On November 15 Tom Haak, Director of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Leads of the Dutch universities. These are the slides he used.

1. HR Trends
16 November 2017

2. 9 trend
areas
Short desciption
From hierarchy to network / from closed to open
The invasion of smart tech
Globalisation/ Localisation
From X to Y to Z: more generations in the workforce
Making fun is serious business
Purpose before pecunia
Increasing speed: fast eats slow
From Big Bang change programs to small experiments
From intuitive HR to evidence/ fact based HR
Version 2.0 | copyright HR Trend Institute

3. 1. changing shapes of organizations

4. flatter

5. from individuals to teams to networks of
teams

6. holacracy
flatarchy
wirearchy
teal
teams are the basis

7. Different talent sources
Internal talent
pool
Online
Intermediary
Alumni
Start-ups Self employed
Talent Sharing

8. from fixed jobs to fluid roles

9. job crafting
job piling
9

10. the end of traditional recruitment
profile recruitment selection
offer onboarding start

11. you hire a candidate and her network

17. 17

18. Explore your potential

19. 2. smart tech

20. man/machine
collaboration
20

27. 27

28. 28

30. Joy & pride

37. 37

39. 39

41. A computer with a roof (“The Edge”)

42. Jimmy, Intel’s 3D
printed robot

43. Digital Intelligent Assistants

44. Enterprise Behavioral Matching

47. algorithm aversion
47

48. 3. Globalisation/
Localisation

51. 4. from X to Y to Z:
more generations
in the workforce
or: individualisation

52. from collective to segments to individuals

53. Job Profiles Personas A real individual
approach

54. Techie Tom
Director
Consultant
Entrepreneur
Independent
Demographics:
• Dutch
• 51 +/- 13
• Some money on the bank
• Family, children are students
Goals:
• Make a difference
• Have fun/ learn a lot
• Inspire HR professionals
• Become a guru
Challenges:
• Too many ideas
• Not enough focus
• New = good
Fears:
• Getting old
• Not being able to run
• Routine
What he likes:
• Simple solutions
• To be involved
• Brainstorming
• Being on the stage

55. 5. making fun is serious business

56. gamification

57. the consumerisation of HR

58. from ptb to cx

59. 59
The Employee Experience (or Journey)/ EX

60. Exploration Onboarding
Organization/
Teams
Performance /
Productivity
Growth Offboarding
Persona
1
Persona
2
Persona
3
Persona
N
Tailored Employee Journeys for each of the personas
What are the moments that matter for Persona 1?
What are the moments that matter for Persona 2?
What are the moments that matter for persona 3?
What are the moments that matter for Persona N?

61. gamification

63. 63

64. 64

65. 65

66. 66

70. 70

73. 73

75. 75

76. 76

77. 6. purpose before pecunia

78. change the
world list
(fortune)

80. 80

81. At AMAZON
meetings
start with
30 minutes
silence

84. Zappos HQ in
downtown Las Vegas
“Casual Colision”

86. Sitting is the new smoking
Visser, Rietveld
& Rietveld

88. 7. From slow to fast

89. Performance management trends
Process
• Faster feedback
• No more annual reviews
• No performance ratings
• Accenture, Deloitte, Nokia
Measurement
• How to measure
performance?
• How to predict top
performers?
Performance
Consulting

90. Performance: not a Bell curve,
but a Power Law distribution
Performance
Number of people

91. Would you hire this person again?

92. 92

93. 93

95. 8. from Big Bang change programs
to small experiments

96. 96

97. Tribes/ Chapters/ Squads

98. 9. from intuition to evidence-based

99. The Vitesse example

100. Accenture Sweden: diversity

103. - hrtrendinstitute.com
- Twitter: @tomwhaak
- Flipboard: The Future of HR
- Pinterest: The Future of HR
103

104. some final remarks

105. Human nature does not change (so fast)
What are people looking for?
• Security
• A sense of belonging
• Clear goals
• Being heard
• Challenges
• Success
• Support from the top
• Attention
• ……..
• ……..

106. Back up slides

107. The HR Plan
A. What is the
strategy?
A’. What
are the
current
issues?
B. What are the
capabilities need to
strengthened?
• Leadership
• Technical/Functional
• Operational
C. What is the required
culture, to avoid issues
and to be successful?
D. What is
the gap
with the
current
situation?
Clever use
of
People
Analytics
E. What are the
priorities?
What is the plan?
• Focus!
• Preference for high impact/
low effort initiatives
F. What capabilities and what
organisation are needed in HR to
implement the plan?
• Mission/ vision
• Roles & responsibilities
• External partners
• Program/ project mgt
• Communication
• Measurement
• HRIS
Recruitment/
Selection
Staffing/ Succession
Mgt
Training/
Development
Talent Development
Performance Man
Compensation &
Benefits
Internal
communication
HR Trend
Scan
Clever use
of
People
Analytics

108. 108

109. Basic architecture HR
HR Trend Institute 2016
CHRO
Innovative
HR
Service
Providers
HR advice
Designing and driving
the HR agenda in the business
Pool of limited number of high level HR
advisors (HR generalists).
Focus:
HR strategy: what are the most
effective interventions (organisation/
people) that will help the strategy
implementation?
Yes:
• Strategy
• Workforce planning
• Staffing key positions
• Succession management
• Talent development
No:
• Employee relations/ individual
advice
• The go to person for all kind of HR
related questions
HR Operations
Delivering world class HR services to management and employees
Manager and
employee self
service portal
(HRIS)
HR specialists
HR call center
Comp & Ben, incl
global mobility
Recruitment
Analytics
Talent
Training & Dev.
HR Administration/ Payroll

110. 1. Profile
• What are the relevant characteristics of top
performers? (inside/ outside)
• What personalities fit in our culture?
• Based on data, not assumptions
Candidate pool
2. Machine: go find
candidates!
3. Chatbot: test the appetite,
and do some simple checks
(24/7, a bot with personality)
4. Online tests, assessments
and experience
(24/7, fun to do)
5. Meet some people!
Hire the best
Employer Branding
Community Management
Preparing the pool 6 . Onboarding
7 . Work, learn and develop
8 . Track performance, and
use data to refine the profile

111. Capability
Pool 2
Capability
Pool 2
Capability
Pool 3
Capability
Pool 4
Capability
Pool 5
Capability
Pool 6
Capability
Pool 7
Sourcing/
Staffing
The Organization,
build from teams

112. 112