We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byRodney Mathis
Modified about 1 year ago
The Future of HR: What’s Next for the Profession Pamela J. Green, SPHR – VP Membership September 17, 2012 – Burlington, VT
©SHRM Remembering % of senior executives and managers say the overall number of employees in their businesses will increase in the next year. --NFI Research, November 2006 The national average increase in base compensation projected for 2007 is 3.8%. --Robert Half International, October % of office workers say they have some physical problems as a result of job-related stress or exertion. --Swingline Workspace Tools, November % of workers predict that there is little or no chance that they will lose their job in the coming year. --Right Management, November 2006
©SHRM 2012 “The problem isn’t that people don’t understand how good things are. It’s that they know, from personal experience, that things really aren’t that good.” – Paul Krugman 3
©SHRM 2012 Today’s Agenda 1) Where we stand today after the recession 2)Fact and Data: what’s driving the need for change? 3)10 Possible Game Changers in the HR Space 4) Potential Solutions 4
©SHRM 2012 Where We Stand Today 5 US Hiring and the economy seem stalled In August, employers added only 96,000 new jobs, but unemployment dropped slightly to 8.1% The August jobs figures raise new questions about the strength of the U.S. economic recovery Projected 2012 US GDP growth of % will not be enough to bring down unemployment quickly With low hiring rates continuing in 2012, US HR leaders will need to focus on retaining and developing existing talent, rather than recruiting outside talent
©SHRM 2012 Knowing what’s next: HR has a good story to tell 6 Great companies adapt to change faster than the competition because they know what’s next Because people drive change, no one is a better expert on what’s next than an HR leader Whether it’s the next workplace challenge, the next public policy change, or the next vital research findings, HR leaders know next Moving from a focus on short-term survival to long-term sustainability will be a true test of HR leadership going forward
What’s Driving The Need for Change?
©SHRM 2012 Stressed, distrustful employees 8 Source: Workforce Software, Harris Interactive, Workplace Power Outage Survey, Business Week, Urban Mobility Report, Family and Work Institute, Centers for Disease Control and Prevention and New York Times 81% of HR: more tired than ever 80% of medical expenses are stress-related 60% increase in sedentary jobs 40% are sleep-deprived 33% are “chronically overworked” 32% had an increase in workweek 25% nap at work
©SHRM 2012 Low Employee Engagement 9 According to Gallup in their 2011 Employee Engagement Index: Fewer than 30% of the employees surveyed were fully engaged in their work, while 71% were not engaged or were knowingly disengaged costing US businesses $350 billion every year. According to PEW Research, 52% of employees surveyed would rather lose their nose than Facebook. Yet 73% of employers do NO social media training.
©SHRM 2012 Potential for Loss of Intellectual Capital 84% The number of employees that Right Management Reports will be leaving their employers this year! 10
©SHRM 2012 Regulatory Challenges #1 Legal headache for US Businesses: Employment Law Disputes Employers have less than a 48% chance of winning an employment law dispute at trial – even less in California Source: Jury Verdict Research California, Illinois, Massachusetts, and Minnesota top the list of States with the highest number of Wage and Hour Lawsuits. Source: Manpowergroup 11
10 Game Changers in the HR Space
©SHRM 2012 Possible Game Changers in the HR Space New employment legislation Global trends in education Low employee engagement Global demographic shifts Values and attitudes towards work/life balance Women and People of Color: education and workforce participation Improvements in HR technology and Social Media Rising benefit costs Talent needed vs. Talent available Push for more talent innovation and creativity 13
©SHRM 2012 Key Business Questions What are the business implications of certain scenarios for my organization and its strategies? What capabilities do we need to build or acquire? Which competencies will I need to prepare for the future? How difficult will it be for my company to recruit the top talent it will need to compete as the economy recovers during ? Do we have strong non-disclosure policies to minimize risk of losing confidential information with departing employees? What legal risks will we face in poaching talent? Do we have the necessary legal expertise to recruit globally? What is the feasibility of implementing some type of flexibility program for our employees? 14
©SHRM 2012 The Best Question What happens if we just do nothing? 15
©SHRM 2012 A. Putting Scenario Planning into Practice The goal of the Scenario Planning model is to enable higher quality strategic thinking among business leaders. Scenario planning is NOT about predicting the absolute future. 1. Develop credible scenarios 2. Then identify success factors or competencies for your organization to flourish in each scenario 1. HR and top management should then focus resources on developing these competencies 17
©SHRM 2012 Four-Scenario Matrix Availability of US Talent Strength of Economy strong weak scarce abundant A weak recovery but abundant talent #4 - A weak recovery and scarce talent #3 - A strong recovery and abundant talent #2 - A strong recovery but scarce talent #1 - A weak recovery but abundant talent 18
©SHRM 2012 B. Introduce Flexibility 19 SHRM Workplace Flexibility in the 21 st Century Survey
©SHRM 2012 C. Implement Strategic Workforce Planning 20 SWP evaluates future critical talent needs through systematic workforce assessment This ability to predict and fill future talent needs is critical as companies move from survival mode to long-term sustainability HR must make the ROI business case to top management for strategic workforce planning HR will need to be creative to implement a strategic workforce planning program with reduced resources and personnel
©SHRM AARP-SHRM free online Workforce Assessment Tool
©SHRM 2012 SHRM’s 2005 Scenario Planning Report In 2004 SHRM worked with Decisions Strategies International on a scenario planning project. GOAL: Help HR professionals by allowing them to live in potential scenarios for the future of HR management 2015: Scenarios for the Future of Human Resource Management was published in
©SHRM The Outlook for HR Professionals 23 HR was as hard hit as other professions by the downturn Job openings posted on SHRM’s HR Jobs web site in 2011 increased by 70% compared to 2009 HR Manager ranked #3 on CareerCast.com top jobs in 2012 list Also, the U.S. Bureau of Labor Statistics projects an increase of 22% in HR employment by 2018 – compared to a 10.7% increase for all occupations Things are starting to look better
©SHRM 2012 Winners and Losers Losers: Encyclopedia Britanica Blockbuster Hostess Lady GaGa Winners: Deloitte Ryan LLC Zappos SAS 24
©SHRM (Please note that these slides are copyrighted material and may only be distributed to an audience at a SHRM speaker presentation. Further distribution is not allowed, except with permission by SHRM.) Thank You
©SHRM 2014 The Future of HR: What’s Next for the Profession? Phyllis Shurn-Hannah, SPHR SHRM Northeast Field Services Director.
Key Tool for Managing Economic Uncertainty HR Scenario Planning: [Insert name of speaker and date of presentation here]
Presentation to the Association of Government Accounts adapted with permission from Genevieve Roberts, Managing Principal February 12, 2008.
HayGroup HR EXPO WORKSHOPS Retaining Talent in Difficult Times: Why Productive Workers Leave… and how to keep them Why Productive Workers Leave… and how.
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
AMA Europe SA//NV Rue de l’Aqueduc 118, B-1050 Brussels, Belgium Tel: Fax: Website:
SHRM Thought Leaders Conference Scottsdale, AZ October 5-6, 2009.
Unifying Talent Management. Harnessing the Power of Workforce Intelligence in Talent Planning to Drive Business Performance.
The Talent Curve: Assisting Employees with Career Planning and Support August 26, 2010 Janis Aydelott.
Falling Behind: Wisconsin Policy Research Institute.
Together, we build communities Service Above Self The Science of People.
1-1 McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved. Human Resource Management Gaining a Competitive Advantage Chapter.
Part 1 The Nature of Staffing Chapter 1: Staffing Models and Strategy McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights.
SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy February 17, 2009.
Leading through Unprecedented Times Managing the 2010 Workforce March 25, 2010.
The State of Recruiting in Atlanta in 2011 Presented by Blye McSweeney and Tom Darrow January 18, 2011.
Redefining Your Recruiting Strategy Planning for Future Trends.
Did you find the instructor contact information and office hours? Have you reviewed the upcoming assignments and due dates? Any questions on the grading.
1 Profile of Canadian Environmental Employment LABOUR MARKET STUDY 2010.
Web-Based Instruction Specialist Training Program Samsung 1 Issues of Strategic HRM 1Copyright © Doo H. Lim Review SHRM Conference Day 3 Doo Hun Lim University.
Dr. William J. Rothwell Dr. Christina Barss Aileen G. Zaballero, MS, CPLP.
The Aging U.S. Workforce: Trends and Challenges June 1, IAJVS Annual Conference, Boston MA Trends and Challenges June 1, IAJVS Annual.
Part 1 The Nature of Staffing Chapter 01: Staffing Models and Strategy McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights.
Future Leadership Competency Requirements: Global Tendencies and Russian Specifics Kathleen Zabelina MBA Program Director – The Moscow University of Finance.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-1 Human Resource Management Chapter One Introduction to HRM.
Accord Management Systems, Inc. Global Leader in Organizational Development Accord Management Systems, Inc. Global Leader in Organizational Development.
Has the “War for Talent” Become a Cold War? Implications for Policy NGA Peter Cappelli The Wharton School.
© 2013 Work Wise UK David Lennan Work Wise UK Remote working is wise working- Transforming into the 21 st Century.
Moving From “Mini-Me” to Diversity Inclusion in Succession Planning.
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Government September 25, 2013.
Part 1 The Nature of Staffing Staffing Models and Strategy Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
DEBUNKING 10 COMMON TALENT MANAGEMENT MYTHS Doris Sims, SPHR Founder and President Succession Builders, LLC
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-1 Managing Human Resources Today Chapter 1.
Technology & Talent: Towards A New Paradigm John Cooksey General Manager, HR & Employment Services.
South Carolina Teachers Salary Presented by: The SCEA SENATE SELECT COMMITTEE ON TEACHING NOVEMBER 5, 2015 THE SOUTH CAROLINA EDUCATION ASSOCIATION.
EMPLOYEE ENGAGEMENT: THE KEY TO ORGANIZATIONAL SUCCESS Ron Thomas Managing Director Strategy Focused Group Dubai, UAE.
Assessing the impact of an aging workforce across global organizations.
SHRM Poll: The Ongoing Impact of the Recession—Construction, Mining, Oil and Gas Industry March 9, 2012.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall5-1 Human Resource Management Chapter Five Workforce Planning.
Quality Information. Informed Choices. The Northwest Economy … Breaking out of Recession? Oregon City County Managers’ Association Graham Slater March.
1-1 Human Resource Management: Gaining a Competitive Advantage HRM.
Business Impacts of Flexibility: An Imperative for Expansion Business and Professional Women’s Foundation Audio Conference May 23,2006.
1 Strategic Recruiting Benefits of a Strategic Approach Matches recruiting activity with organizational and human resource plans. To acquire the.
Business case for workforce diversity. Diversity - a business imperative External drivers Internal drivers Areas of change l Diverse clientele l EU directives.
Making the case for Absence Management NS 10/10 Copyright © 2010 by The Hartford. All rights reserved. No part of this document may be published.
FHF McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-Tech Industry September 25, 2013.
1 HR: Leading People, Leading Organizations © 2003 SHRM Society For Human Resource Management December Human Capital Forecast: 2004.
Making Human Resource Management Strategic Chapter 2.
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industry September 25, 2013.
© 2017 SlidePlayer.com Inc. All rights reserved.