Dr. Peter Saul Director, Strategic Consulting Group
Paper presented to: Macquarie Graduate School of Managements People Management and Leadership Conference September 16-19, 2001 Strategic Consulting Group SHIFTS THAT ARE RE-SHAPING HR ROLES FROM Local markets, operations Manufacturing, clerical work Hierarchy Intermediaries; face-to-face Obedience to formal authority Stability, efficiency, control Full time job Customer service Work done by employees Fixed work location Management prerogative Loyal service White, male workforce Financial performance Get a job TO Global markets, operations Service, knowledge work Networks Direct access,virtual relationship Questioning of formal authority Change, creativity, flexibility, order Part-time and project work Shareholder, stakeholder value Work done by many contributors Diverse work locations Social licence Marketable knowledge, skills Diverse workforce Triple bottom line Get a life Strategic Consulting Group CHANGING WORKER ASPIRATIONS RICHARD BRANSON MICHAEL JORDAN RICHARD BORES (Wizard Home Loans) MERY STREEP AND JODIE FOSTER ANITA RODDICK NELSON MANDELA AND JERRY MAGUIRE
had a dream and went through with it...loved what he did lives life the way he wants... created this lifestyle for herself out of what could have been a downward spiralreally inspiring
AFR BOSS magazine, June 2001. Survey of work role models for white collar Australians, in 20-30 years age range. Strategic Consulting Group HR AT A CROSSROADS Significant change is inevitable for HR but what HR will be and do is not yet clear SRHM is doing research to develop a vision for the future of HR and a profile of the future HR practitioner An HR practitioner might be "a hybrid line manager" who is "first and foremost a business executive" but has expertise in at least one HR function. SHRM President and CEO, Helen Drinan We have to get management to understand that they're responsible for people AND If we do our joband work ourselves out of a jobso be it." Results of a forum on the "The State of the HR Profession" held in conjunction with the 2001 Annual Conference of the Society for Human Resource Management Also see FT.com online forum on Human Resources: A career in crisis? Strategic Consulting Group EMERGING LEGAL ISSUES AT WORK NEW TECHNOLOGY ISSUES
AGE CONSCIOUSNESS IN THE WORKPLACE
GLOBALISATION OF EMPLOYMENT LAW
TRAINING FOR LEGAL COMPLIANCE
WORKPLACE SAFETY Source: Garry Mathiason (Littler, Mendelson, Fastiff, Tichy & Mathiason) SHRM Annual Conference June 2001. Results of survey of 400 employment attorneys Strategic Consulting Group HR EXECUTIVES VIEW OF THE FUTURE TOP 5 BUSINESS CHALLENGES Developing new markets Improving profitability Market share growth Becoming the recognised global market leader Building shareholder value TOP 3 HR CHALLENGES
Attracting and retaining talented people
Improving organisational capabilities
Developing leadership skills Source: Arthur Andersen survey of HR Executives in almost 70 Australian-based firms Reported in HR Monthly, August 2001, p.17 Strategic Consulting Group The bad and the ugly in HR Many HR people still lack business acumen
We have not adequately managed high expectations of HR
Theres too much modeling of mediocrity and way too little real research going on
We have overhyped e-learning and some other fads
We do much order-taking and mistaking talk for action
Jim Moore, former Director of Workforce Development at Sun Microsystems in his address to the 2001 SHRM Annual Conference Strategic Consulting Group
Q. So, how do we organise all the shifts, trends, speculation and forecasts into a framework that can guide fruitful conversations between, and strategic decision making by, senior line managers and HR professionals?
A. Scenarios is one way Strategic Consulting Group FOUR AUSTRALIAN SCENARIOS FIRST GLOBAL NATION Australia capitalises on globalisation; promotes its internal diversity and ethnic tolerance; and boosts home- grown innovation and industry capability
SOUND THE RETREAT! Globalisation stalls as political and social structures are not ready; trade barriers and nationalism re-emerge; we depend on bilateral national and commercial relationships BRAVE OLD WORLD Complacent, dependent on agriculture, tourism, new manufacturing and some biotech; clever people and companies move overseas GREEN IS GOLD We emerge from the growing imperative to protect the natural environment as a leading innovator of global environmental management Source: Australian Business Foundation Alternative Futures: Scenarios for Business in Australia to the Year 2015 Sept 1999 Strategic Consulting Group DEFENCE: In the Box Scenario Matrix Open globalised world economy Closed protectionist world economy Social polarisation and exclusion Global middle class Source: Hardin Tibbs report to Australian Defence HQ 1999 Strategic Consulting Group DEFENCE: Way Out of the Box Scenario Matrix Revolution in basic science Science reaches a plateau Psycho-social evolutionary punctuation Discontinuity in human consciousness Single world government Social progress with no discontinuity Source: Hardin Tibbs report to Australian Defence HQ 1999 Strategic Consulting Group TWO SCENARIOS OF THE 21ST CENTURY ORGANISATION MIT Initiative on Inventing the Organizations of the 21st Century (January 1997) facilitated by Peter Schwartz of the Global Business Network:- http://ccs.mit.edu/21c/21CWP001.html
The scenarios were developed during 1994-1997 by MIT academic and research staff in discussions with hundreds of executives at various MIT Symposia, executive education programs, etc.
Strategic Consulting Group FUTURE OF ORGANISATIONS: Scenario 1 SMALL COMPANIES,LARGE NETWORKS Autonomous teams of 1-10 people Temporary - task or project based Linked by high bandwidth, electronic network Venture capital infrastructure identifies promising teams and provides financing Independent organisations for social networking, recreation, learning,reputation building and income smoothing evolved from professional associations, unions, clubs, university alumnis, neighbourhoods, families, churches they are home for our identity as projects come and go Examples: Film industry; Prato Mills (Italy); Nike; Nokia PC Display Division Strategic Consulting Group Small Company, Large Network HR Very specific HR scope focused on project organisation (e.g. talent scouting/selection, pay, health & safety)
Outsourced agents, brokers, specialist providers contract staff organisations handle the HR for their talent as part of their brand and competitive strategy
Mutual employment obligations spelled out in project contracts or implicit in industry standards or assumed from past working experience
Project Managers reputation depends on his/her people skills and hence there is a reluctance to delegate to HR specialists Strategic Consulting Group Small Company, Large Network HR (cont.) Selection is via networks, personal references, reputation
Performance management is via peer pressure and industry/ professional standards
Rewards are contractual or entrepreneurial (equity based)
Development is via doing leading edge projects
Innovation is via brokers, deal makers, agents, sponsors
Individuals rely on professional associations, guilds, managers/agents Strategic Consulting Group FUTURE OF ORGANISATIONS: Scenario 2 VIRTUAL COUNTRIES Keiretsu-like alliances with operating companies in every country Minimal national allegiance - primary loyalty is to the corporation Traditional hierarchy or decentralised divisional structure Company is the focus for individual identity Company meets employees needs from cradle to grave Employees own the firm AND have right to elect the Board and management Open book accounting informs management elections Specialist organisational designers travel through firm brokering partnerships and fostering cross boundary communication Role of governments, industry unions is significantly reduced Examples: Asea Brown Boveri; GE; Johnson & Johnson Strategic Consulting Group Virtual Country HR HR almost replaces social welfare, education systems and provides financial management and estate planning services, etc
Corporate (strategic) HR sets standards and monitors the corporate culture helps Marketing build the corporate brand
Divisional (operational) HR total care of employees so they are free to focus on performance
Actively involved in local communities to reinforce the company culture and image Strategic Consulting Group Virtual Country HR (cont.) Selection emphasises fit with corporate values
Performance management focuses on results achieved the XYZ way and on being a company ambassador in all areas of life
Reward is via promotion, enhanced status, rights, benefits - and pay
Development is via corporate colleges and universities in partnership with the worlds best educational institutions
Innovation is through internal R&D and improvement programs with heavy emphasis on protecting corporate intellectual property Strategic Consulting Group CHANGING HR ROLES: Some Generalisations PAST
HR ROLE WAS CLEARLY DIFFERENTIATED mechanistic (Personnel Admin) ritualistic, legalistic (IR) CEOs eyes and ears with the troops distinct professional career paths
HR is HRs responsibility FUTURE
PEOPLE/LEADERSHIP ROLE IS DISTRIBUTED AND DIFFUSE knowledge management relationship management; teamwork legal compliance change management no distinct HR profession - new hybrid roles emerge
People/Leadership is everyones responsibility Strategic Consulting Group NEW CRITERIA FOR RATING HR? Profit generated per employee (compared to industry benchmark) Salary/wages costs compared to industry median (reflecting value of corporate reputation/intangibles in labour market) Number of talented candidates applying for advertised (and unadvertised) vacancies Time taken to satisfy customer orders, inquiries, complaints (compared to agreed service standards) Incidence of customer complaints caused by employee behaviour Cost of re-work Cost/risk due to time lost through injuries, absences, disputes Rate/cost of unplanned turnover among good performers Percentage of customers citing service quality or competent, caring staff as a competitive edge for the company Net cost of generating organisational improvements Percentage of revenue/profits coming from initiatives taken in last 3 years Share price premium compared to industry peers Strategic Consulting Group AN INTEGRATING STORY? OUTCOMES (Stakeholders)
Shareholder/ Investor
Customer
Contributor - employee - other
Community FUNCTIONS (Management)
Finance Investor Relations
Sales & Marketing Operations R&D
Contributor Relations Contracts (Legal) Supply
PR Community Relations ARCHITECTURE (Leadership)
VISION & MISSION
CORPORATE STRATEGY Competitive strategy Development strategy Leadership style Culture/Values/Ethics
ORGANISATIONAL DESIGN Structure Technology Place Strategic Consulting Group MAPPING YOUR ORGANISATIONS CURRENT TRAJECTORY
Derived from an HR framework proposed by Brian Young PeopleFirst Solutions Previously Asia Pacific HR Director for Deutsche Bank Strategic Consulting Group MORE WINDOWS INTO POSSIBLE FUTURES SOME WEB SITES ENGAGED IN THE SEARCH: