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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.