ehrm 2011 - thomas mulder - accenture
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Copyright © 2011 Accenture All Rights Reserved. 1Copyright © 2011 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
EHRMThomas Mulder, Director HRM
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Challenges on the HR Agenda
3. Human Capital
Paradigm Shift
4. War for Talent
5. Next Generation Workforce
1. Globalizing Economy
2. Complex Client Challenges
Bonus:HR
Trans-formation
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0
20
40
60
80
100
120
140
160
1990 2000 2008E 2020F 2030F
Emerging marketsDeveloped markets
The rise of emerging economies
Source: Economist Intelligence Unit
Share of global GDP(real GDP, US$ trillions at 2005 prices and PPP)
38%41%
49%
57%
61%
62%59% 51%
43%39%
CAGR (2008-2030)
4.3%
2.0%
Source: Economist Intelligence Unit
A changing leaderboard
2030F2008E1990
United States
China
Japan
India
Germany
United States
Japan
Russia
Germany
France
China
United States
India
Japan
Brazil
Russia
United Kingdom
France
Brazil
Italy
Italy
United Kingdom
China
Brazil
India
Russia
Germany
United Kingdom
France
Mexico
World’s biggest economies(real GDP, 2005 prices and PPP)
1
2
3
4
5
6
7
8
9
10
1. Globalizing Economy
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2. Complex Client Challenges
Innovation
Innovation is the key to sustainable success. It offers opportunities to serve new markets, to stay ahead of competitors and to fulfill the needs of your clients.
Recovery from recession
The world economy has stabilized and is showing signs of renewed growth. However, businesses around the globe face an uphill struggle—not simply to restore growth and jobs lost during the recent recession, but to identify the new economic motors that can drive accelerated expansion in GDP and employment over the next decade.
Globalisation
The markets of India, China, Korea, Brazil, Mexico, and Russia have dramatic growth potential. Clients face the challenges of developing global and local client relationships.
Sustainability
Sustainability is the way an organization creates value for its shareholders and society by maximizing the positive and minimizing the negative effects on social, environmental and economic issues and stakeholders
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3. Human Capital Paradigm Shift
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-15
-10
-5
0
5
10
15
20
25
30
Japan Russia EU25 China US South Korea
Mexico India Brazil
1995 - 2005 2005 - 2015
• Ageing workforce trend
• Skills gap developing as fewer graduates with right skills
• Increased competition in ability to recruit and retain role-ready people
• Benefits of global workforce not always realizable
• Skill set changing with rapidly changing business environment and technologies
• Emerging economy management skills gap
• Emergence of differentiated workforces within companies
Despite the growth and globalisation of emerging market talent, companies are increasingly facing a war for talent – intensified by ageing workforces in developed economies
Total Workforce Growth (%)Key Points
Source: EIU
4. War for Talent (1/2)
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• In a competitive labor market• with an attrition of approximately 18%• we hire the top 20% in our industry• 650 new hires this year• For each hired colleague, we reject 19 candidates
4. War for Talent (2/2)
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32.0
30.9
35.8
Average Age ACN NL: 32,2
Consulting
Solutions
Services
5. Next Generation Workforce (1/2)
1 out of 2 colleagues in The Netherlands is younger than 30 years old
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5. Next Generation Workforce (2/2)
Hence… We employ the next generation
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Generation Y: Does it impact our leaders?
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Challenges on the HR Agenda
3. Human Capital
Paradigm Shift
4. War for Talent
5. Next Generation Workforce
1. Globalizing Economy
2. Complex Client Challenges
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Generation Y: what should employers expect?
Optimistic & long-term planners Focused on realizing dreams and building
talents Larger population than baby boomers Lowest level of violent crime, teen pregnancy,
smoking, alcohol abuse Master negotiators – very capable of rational
thought and decision making Oblivious to authority Committed to success/good for all Networkers – cooperative by nature
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Generation inequities require flexibility in leadership styleGeneration Assets in the
WorkplaceLeadership Style Preference
Generation XBorn 1965-1980(Ages 31-45)
• Independent• adaptable• creative• techno-literate• willing to challenge the status quo
• Be up front with the truth, even if it’s hard, to earn their trust• Use coaching style of leadership• Opportunities to grow/learn a must• Be direct, competent, genuine, informal, flexible, results-oriented
• Building talent versus steep career progression
• Inspiration and engagement versus hierarchical power
• Long-term goals versus short term objectives
Generation YBorn 1981-2000(Ages 10-30)
• Optimistic• able to multitask• tenacious• technologically savvy• driven to learn and grow• team oriented • social responsible• networkers
• Clearly articulate expectations and long-term goals• Like to be treated as colleagues • Respond well to informality • Be motivational, collaborative, achievement-oriented, able to coach
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Leadership is adjusting to the needs of Generation Y
14
Design principles
Leaders teaching leaders Breakthrough through enhancing self awareness Impact through practical skills Focus on client & peer & reporting relationships Collective approach from analyst to SE based on
needs per level and individual External sources for inspiration & building our
capability Leveraging our cultural strengths (client focus, action
orientation & result driven) , addresses the shadow side (single mindedness, transactional relationship, poor psychological contract)
The Leadership design principles stress the fact that leadership is relationship based.
Why should anyone be led by you…?
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Society
Business Environment
What should we offer?It is all about building talents and realizing dreams
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Stay connected to society
ProBono & funds Local volunteering projects Overseas volunteering
Environmental PracticesEmployee awareness
Travel & MobilityOffice & EnergyProcurement
In society As an advisory practice
Environmental Stewardship
Skills to Succeed
Consulting in a changing world
•platforms & network•Work towards a CSR report
•Driven by sustainability practice•sustainability in services •Focus on knowledge & skills•Client, network & employee events
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Be a leader in the business community
Bring professionals togetherCelebrate high-performance
Community events like Zuidas RunBusiness events like Innovation Awards
Share our voice in the media Dialogue on our social platforms
Social media like our weblogStrong opinions on key topics
Inspiration - Innovation - Value Creation
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Offer more than a progressive traditional career experience
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Development and E-Learning
40,000 hours a year
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Digitalized Performance Management
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Internal Communication
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Flexible working conditions in a Global network
Knowledge Exchange
Office Communicator
Smart phones
Work where and when it is most effective: “the new way of working”
Telepresence
NS BusinessCard
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And an Inspiring Environment
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Listen, understand and continue to improve
Increasing employee engagement is a key goal of a good customer value proposition. Each year an employee engagement survey is held among all 212,000 Employees
STRIVE
3
STAY
2
SAY
1
Three step engagement
Engagement
People Work
Rewards and Recognition
Company Work Environment
Opportunities
Engagement scoring
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And always continue to look for the best people
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LinkedIn innovation with Accenture
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Combine initiatives:Battle of the best Beta
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