your ceo needs you! the future of hrmayconference2017.bapm.bg/uploads/kornferrypresentation.pdf ·...

Your CEO needs you!

The future of HR

Varna conference

Tim Edwards

12th May 2017

© 2017 Korn Ferry. All rights reserved 2

Digitisation

The double-edged sword of the digital age


Consumerism

Talent behaving as a consumer


…so don’t lose the war for skills shortages

The ‘war for talent’ is about to get even more fierce


Talent meets Science again….

Neuroscience, learning, analytics being used increasingly more than ever


Does this sound familiar?

Leader: “I want to give the

three people in my team

the highest performance

rating, they’ve been

outstanding this year”

HR: “…but you can’t.

There’s a distribution

that says you must only

have one high

performer, one average

performer the other one

therefore must be an

underperformer… ”

Research has blown up this notion! And we

know it doesn’t work in practice. So why are still doing it?


Agile working

Embracing agile concepts to make speed and innovation permanent features of organisational culture


Change! Everywhere you look!

HR is at the centre of all these changes


And CEOs are saying….

81% of CEOs see HR playing a critical role in developing business

strategy but only 32% of them intend to recruit their next HRD internally.

50% of the CEOs feel it’s necessary to look outside their company to find the

talent to align their people strategy and business challenges

“HR is too theoretical”, “HR must do more with data – in particular

around workforce needs vs. supply”

“HR lacks the drive to implement strategy”

“HR is not strong enough

in collaborating with

senior leadership”

58% of CEOs want to see HR acting more

as a strategic business partner

48% of CEOs want to improve the

linkages between people and

business issues

48% of CEOs are seeking greater focus on outcomes rather than process


….so what tangible, practical things can we do as HR?

Possess an organisational

capability mindset

Excellence in the vital

basics

Bring Innovative

thinking

4

Provide

business &

outcome

driven

processes


HR’s “Compulsory Figures”

Are we guilty of sacrificing some of this in the head-long charge toward strategic

partnership?

Excellence in the vital basics…

6


The Credibility Pyramid


Organisational Capability

� All organisations have a clients have a “strategy”. Often the stated strategies of the #1 and #6 player in any market are identical or very similar

Understanding the

organisational capability needed to execute your

business strategy is

more vital than the strategy itself

A business strategy without the corresponding organisational capability

will likely be delayed, diluted or blocked


What makes your CEO feel confident?Do they know where the risks to

delivery lie?

More 50% share price

movement driven by

perceived confidence and

intangibles

Who should know?

Organisational capability & risk

Is this how HR behaves?

Strategy is just

a promise delivered by

organisation


Too many HR

processes are in

this zone

Business and outcome relevant approach to HR processes: think bigger picture


Data is ubiquitous


Speaking with data


So what do we need to do with it?


Innovative mindset

What can I learn from

elsewhere?

What should I do

differently?

Balance standardisation

vs differentiation?


Summary

• Think about what our CEO needs to deliver, and help them understand

what it means from a people perspective

• Make the case for appropriate investment in people strategy (use data

and analytics and show insight)

• Ensure people risk gets the air time it deserves

• Get the basics right before we try to be strategic

• Engage with the business agenda to ensure what we see as strategic

is truly actually relevant.

• Deliver this more pragmatically and simply

• Measure the right things. Develop insight not just information

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