HR Trends & Planning: Key Issues, Challenges, and Strategies for the Future

1. HR Trends & Planning • Presenter: Christien Winter • Date: 13 March 2014

2. Key Human Resource Trends, Issues and Challenges for the Next Decade Part 1

3. Context BCG top 3 HR issues of future importance: • Strategic workforce planning • Improving leadership development • Managing talent

4. Context Bersin Predictions for 2014 (and forward) : • Talent, skills & capability needs global • Integrated capability development replaces learning • Talent mobility & career development key focus • Redesign of performance management accelerates • Reinvent and expand talent acquisition

5. Context Deloitte Global Human Capital Trends 2013: • The aging workforce • The open talent economy • Boards changing the HR game • Creating an elastic workplace • The performance management puzzle • Branding the workplace: innovating the talent brand

6. Context EEO Trust Workforce Demographic Trends 2012: • Labour force growth is slowing • Global competition for labour • New Zealand's changing age profile EEO Age Gender Report 2009, section 2.8 Education: • Teachers older and ageing profiles. • Peak age for secondary school teachers shifted from 40-44 in 1991 to 50-54 in 2006.

7. Key Trends for Focus • Moved from War for Talent to global war for capabilities – not talent, skills are shifting • Live in an integrated, mobile, globalised “talent” market • Talent mobility on the rise in global world • Talent increasing networked with rise in social media • Strategic workforce planning on the rise

8. Key Trends for Focus • Need global employer brand • Use and impacted by social media trends • Build talent networks and candidate relationship management practices • Mobile Candidate Experience • Upgrading the talent acquisition team and practices

9. Key Trends for Focus • Learning as a Supply Chain Problem: Capability Development – Not training • On-the-Job Learning & project Assignments • Broader capability development • Talent Networks • Formal Education and Training • Focus on Continuous Learning • Increased career development focus

10. Key Trends for Focus • Redesigning performance management • Redefining engagement • New Zealand globally diverse • Cultural complexity increasing – impact on leadership and capability needs

11. Key Trends for Focus Leadership: • One Size does not Fit All • New Leadership Focus: - Embrace Leadership Diversity - Resilience and Adaptability - Be Disruptive - Don’t Shy Away from Conflict

12. Key Questions • Do we have the talent and leadership we need to execute our strategy and manage risk? • Are we developing the talent for the future? • How do we ensure that our organisation’s culture complements our increased diversity? • Do we have the processes in place to review major talent issues on a quarterly basis?

13. Developing a Strategic HR Plan Part 2

14. Purpose of strategic HR planning • Ensure adequate human resource “right people, right skills at the right time” • Ensure keep up with changes in environment Goal = to predict future capability needs and HR management needs to deliver strategic goals/ business plan

15. Purpose of strategic HR planning Questions to answer: • Where are we going? • What skills do we need? • What HR strategy is needed to get us there?

16. TypicalOrganisation Strategies and Workforce Capabilities Misaligned Vision Skills/Knowledge Strategies Current Workforce WorkforceRequirements Behaviours StrategicPriorities Motivation Values How well aligned are they?

17. Important considerations: • Ensure alignment of HR with business needs • Develop a clear HR plan • Manage organisational performance • Well cascaded accountabilities that are aligned • Robust performance management framework • Well rounded personal development planning • Ensure organisational design and structure supports the strategic focus/goals

18. Important considerations: • Ensure adequate resourcing strategy: • Attracting, assessing and selecting staff • Branding messages • Organisational development • Be clear on capability improvement needed • Be clear on capability development needed • Have a plan at organisational, team and individual level to build capability

19. Important considerations: • Organisational culture • How does our culture support our strategic focus • What changes are needed? • Compensation and benefits • How will changes impact culture and focus

20. HR planning process - Overview • Assess current human resource capability • Forecast human resource needs • Conduct gap analysis • Develop components of HR strategy to support delivery of organisational strategies/goals

21. Assessment of current capability • Do you know the capability of your human resources? • If yes, update your skills inventory for each employee • If no, develop a skills inventory for each employee

22. Forecast future capability needs • Estimate supply and demand • What staff do we need to achieve goals? • What jobs need to be filled? • What skill sets will people need? • Consider impact of external conditions • Technology changes • Cultural changes • Legislative changes, etc.

23. Gap Analysis • What is the gap between the organisation you want in future and the organisation now? • What is the gap between the capability you have and the capability you need? • What HR practices need to be improved or developed to support the capacity shift?

24. Gap Analysis Considerations: • New jobs? • New skills? • Current employees? • Are they using their strengths? • Is there enough leadership? • Are the HR practices adequate for the future?

25. Components of HR Strategy • Organisational Development • Evolving culture to support strategic goals • Evolving performance management to deliver different outcomes • Building succession management frameworks • Capability Development • Plans to lift capability/ capacity • Sources of training and development • Timing / scheduling

26. Components of HR Strategy • Recruitment • Attraction • Assessment • Branding • Outsourcing • Contracting out jobs • Collaboration • Sharing resources with others

27. Components of HR Strategy • Organisational Design • Re group tasks to update job design • Reorganise teams/units • Reduce/increase staff

28. Implementation - CASAM For each component of HR strategic plan: • Communication plan – sub plans per stakeholder group • Show link to strategy/goals • How will organisation be different in future? • Review changes to HR policies/practices, etc • Discuss the impact • How will staff/others contribute or be involved? • Accountabilities clear • SMART objectives for each component of HR strategy • What, why, who, how, by when?

29. Implementation - CASAM • Skills • Do people have skills needed to deliver objectives • If not how and when will you develop them? • Alignment • Retest the alignment with strategic goals regularly as things change • Measurement • How will we know we are on track? • How will we measure success?

30. References Bersin - Predictions for 2014 Deloitte - Human Capital Trends 2013 Boston Consulting Group - Creating People Advantage 2012: Mastering HR Challenges in a Two-Speed World Trust - Workforce Demographic Trends 2012 & Age Gender Report 2009 DDI – Global Leadership Forecast 2011

31. Thank YouQuestions?