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Future of work and HR

Future of work and HR. Working in a complex and evolving world of work. A state of flux…. Guess the year!.

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Future of work and HR

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  1. Future of work and HR Working in a complex and evolving world of work

  2. A state of flux…

  3. Guess the year! “We are just at the beginning of the revolution. It is advancing by leaps and bounds, gaining in impetus with each year. It is giving us more machines, faster machines, machines increasingly more intricate and complex. Life in the future will be speeded up infinitely beyond the present!” Raymond B Fosdick, President of the Rockefellar Foundation, 1922

  4. Guess the year! “There are so many new inventions indicating displacement of labor that technological unemployment may be an even more serious problem of the near future than it is now.” President Herbert Hoover, 1932

  5. Guess the year! “Oh dear,” said a poor girl, as she held up a salt bag to my view, “this was sewed by a machine; it is too bad; poor girls will soon have nothing to do. I know sights and sights of girls who used to make their living by sewing these bags and other coarse things, and now they are all out of work; it is too bad.” New York tailor quoted in a newspaper article, 1850

  6. Future of work and HR How is the world of work changing? What does the future of work mean for the HR function? How might HR look and feel in the future?

  7. UK Job quality: how does work feel today? UK employee job satisfaction (% satisfied or very satisfied)

  8. UK Job quality I am willing to work harder than I have to in order to help my employer or clients (%) Likelihood of voluntarily quitting in the next year (%)

  9. New realities in the world of work1 • High performing organisations: data and tech integration. More opportunity to outperform peers (“leaders in the pack”). • Different work options: freelancing, “gig-economy”, mutli-channel workforce strategy, new team-based models. • Life-long development: older workers as role-modelling behaviour, increased opportunity to train and learn, mentoring. • Automation: technology and talent augmentation. Productivity, and product opportunity. Changing legal landscape • Ethical impacts: Work, society and public policy clash – balancing multi-stakeholder needs, new regulation (GDPR) 1. Stockton, H., Filipova, M., Monahan, K. 2018 (Deloitte Insights)

  10. Continuum of changing requirements3 The assignment The organisation 3Willis Towers Watson – Future of work and the challenge for HR 2017

  11. The people profession: exploring the state of play

  12. The people profession in 2018 What helps them to uphold strong professional values? What helps practitioners to achieve career success?

  13. Career journeys

  14. 93% of practitioners have experience of working in a field outside the people profession. • Personal confidence is a key barrier to career progression.

  15. 2 in 5 practitioners feel over-skilled for their role, while 1/5 of those in the early stages of their career feel under-skilled

  16. What factors contribute to career success? • Experience outside the profession and right level of skills for the role are linked to progression. • CIPD members are more likely than non-members to be promoted and to have a high sense of meaning in their work.

  17. How can CIPD better support practitioners in their career development?

  18. Professional practice

  19. 2 in 5 practitioners have stated their views about an ethical issue to a manager in the past year • 31% say managers in their organisation often demonstrate unethical behaviour. • 13% have gone against managers’ decisions if they violated ethical standards.

  20. Over 6 in 10 say their job gives them the opportunity to fully express themselves as a professional

  21. Nearly 3 in 10 feel there’s a conflict between what their organisation expects of them and their professional beliefs

  22. Credibility of team/department cipd.co.uk/people-profession-survey

  23. Sources of evidence used in decision-making

  24. How can we better equip practitioners to demonstrate professional courage?

  25. Recommendations for people professionals Invest in CPD Be more evidence-based Build confidence to challenge

  26. Evolving HR: the future of the HR function

  27. Consultancy models of HR for digital HR Informed by data Specialist and expert Focused on solutions Agile Aligned to the business

  28. Blockers to the future of HR

  29. Future operating model of the HR function

  30. Evolution of HR function Single-issue HR (people or the business) Mutual-benefits HR (people are your business) HR ecosystem (people and business in the wider economy and society) Today Future Past 1920s 1970s 1990s 2010s

  31. Old problems - new frames of reference

  32. Principles of HR operating models Enabling environment

  33. The New Profession Map The new Profession Map sets the international standard for people professionals to make their greatest impact and thrive in a changing world of work.

  34. The different parts

  35. Get involved. www.cipd.co.uk @CIPD @ehoughtonCIPD

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