HR 2020 People Leadership in Turbulent Times and the Impact on Senior Executive Recruitment and Representation 15 th Annual AESC Conference - London November 17 th 2011 Rohit Talwar CEO - Fast Future Research www.fastfuture.com [email protected]Twitter @fastfuture
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HR 2020 People Leadership in Turbulent Times and the Impact on
• CIBC projects up to $35 trillion in public works by 2030 (1)
• Annual spend:
– North America $180Bn
– Europe $205Bn
– Asia $400Bn
– Africa $10Bn
Green Buildings - $600Bn by 2015
Airport Expansion by 2020
China from ~150 to 244
India from ~100 to 150
Opening Up Education
Green Transport Revolution
Extending the Experience
The Slide@T3
Changi Airport - Singapore
Virtual Grocery Shopping –
Tesco South Korea
3D Printing
$1Tn+
The Evolving HR Agenda
Barriers to HR Effectiveness over
the next decade
Lack of
business and
strategic
understanding
in the HR
function
46%
Failure to
attract,
develop, retain
and reward
suitable talent
at all levels
46%
Emphasis on
cost cutting
over people
development
43%
Corporate
culture not
valuing
talent
development
39%
Maximising HR's Contribution -
Critical Roles
61%
44%
37% 35% 34% 31%
0%
10%
20%
30%
40%
50%
60%
70%
Becoming a strategic partner,
coach and mentor and developing HR
as a source of competitive advantage
Acquiring, developing and retaining talent
Managing change and cultural
transformation
Individualisation and personalisation of
HR services to meet the differing needs
of leaders, managers and
employees
Addressing the demographic
challenges of a global and multi-
generational workforce
Becoming a learning organization
Strategic Priorities for HR
Aligning HR / talent and
business strategies 73%
Nurturing engagement /
commitment 58%
Developing clear HR
strategy 51% Developing global model
for people & skills 49%
Leadership and Management
Development
Managing, motivating /
integrating a multi
generational workforce 58%
Build management /
leadership capability to
manage an increasingly
global /diverse workforce 57%
Help management and
leadership to work in a
flat structure 49%
Supporting Employees
Maximising individual talent, competence,
commitment, and contribution 56%
Building and sustaining employee
trust and engagement
Helping employees find a sense of
purpose and meaning in their work
43%
39%
Performance Management -
Maximising Employee Contribution
Supporting lifelong learning -
continuous re-skilling 61%
Implementing real-time learning /
development solutions 49%
Improving training / delivery
effectiveness 40%
Operational Delivery Priorities
Consistent / Auditable
Process & Policy Execution
Supporting self-organising and
self-directed teams
Cost control Managing business risks
50% 48%
41% 41%
Organisation Design and Culture
Facilitating alignment between
strategy and organizational
design, culture, values and
ethics 65%
Developing organizational
capacity to respond quickly /
adapt to change 60%
Redesigning organizational
structures to ensure flexibility /
responsiveness 48%
Ensuring HR policies can support
boundaryless org models 42%
HR Technology Priorities
Enabling the workforce to stay
‘connected’ in remote locations
Enabling ‘self-service’ by
managers and employees
Providing up to date employee-
centred information
Using social media based communications
internally to drive engagement / retention
52% 47%
40% 38%
Outsourcing HR – Prime Candidates
Education, training &
development 55%
Compensation & benefits
administration 51%
Employee administration 46%
Management of the HR Function
Anticipating key
trends and
developments that
could impact HR and
talent related issues
in the organisation
Building a deep
understanding of
business in general
and of their own
organisation in
particular
Developing HR as an
effective partner,
coach and mentor to
the business
58% 50% 50%
Where are the Opportunities?
• Networks
• Development
• Representation
• Business Models
How can Leaders Respond?
Lead or Follow?
Make Time and Space for Change
Be Sticky and Magnetic
Create Tolerance of Uncertainty
Encourage Experimentation
Broad Scans and Deep Dives
Embrace Networks and
Associations
Encourage Curiosity
Conclusions – Future Leaders
• Forward Looking
• Experimental
• Tolerant of Uncertainty
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