A Global ContextNew thinking for a new era

Peter CheeseCEO, CIPD

Key themes shaping the future of work

• Technology anddigital

• Economic changesand future of work

• Workforce anddemographics

Changing demand for skills and skillsmismatches

Jobs in OECD Countries appear to be increasingly for high skill workers

Source: OECD, McKinsey analysis

Skills challenges in the Middle East

• Almost 50% of businesses in the region, including Qatar andthe UAE, seeing difficulties in finding and retaining skilledmanpower to deliver big projects (eg 2022 Fifa World Cup andWorld Expo 2020) (PwC survey 2014)

• UAE world's most popular work destination for expats; Indiamost popular source country – (LinkedIn study)

• UAE employees expect double digit pay hikes in 2014 –(Bayt.com and YouGov study)

• Number of job vacancies in the Gulf's hospitality sector wentfrom 18,000 in 2009 to 61,000 in 2013 (Catererglobal.com)

Putting the human in to human resources andin to business

‘Rethinking’ the workforce relationship

Voice EmpowermentRecognition Support Playing to

strengths Meaning PurposeWell-being Energy! The extra mile

Passion Alignment CollaborationShared values Commitment

Trust

• Source

• Attract

• Select

• Orient

•Build skills

•Develop

•Reward

•ProgressWelcome to our CompanyOrientation begins here

So are our People Management practicesgood enough?

Where are your biggest challenges today?Where will they be tomorrow?

Need for a strategic response‘Content is king, but context is kingdom’

Business StrategyBusiness Strategy

Human Capital StrategyHuman Capital Strategy

HR StrategyHR Strategy

DrivesEnables

Enables Drives

• Business priorities• Business needs

• Talent and skills• Leadership• Organisation and

operating model• Culture

• HR capabilities• HR structure and

operating model• Practices, policies &

processes

• Most business leadersbelieve that analytics isvital to identifying currentand future skill gaps

• But only 15% believe HRis providing insightfulanalytics (KPMG survey2013)

Too much data, not enough information

But not everything that can be counted counts…

Getting back to our roots…

Understanding human and organisational behaviour

NeurosciencePositive Psychology

Behavioural EconomicsSystems thinkingValues and ethics

….

HR a key enabler, but developingmanagers is critical

Framework for Future of HR and PeopleDevelopment

Insight onChangingContext

Science ofhuman and

organisationalbehaviour

HR &Learning

Processes,Practices,Policies

Business,CommercialInsight, and

Analytics

Better work andworking lives

Professionalising HR

• Having the right skills across thecore areas

• Lead through insight

• Importance of business,organisational and contextual savvy

• Thinking strategically workingcollaboratively with the business

• Partnering with Finance and othersupport functions

HR professional areas

CIPD Profession Map

HR leadership behaviours

• Confident with ability to lead,challenge and influence

• Inquisitive and questioning

• Synthesisers and provocateurs

• Business understanding andorientation