed for functiondescriptionsbutmore for learninggoals andneeded

competitiveskills.§ Morefocusontheemployee.§ Salaryrisecomeswithabigindividualaddedvalue.§ Individualapproach.§ Easytocommunicate.§ Accepted.§ Fair.§ Integrationwithexistingsystemispossible.

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o Negative:§ Employeesexpectmoregrowth.§ Noplaceforweakeremployees.

• Membershiporperformance- Performance:

o Aspecialrewardaddedtothegrosssalarywhenemployeesmeettheagreedcriteria.o Positive:

§ Stimulatetoreachgoals.§ Idealforindividualdifferentiationwithinthesamefunction.§ Moreentrepreneurship.§ Higherproductivity.

o Negative:§ Riskthatthemainfocusbecomesmoney.§ Riskforhighsalary-costsifyouareconsequent.§ Managersfailtomanagethissystem.§ Weakeremployeesareneglected.

o Discussion:”jobsecurityisastrongmotivator”,twofactortheory:§ Peopleareintrinsicmotivated.§ Rewardingorpunishingisn’tthatdifferent.

• Rewardingisboostingexistingbehavior.• Punishingischangingbehavior,thisisdifficult.• Buttheygivethesameresults.

• Individualand/orcollectiveresults:feeriding,socialloafing- Team:groupofemployeeswhohaveatasktogetherandhaveasharedresponsibilityforthe

execution.o Parallelteam:foraspecific,temporarytask,theemployeeworksalsoonotherthings.o Processteam:permanent,self-managingteam,employeeshavethesamefunctions,

backgroundandtraining.o Project team: full time project, all team members have different capabilities,

backgroundsandexperiences.o Whyteambasedplay:

§ Contributionofanindividualisdifficulttosee,it’seasierforagroup.§ Importanceofthegroupresultinsteadoftheindividualresults.§ Synergyinsteadofindividualcontributions§ Organizations are structured around clients, not processes => demand for

integralapproach.§ Quickreactiontodynamicenvironmentisnecessary,integrationisneeded,no

timetodefineeach’smember’scontribution.o Positive:

§ Productivityrises.§ Qualityrises.§ Moreclientorientation.§ Flexibilityrises.§ Lessoverheadcosts.

o Negative:§ Employeesfeelresponsiblefortheirteams.§ Theresponsibilityisdiffuse.§ Difficulttofindthegoodandbadperformers.

• Hierarchicalorequal

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Jobclassificationsystems:

• Identifying:- Referencejobs- Classificationparameters- Referencejobassessment- Scalingotherjobs

• Hay:functionmethodology- Key functions: lotsofpeoplehave the same job.Evaluate the job (not theperson)=>point

ratingsystem:askmanagerscouldyourateeachjobforresponsibility,leadership,managing,complexity,budget…

o Giveaindicationofhighestjob:extheCEOInbetween:shopmanagersInbetween:departmentmanagersInbetween:cahiersInbetween:bluecollars

o Givemeyourlowestjob:cleaningpersonnel- Leadstoahierarchicalorderofjobs.- Foranalyzingthefunction,nottheperformanceorcapabilitiesoftheemployee.- Workwithbands:rangeofsalary=>lookingforjobfamiliesinfunctionofweight.- Notdirectlylinkedtosalary,butitisthebasicingredientofsalary.Itlooksataveragesatthe

market.- Indicatewhatasalaryclassis=>whatonaveragewouldcompaniespayonthemarket.- Fairnessissue:tisfairthatthehighestjobearnsmore?

• Kioto• Berenschot• Thereareplentymore.

3. WHATDOYOUPAYFOR?

• Tenure:loyalty• Performance• KSA’s:input• Inreality:companiespayforallthree.

Implementation

• Secretoropensystem• Authoritarianorparticipativesystem

Fromjobtopayslip

• Jobclassification:internalbenchmarking,comparingdifferentfunctionswithinthesamecompany.• Labormarketanalyses:externalbenchmarking

- Howmuchdoesthemarketpayforthisfunction?- Lookattheindustryandthelocationofthecompany.- Ex:differentpayinBrussels(20%more)becauseit’smoreexpensivetoliveinBrussels,dense

tocometoeverymorning- Ex:payforscarcity:notenoughICTpeople=>salariesgoup!

• Pay-structuredesign.

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Ingredientsofasalary• Basepay.• Meritpay:recurrent,fortherestofyourlife.• Incentivepay(bonus):notrecurrent.• Profitsharing.• Ownership:payedinstocks,ofteningrowingcompaniesbecausethereisnocash.• Skill-based.

4. LABORMARKETANALYSIS

Industry• History:textilepays lessthanmetal industry.This isbecauseofthesmallermargins inretail (female

industry=>lesspay).It’screepingupnowadays.• Regionaldifferences

Strategicchoicetomake:lead,meet,lag• Thereisnodefinitionofadecentsalary:

- Output (everything you get as recognition: pay,contacts)/Input(theworkyoudo,commuting,takeyourproblemshome)=?

- Whenareyouhappy?- Socialcomparing,equity:outputofme/inputofme=outputother/inputother=>youcan

livethatyourbossgetsmorethanyou,heismoretalented.Otherwiseyougetfrustrated- Ifyoufeelthattheothergetsmoreforthesameinput=>youaskforapayrise.Ifyoudon’tget

it,youwillstarttoputinless=>inputlowers.• Evaluation=perception,noabsoluteterms

- Complexbecausetheunderlinedprincipleiscognitivedistance.- Ifyouareconfrontedwithsomethingyoudon’tlike=>youtrytochangethethink.- Ifyoucan’tchangethereality,youchangetheperceptionoftherealitytolivewithit.- Ex:veryboringlongtest

o Nomoney:boring,butwedoitbecausewearestudents.o 15euro:inmyroleofbeingastudent,youhavetodostupidthinks.Fairdealfor15

euro.Theyevengobackandwantsomemoreforhome.Theydon’tsaytheylikeit,buttheygetpayedforit(samewithnightworkers).

o 0,5euro:stupidtask+0,5euro=>changethereality.Theysayitwasastrangetask,learntalotofmyself.

5. PAYSTRUCTUREDESIGN

• Structuresthatlinkrewardstothe- Positionoffunctionswithintheorganization- Individualperformance- Individualcompetencies,skillsandexperience

• Departfromnorm-income.• Startinglevel

- 75%ofnorm-income:youdon’tgetthe100%atdayone,butwhenyouareatnormalspeedafter1,2or3years.Youstillhavetolearnalot+stimulationforperformance.

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- Lowentry level: lowercosts,negotiationpressure to risesalary, itbecomespossible togivehighersalariestoindividuals.

- Highentrylevel:pressurefromlabormarket,competingsalary,shortgrowtime.• Growthyears

- Fromentryleveltonorm-income.- Motivationfortheoneswhosharetheirknowledge+experience.- 6-8years.- Learningorperformancecurve.

• Growthsystems- Proportionalgrowth(linear):pushinthebeginning.- Declininggrowth:theclosertothenormsalary,thelowerthegrowthrate.

o Conformthelearningcurve.o Onlynewemployeesaresatisfied.

- Increasinggrowth:o Peoplearestayinglong=>addedvaluemayshowintheend.o Goodemployeescangrowmorethanaverage.

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XIII. HRMSTRUCTURED:THE3LAYERMODEL

1. STRUCTUREFOLLOWSSTRATEGY:THETHREE-LAYERMODEL.

CorporateHRcompetencecenter• Characteristics:

- Neartothetop- Leanandmean:notanarmyofpeople,highestHRfunctions,theythinkdon’tdo- Tooldevelopers- Highlevelofbusinessunderstanding- Centralizingforcewithintheorganization- Worksonprojectbase

HRBusinesspartner• Characteristics:

- BydefinitiondecentralizedHR- DrivenbyBU(businessunit)-thinking- Processleadersofchangeandadaption- ClosetoBUmanager- Actiondriven

HRSharedservicecenter• Characteristics:

- Centralizationofadministrationandprocedures- Basedona“click-call-faceapproach”:firstyoulookonline(FAQ)foryouranswer,thenyoucall

(ifinterpretationisneeded),thenyoumakeanappointmentforcomplexproblems.Facetofacecontactisexpensive.

- Addingvaluebyreducingadministrativeandtransactionalactivities- Strong‘e-supported’oreven‘e-lead’- Definingspecificservicelevelagreements(SLA’s)upfront- Oftenacall-center

2. MAJOROPPORTUNITIESOFTHETHREE-LAYERMODEL

• Costreduction• HigherandstandardizedservicelevelbecauseofspecificSLA’s• Greaterconsistencyandaccuracy• Lesstransactiontimeneeded

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• Moreaccessibilityfor“high-end”relationalservices• Anytime,anywhere,employeerelationshipmanagement:“thesegmentofone”,personalfile• DifferentcareeropportunitiesforHRpeople• Improvelearningacrossorganizationalboundaries

3. MAJORRISKSOFTHETHREE-LAYERMODEL

General• Complicatedstructure:a3Dmatrix• Lowcostexpectationsmightturnouttoleadtohighcostrealities• ToomuchHR–internallyfocused:therearetensionsbetweenthethreelayers• Differentrolesrequiredifferentskills,meaningdifferentpeople.

AtthelevelofthecorporateHRcompetencecenter• Highinthesky:lackofalignmentoflocalpracticesandglobalpolicies• Toomuchheadquartersdriven• EnemynumberoneforalldecentralizedHRoffices• Riskofdryingoutintheend

AttheleveloftheHRbusinesspartner• Localoptimization• Lackof“crossborder”thinking• TheNIH(notinventedhearing)-syndrome:thereisalwaysagoodreasontobedifferent• HRtakesoverthe‘peoplemanagementrole’ofthelinepeople

Atthelevelofthesharedservicescenter• Timeconsuminginthebeginning,mighttaketheenergy(money)awayfromtherelationalcontacts.• Highpotentialcostofcoordination/integration• Requiresalotofdisciplinefromtheuser• Underestimationofthetechnicaldifficulties• Difficulttohavefeelingwithlocalknowledgethatisneeded• LackofeffectiveaccountabilitywithintheHRdepartment

ThefieldofHRisbeingsplitinhalf• Advantages

- Costreductionforthewholeorganization- Betterservice- Correctinformation=>highersatisfaction- Timetoworkonrationalthings

• Disadvantages:- Difficultorganizationform- Toocomplex:whodoIneedtocall?- Servicecenteristimeconsuming+highcostforintegration.

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XIV. INTERNATIONALHRMANDHRTRANSFORMATION

1. ISTHEWORLDFLAT?

• Friedman:theworldisgettingflatter.• Culture:oneofthethigsthatinfluenceHRMoninternationalmarkets.Ithasanimpactontherulesin

acountry,thehumancapital(education)anditdeterminestheeffectivenessofHRMpractices.• Acultureisasetofimportantassumptionsthataresharedwiththemembersofacommunity.Those

assumptionshandlethethoughtsabouttheworld,howthingswork,idealswhoareworthgoingfor.• Hofstede’sculturaldimension:sensitivenesstowardsothercultures

- Individualismócollectivism:o Thestrengthoftherelationbetweenanindividualandanotherinduvialormembersof

agroup.o Ex:anAmirciantalksabout‘hisproject’,Chinesepeopleabout‘ourproject’.

- Low–powerdistance–high:o How a culture handles with hierarchal power relations, especially with uneven

distribution.Isthererespectforthehierarchy?o Ex:lowpowerdistanceinDenmark,theywanttheinequalitiesinpowerandmoneyto

eliminate.InIndiaontheotherhand,theyhavehighpowerdistance.Theywanttokeepthepower.

- Masculinityófemininity:o Masculine:success,competition,performance…o Feminine:service,carefortheweaker,solidarity…o Ex:feminineinSwedenandNorway,MasculineinGermanyandJapan.

- Longtermóshorttermorientation:o WhencanImakeresultsinmylife?o Longterm:focusonfuture,valuesthatdon’tdeliveradvantagesimmediately.Ex:savingo Ex:Chinaislongterm

• Culturealsohasaimpactontheeconomichealthofacountry.• HRpolicies and practiceswill differ to a large extent depending onwhere and how companies are

operating=>implementthesamevaluepattern,culturalawareness.• Fundamentaldifferencesaredifficultininternationalcompanies=>prepareyourexpats.

2. MANAGINGEMPLOYEESINAGLOBALCONTEXT

• Terms:- Parentcountrynationals(PCN’s)- HostCountry(HCN’s)- Thirdcountry(TCN’s):wheretherearepartsoftheorganization- Expat:

o 2options:§ Needbased:organizationasksforit.§ Developmentbased:employeesaskforit,thecompanyprovidesthis.

o Selection:§ Technicalcompetence§ Adaptiveskills:

• Self-dimension:skillsthatenableamanagertomaintainapositiveself-imageandpsychologicalwell-being.

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• Relationshipdimension:skillstofosterrelationshipswithhost-countrynationals.

• Perception dimension: enable to perceive and evaluate hostenvironment.

§ Most important: family situation, flexibility and adaptability, job knowledge,motivation,relationalskills,extraculturalopenness.

§ Cultural intelligence: an individual’s ability to adapt across cultures throughsensing he different cues regarding appropriate behavior across culturalsettingsorinmulticulturalsettings.

o Training:§ Self-awarenessaboutownculturalbackground:startwithlearninghowother

cultureslookatyours.§ Thecultureofthenewenvironment:whatarethemaindifferences?§ Communication/language: English is dominant, but there is still a

communicationgab.o Compensation:combinationof:

§ Goodsandservices§ Housing§ Incometaxes§ Reserve:what can you save on amonthly base? Try to keep this constant,

whereveryougo.o Reacculturationofexpatriates:

§ Cultureshockinreverse:individual,companyandculturechanged.§ Twocharacteristicthathelpinthetransitionprocess:

• Communication: extent to which expatriate receives info andrecognizeschangeswhileabroad.Closecontact–moreproactive,effectiveandsatisfiedreentry.

• Validation: amount of recognition received by the expatriate uponreturnhome.Recognition–fewerproblems.

• Thewaycompaniesoperate- Domestic:

o Localo Youneedtoadapttothecountry.o Focusontechnicalandinterpersonalskillscompensation.

- International:integrateotherentitieso Areopenforinternational.o Searchforothermarketsforproducts:exportandstoresinothercountries.o Expatriatemanagersneedtobetrainedforculturaldifferences.

- Multinational:eachcountryhasHQo Facilitiesindifferentcountriesforlowerproductionanddistributioncosts.o Sameproblemsforculture,butbigger.o Inpatriatemanagersbecomemembersofthe“headquarterstaff”.o Expatriatemanagerscomefromothercountriesthantheparentcountry.

- Global:thereisnoparentcompanyanymoreo Therearehierarchiesindifferentheadquarters.o Competition:stateoftheart,topqualityproductsandservicestothelowestcosts.o Choseacountrybasedoneffectivity,efficiencyandflexibility.o HRsystem:

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§ Transnational scope: decisions need to be taken in a global perspective.Balanceuniformityandflexibility.

§ Transnationalrepresentation:compositionofthemanagers.§ Transnationalprocess:howmuchdotheplanningprocessandthedecision-

takingprocessrelyonpeopleandideasfromdifferentcultures?

3. MAESURINGHRMEFFECTIVENESS:HRANALYTICS

• Why?- Evidencebased- Marketingofthefunction- Providesaccountability

• How?- Theadultapproach

o Investorsinpeopleo Greatplacetowork

- Theanalyticapproacho Cost/benefitanalysiso Benchmarking(internal-external)o Humanresourceaccountingo Utilityanalyses

• What?- Transformationalactivities:

o Longtermcapabilityandadaptabilityforthefirm.o Ex:knowledgemanagementdevelopment,culturalchangeandstrategicredirection…o Greateststrategicvalue

- Traditional:o Performancemanagement,training,recruitment,selection,compensation,employee

relations…o Moderatestrategicvalue

- Transactional:o Day-to-daytransactionsuchasbenefitsadministration,recordkeepingandemployee

services.o Lowstrategicvalue

4. THEFUTUREROLEOFCHRM

• Strategicadvisor• Talentarchitect• Counsellor/coach:focusongivingfeedback.• LeaderoftheHRfunction• Liaisontotheboard• Workforcesensors

- Intern:seewhatlivesinthecompany- Extern:whatishappeningonthelabormarket?

• Representativeofthefirm

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XV. THEFUTUREOFHRM:WHATCANWEEXPECTANDWHATDOWENEEDTOPREPAREFOR?

1. TENDISRUPTIONSINHRM(JOSHBERSIN)

• HRtechnologylandscape(US)- $15billionmarket- Top50HRtechinvestmentdeal>$560million- Top50learningandeducationaltechdeals>$800.000million(privateequityresearch)

• Bigbuyssmall- IBM=>Kenexa- Oracle=>Taleo- SAP=>SuccessFators

• Siftfromsystemsofrecordtoemployeesystemsofengagement(fromonceayeartoeverydayuse).• HRgoasmobile:itisaboutapps.• AnalyticsdrivenHRM;dataanalysisisnowthesolution,nottheproduct(dataficationofHR).• Thescienceofleadership,assessment&psychologyevolveswithbigdata.• Sensing,crowdsourcing,andtheinternetofthings:systemsbecomemorereal-time?• Radical changes to recruiting as social and referral based recruitmentbecomes thenorm: LinkedIn,

Facebook,Indeed,Glassdoor=>managingthepeoplenetwork.Notjustcapturingandtrackingresumes–Crystalknows.

• Dramaticchangesinperformancemanagementandtalentmobility:agile,transparentpracticesarenewareaoffocus:realtimefeedbacksystems.

• Learningmanagementsystemschangeandmarketexpands:MOOCS,webinars,learningvignettes.• HRMSandtalentedmanagementmerge:ERPvendorscatchingup.• Techsavvyvendorswilllikelyoutplacetheirpeersand“Acqui-Hiring”willcontinue.