In the second part of the ‘Key predictions for HR for HR in 2016 we continue with Bersin of Deloitte predictions for global HR in 2016, additional commentary by Amelore.
We have already covered Digital HR; the rush to replace outdated HR systems; the Global rush to replace and re-engineer performance management; engagement, retention and culture as top priorities and the continuing mobility of career and talent and the investment in coaching and mentoring. Moving on we have…
- New models for learning
It’s all about the Four “E’s”
Education (formal training)
Experiences (developmental assingments and projects)
Environment (a culture and work environment that facilitate learning)
Exposure (connections and relationships with great people).
70/20/10 model – 70% through on the job experience and practice, 20% through other people by exposure to coaching, feedback and networking and 10% through formal education-based learning interventions.
- Traditional LMS replaced by highly interactive, curated and recommendation approach to learning.
- L&D professionals focussing on becoming ‘learning experience designers’ as opposed to ‘instructional designers’.
- Employees leave organisations that do not develop them or provide appealing learning experiences.
Organisations are increasingly paring down their L&D team and using external expertise if they want to run face to face sessions. Coaching is used more as is e-learning. Many organisations have developed a strong e-learning suite but enhance this with external providers.
- Diversity and Inclusion – merge with key business strategies to move well beyond compliance and become a strategic part of business.
This has been part of HR for 30yrs. But little impact. Now on Global CEO’s agenda due to global workforce. Lots of press about issue – unconscious bias etc
Deloitte studied talent practices of 1,400-plus companies with a focus on Asia. After nearly 2 years of research finding point conclusively that the highest performing companies with a far superior cash flow embed inclusion into talent practices everywhere.
In the UK last year, 2015, 75% of graduates were female. Over a third of British households are now led by a woman earning more than her male partner or as the sole earner. House husbands are on the rise although support for men getting back into the workplace. In the same way workplaces are geared towards supporting women working in part-time roles as secondary breadwinners but missing that many women are fulltime. Not always from choice (career women) but necessity. Just people with careers.
Organisations still have lots to do to truly embrace equality in the workplace. All male boards are all male boards. They can’t hope to represent the workforce in the way a more balanced team would. Likewise Unconscious Bias is alive and rampant in many recruitment practices. In many workplaces. PWC actually have a policy that women who work as receptionists have to wear 2-4inch heels. In 2016!
- People Analytics accelerate its growth
Companies are hiring head of people analytics, building teams and replacing HR platforms with a singular goal of creating a meaningful and useful database of information about their people.
New function is critically important. Just as Marketing can analyse the result of campaigns, create personas and segments of customer population and understand the drivers of market share success so companies are starting to be able to do for employees.
Emergence of behavioural economics leading to the application of ‘choice architecture. Allowing employees to choose next steps – ie choice of 2/3 new jobs. Turning traditional practices on their head.
HR teams are now becoming very data driven and the world of analytics is sweeping forward.
Many HR teams are led by people that don’t have these skills and consequently don’t set this as an area of focus. Organisations are too used to poor quality data coming from the HR team that there is a failure to invest. In better technology. In staff with the skills to produce meaningful reports. So many businesses still have appraisal systems requiring manual interpretation by the HR team. This reflects an approach and a period of time long gone by.
- New breed of HR leaders enter the stage
HR profession is going through a true reinvention. Younger leaders starting to take over, heavy investment in technology, organisations sharing their creative solutions openly and critically the alignment of HR with the business is improving dramatically. Innovation is key and the function of HR is becoming increasingly important to companies.
Yet many still have Administrators or Policemen in charge with old fashioned or paper driven systems, under trained teams, organisation structures that appear bloated and misaligned and many have not figured out how to do analytics yet.
It is obvious that companies with talented HR leaders will be more competitive. Sharper. More focussed.
How can companies with the wrong HR support ever truly compete on the global stage?
We find many companies are unaware of how HR is changing and either have no-one supporting them or have the wrong level of support.
Conducting a review of your HR needs is a sensible action for any CEO. Outsourcing HR needs, enhancing internal support, in-housing (hiring internally when you have had HR outsourcing support) and HR enhancement (additional services to compliment existing HR support) are all possibilities for fast growing and ambitious businesses.
Summarised from Predictions for 2016 – A bold new world of Talent, Learning, Leadership and HR Technology ahead. Bersin by Deloitte with commentary by Amelore.