Breaking out - Rethinking HR - Instituttet for Fremtidsforskning

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Breaking out - Rethinking HR - Instituttet for Fremtidsforskning

100 % People and Organisation

Breaking Out

- RE-thinking HR

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Members’ report

No 3, 2011

CIFS

Julie K. Carton

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Why ”Breaking Out – RE-thinking HR”?

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HR needs to redefine its

position

HR needs to get out of

its comfort zone

• Start focusing on the

external world and the

business environment

• Develop and adjust the

HR competence mix

according to new

challenges

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


How did we reach the results?

Megatrends

Desk & field

research

Tendencies

Conversations about the future

Identifying focal points

important for HR

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


The world is changing

Megatrends are driving the shift!

Knowledge & technology development

Individualisation

Network orientation

Digitalisation

Increasing wealth and immaterialisation

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Changing work environment

”Work will become more adaptive, informal

and with less focus on formal structure

and static design solutions”

Workforce.com

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Organisational structure is changing!

Hierarchy 1. Hierarchy

1. Hierarkier

2. Matrix,

result centers

2. Matrix,

resultatcentre

3. Teams, market,

Flat structure

3. Teams, marked,

(flade) hierarkier

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


New values among employees

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Focal points towards 2016

ORGANISATION

1. Connecting to

Reality

2. Fighting Information

Overload

3. Designing Digital

Culture

4. Trail of Data

PEOPLE

1. Momentary

Loyalty

2. Future of

Benefits

3. Dealing with

Troublemakers

4. Genetically

Certified

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


How can you use the report?

Each focal point

- Description

- Examples

- Critical perspective

- Recommendations

- Benchmarks hanging on

the wall

- Evaluate your

capabilities

- Inspiration to rethink

your HR task

- Important the next 3-5

years

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


ORGANISATION

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Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


1. Connecting to Reality

Acceleration, advances in knowledge and technology

Global competition is driving the companies to focus on value creation

HR needs to be better at understanding and connecting with the

outside world”

Transactional internal

service providers

Creating value with

managers & stakeholders

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


New social business models

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Social Capital

2+2=5

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Social Capital

in an

organisational

perspective

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


And so what?

• Connecting to reality:

HR out of its Comfort Zone

HR building, monitoring and measuring social

capital to be able to add better value

HR needs;

• organisation’s capabilities

• understanding of specific business environment and

trends

to be able to support the management in creating

and organising new social business model

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


2. Fighting Information Overload

Complexity, knowledge and technology development

Changing organisational structure

No more!

Network

Knowledge sharing

Collaboration

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


What is a network?

Social Network Analysis (SNA)

Gartner:

Top 10 on most important IT-technologies

25 % of all companies will have used SNA by 2015

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Strategic development of the organisational network

THE NETWORK ANALYSIS HIGHLIGHTED A MAJOR PROBLEM: The relationship between R&D

and production wasn’t good enough. The sociogram shows how employees daily and weekly

communicate about work-related subjects. Employees in R&D are red; the yellow work in

production.

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


And so what?

• Better knowledge sharing and collaboration

• Optimisation of internal resources

• Reduction of complexity

• Retaining competences, knowledge and

network

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


3. Designing Digital Culture

Digitalisation, Individualisation, globalisation

• External: From Corporate

profiles on social media

platforms to the foundation for

earnings

• Internal: From e-mail and

meetings to virtual management

• From inside out to both

ways

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


The workplace of the future

TAGS

KEYWORD

SOCIAL GUIDELINES

REQUESTING

UPLOADING

BOOKMARKING

STATUS UPDATE

• IBM: using social media

platforms for increasing

employee efficiency,

innovation and

collaboration

• 37 % of managers in

Novozymes are managing

remote workers

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


And so what?

• All employees as marketers

• Tackling new challenges and ethical

dilemmas;

– privacy and security

– balance between worklife and private life

• Virtual management:

– Identifying talents

– Understanding employee/manager needs

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Part II People

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Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


P

E

O

P

L

E

Momentary Loyalty

Individualisation, increasing wealth and immaterialisation

• Less loyal

employees

• The job is just one

part of life

• CV building

• ”Want to try

different things”

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Disrupt youself!

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


What to do?

• Build individual career path

• Build internal/external job markets

• Loop knowledge and experience

• Extent the company network – “alumni”

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Future of Benefits

Knowledge development+ Individualisation

Freedom

Autonomy

Independence

One size does NOT fit all

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Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Increasing freedom in the workplace

• 3M:”Freedom to work on own projects”

• Atlassian: Australian software company, Q2, 24h

to work with what ever you want (competition)

• Morningstar: 6 weeks’ leave every 4th year, no

limit on paid holidays and sick days

• Boston Consulting Group: 2nd-best company to

work in, USA, 2011. Because of engagement in

social work – Employee can work under UN

programme ”World Food Program and Save the

Children”

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


How to do?

• Implement different degree of freedom

– Consider how to build motivating work

environment

• ”Do-it-yourself” innovation days

• CSR days – give new input and can motivate

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Dealing with

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Troublemakers

Globalisation + scientific paradigm

• Future competitive

advantage: Innovation &

creativity

• Truly creative people are

difficult to handle in a

professional context

• Creating conflicts and are

maladjusted – own

agenda

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Harvard Business Review

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


And so what?

– Standardising and harmonising can kill creativity

– Tensions in the organisation between the

adjusted, maladjusted, and prima donnas

– Create a culture that can contain diversity and

conflicts

HR: lead the way while remaining in the

background

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Genetically Certified Labour

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Why ”BREAKING OUT”?

• Develop and adjust the

HR competence mix

according to new

challenges

HR needs to redefine its

position

HR needs to get out of

its comfort zone

• Start focusing on the

external world and the

business environment

Illustrator pierrepaulpariseau.com

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning


Thank you for

your attention

Stay curious!

Get more

information:

www.cifs.dk

Copenhagen Institute for Futures Studies

Instituttet for Fremtidsforskning

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