art of employee happiness
TRANSCRIPT
We asked people what they love about their company.
What do you love? Tweet: #bHRHappy15
@SiConroy
Who is the most creativeperson you know?
How creative do you feel?
What stops you from beingmore creative?
Creativity is close to 80% learned and acquired.
Creativity is not a talent. It is a way of operating.John Cleese
Why is it important?
Source: IBM CEO Survey, 2010
Being creative makes me feel…
Creativity impacts…
Work-life balance 64%Profits
71%Happiness88%Productivity88%Engagement91%Motivation97%
25%
Adobe, 2012
creative potentialliving up to their
25% creating at worktime spent
Our Mission
Help people learn how to think and work creatively
Our Mission
+ Skills & Behaviours
- Blockages & Attitudes
About Creative Huddle
Learn online Workshops Consultancy
Events Coaching Insight
T-shaped people
The Default Network
The Reward Network
The Affect Network
The Control Network
Adobe Kickbox
Training & development
Employee involvement practices
Pay according to performance
Allow flexible working hours
Encourage job variety
Allow autonomy
Decentralised + flat hierarchy + informality
Building a creative culture
Trust them to do their job – allow autonomy
Check progress with tools like idonethis
Use face-to-face tools like Skype, GoToMeeting
Use collaboration tools like Google Docs, Trello
Work out loud with tools like Yammer, Slack
Make everything easy to find with Dropbox
For remote / virtual teams
Give staff control over their own work area
Avoid large open plan offices
Have varying office areas for different purposes
Position yourself for serendipity
Encourage staff to take breaks from technology
Give staff freedom over their start and finish times
Creative workplaces
@thejamesallen @creative_huddle
Tweet: #bHRHappy15Time for a break
DONAL LAVERTY
05 November 2015
IS HR MOVING FAST ENOUGH TO CAPTURE OPPORTUNITIES IN EMERGING TRENDS?
IT’S ALL ABOUT ADAPTING TO A NEW EMPLOYEE EXPERIENCE
HANDS UP…WHO IS A SUPER HERO
AGENDA
• HR and the organisational climate
• Organisational challenges
• Challenges for HR
• The HR profession of the future
1 million professionally qualified HR practitioners
globally
SOME RECENT (AND SURPRISING) FACTS
• 40% of senior HR Directors operate at board level
• 87% of the most senior HR Directors belong to an organisation’s executive management team
BUT
• 67% of HR professionals concerned their skills wont be needed in the future
• 53% of CEOs identify workforce development as key differentiator in profit/growth
ORGANISATIONALCHALLENGES
RECENT SURVEY*
* Lansons and Opinium ‘Britain at Work’ July 2015
• 48% of employees proud of where they work
• 20% of employees dis-satisfied with current job
• 39% of all employees would leave their job tomorrow
• 25% of employees do not feel valued
• 40% of employees do not believe they are recognised
• 45% of employees see little signs of being able to progress in current company
• 34% of employees do not feel loyal to their organisation
• 51% of employees would not recommend their workplace
TECHNOLOGY DEMOGRAPHICS GLOBALISATION MILLENNIALS
THE WORLD OF WORK IS CHANGING
• A mobile workforce
• More connected
• Digitalisation
• End of 9-5
• Individual freedom
TECHNOLOGY
• Labour and skilled worker shortages
• Retaining older workers
• Worklife balance
• Healthy workforce
• Adapting work patterns to older workers – the extended career option
• Talent and recruitment practices
AGEING WORKFORCE CHANGING DEMOGRAPHICS
• Diversity of culture, products and ideas
• Diverse recruitment
• Management across different jurisdictions
• Competitiveness challenges
GLOBALISATION
• Demanding and seeking ‘meaning in their work’
• Transparency and fairness
• Flexibility
• Constant feedback
• Autonomy v command and control
• Bespoke approach
• Increased responsibility
• Constant communication
MILLENNIALS – THE RISE OF THE INDIVIDUAL
THE EVOLUTION OF THE EMPLOYEE
HR KEY CHALLENGES
• Developing and retaining talent
• Adapting to a mobile and diverse workforce
• Creating organisational agility
• Harnessing data to enrich the employee experience
THE CHALLENGE FOR HR IS THE DIFFICULTY IN TRANSLATING THE QUALITATIVE LANGUAGE
OF WORKFORCE EXCELLENCE WITH THE QUANTITATIVE
LANGUAGE OF GROWTH AND PROFITABILITY
• Creating accountability to complete accepted work
• Increasing engagement and collaboration
• Increasing flow of skills and anticipation of future skills
• Identifying talent that can solve complexities
• Matching skills and accountability to the capability needed by the organisation to meet its vision
THE CHALLENGE
A MODEL (CURRENT)
Mode Time Key activities
TRANSACTIONAL 65 -70%• Record keeping• Benefits administration• Employee services
TRADITIONAL 15 - 25%
• Recruitment and selection• PMS and compensation• Training and development• Employee relations and engagement
STRATEGIC 5 - 10% • Strategic direction• Leadership advisory
PREDICTIONS
• In house HR will decrease and outsourcing will increase
• Strategy will become focus for retained HR function
• This means there will be a swing back to specialists (reward, career development, talent, employee experience)
• Analytics will underpin HR decisions and advice
• Remote people management will become the normal
• HR will become employee segment focused (thus adopting marketing approaches)
A FUTURE MODEL
Past Present Future
TITLE PERSONAL HUMAN RESOURCES EMPLOYEE EXPERIENCE
FOCUS• Operations• Administration• Enforcement
• Business partnering • Strategic / operational • Supportive
• Key strategist • Organisation• Employee• Metrics
PRIORITIES• Compliance• Governance• Employee services
• Recruitment • Talent• Decision making
• Innovation • Talent management • Demographics • Engagement
SKILLS • Administrator • Processor
• HR subject expert• Consultative• Change agent
• Engagement effectiveness • Relationship management• Profit through values• Technology
HR PROFESSIONAL FUTURE COMPETENCIES
• HR expert• Operational Practitioner• Business wide mover
• Organisation Designer• Talent Guardian • Culture Agent• Change Manager
• Credible activist• Professional partner • Strategic Influencer
• Operational Fixer• Ally to all parts of the
organisation
• Know the business (inside out)
• Know the people
• Utilise technology and data
• Manage expectations
FINAL THOUGHTS
WE CAN ALL BE SUPER HEROS
QUESTIONS
AND ANSWERS?
FOR MORE INFORMATION CONTACT
Donal LavertyPartnerHead of Organisational Transformation
+44 (0)7884 265996 [email protected]
rsmuk.com
The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 11 Old Jewry, London EC2R 8DU. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug.
RSM UK Consulting LLP, RSM Corporate Finance LLP, RSM Restructuring Advisory LLP, RSM Risk Assurance Services LLP, RSM Tax and Advisory Services LLP, RSM UK Audit LLP, RSM Employer Services Limited and RSM UK Tax and Accounting Limited are not authorised under the Financial Services and Markets Act 2000 but we are able in certain circumstances to offer a limited range of investment services because we are members of the Institute of Chartered Accountants in England and Wales. We can provide these investment services if they are an incidental part of the professional services we have been engaged to provide. Baker Tilly Creditor Services LLP is authorised and regulated by the Financial Conduct Authority for credit-related regulated activities. RSM & Co (UK) Limited is authorised and regulated by the Financial Conduct Authority to conduct a range of investment business activities. Whilst every effort has been made to ensure accuracy, information contained in this communication may not be comprehensive and recipients should not act upon it without seeking professional advice.
© 2015 RSM UK Group LLP, all rights reserved
37,500 minds, 730 offices, 110 countries, 1 network.
The Breathing Space:
The Art ofEmployee Happiness
Why is it important?
54% | 86%Kelly - EMEA Gallup - EMEA
What needs fixing?
Giving you space to breathe
reducing HR admin + building teams
Recent• Finance user• Company & Dept. blackouts• Bulk apply training• Bulk apply Statutory holidays
Recent• Communications dashboard• Suggestions wall• Line manager dashboard• Enhanced Company Announcements• Enhanced Company Documents• Calendar updatesComing up
• Google etc calendar integration• TOIL• Enhanced pending leavers• Applicant tracking - InstantATS• Review of reporting• Rota system integration• Asset Management
Coming up• Kudos leaderboard & favoriting• Performance Management update• Google calendar integration• Rota system integration• Thomas Intl & Glassdoor integration• Wethrive integration
Our plansreducing HR admin + building teams
The final word
The Breathing Space:
Questions?