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Talent Management Strategies for a Vuca World for NCA HRA

The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to:
Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are.
Outline the strategic business implications of a VUCA world for the HR profession.
Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent.
List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.

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Talent Management Strategies for a Vuca World for NCA HRA

  1. 1. TALENT MANAGEMENT STRATEGIES FOR A V.U.C.A. WORLD Dr. Shirley Davis, SPHR, SHRM-SCP SDS Global Enterprises www.drshirleydavis.com @DrShirleyDavis
  2. 2. 2 Flattened World Globalization An Era of Disruption—A V.U.C.A. World
  3. 3. GLOBAL WORKFORCE Women are the focus of 85% D & I efforts worldwide Worldwide, 49% of college students are women LGBT Anti-discrimination laws in 53 countries Globally, women control nearly $12 trillion of the overall $18.4 trillion in consumer spending Islam now makes up 21% of the population 10% of world’s population lives with a disability 51% of the world’s population are women By 2030, 54 percent of new workers will be people of color
  4. 4. Immigration will play the largest role in the growth of the United States through mid-century. GLOBAL WORKFORCE
  5. 5. GENERATIONAL CONVERGENCE GLOBAL WORKFORCE Source: Human Capital Strategy Consulting Market
  6. 6. Baby Boomers Reaching Retirement Age
  7. 7. Their retirements will dramatically affect the workforce of the future.
  8. 8. Understanding GENERATION Z GLOBAL WORKFORCE
  9. 9. GENERATIONAL DIFFERENCES Expectations Needs Work Ethic Value / Personality World Views Communication
  10. 10. Engagement and Retention
  11. 11. Global Worker Engagement Source: Towers Watson Global Workforce Study on Engagement, 2012Source: Towers Watson Global Workforce Study on Engagement, 2012 Highly Engaged 35% Unsupported 22% Detached 17% Disengaged 26% 13
  12. 12. Employee Engagement 2014 Engagement Levels 52% Disengaged 18% Actively Disengaged 30% Actively Engaged Source: Gallup Management Journal's semi-annual Employee Engagement Index
  13. 13. ENGAGEMENT Top Five Drivers of Engagement and Retention
  14. 14. ENGAGEMENT Top Five Drivers of Engagement and Retention
  15. 15. INTERNET OF EVERYTHING
  16. 16. NEW TECHNOLOGY CEOs say technology advances will transform their business over the next 5 Years
  17. 17. NEW TECHNOLOGY
  18. 18. Cloud Workforce
  19. 19. People around the world now bid for contract work. Contractors face lower revenues.
  20. 20. Networked Workplace Social networks are rapidly becoming “The new operating system of business.”
  21. 21. Virtual Relationships Whenever and Wherever Social Media Video Conference Skype
  22. 22. Smart phones and tablets circumvent corporate policies against the use of social media.
  23. 23. Talent Mismatch & Shortage
  24. 24. 27 CEO’s Response to Global Talent Challenges Global movement of talent increased 25% over the last 10 years and will grow by another 50% by 2020 Global talent is increasingly flowing to the US and other developed countries CEOs expect to get half of new product ideas from people outside the US Source: PWC 15th Annual Global CEO Survey 2012
  25. 25. Top 10 Jobs Employers are Having Difficulty Filling GloballyManpower Group: Talent Shortage Survey Technicians Sales Skilled Trades Engineers Management Accounting IT Staff Production Laborers Office Support
  26. 26. Skills Needed for The Future? Sense-Making (Find Deeper Meaning) Social Intelligence (Assess the emotions of others and adapt your approach) Novel and Adaptive Thinking (Solutions beyond rote or rules) Cross-Cultural Competency (Ability to operate in different cultural settings) Computational Thinking (Translate data into abstract concepts) New Media Literacy (Develop content that uses new media forms) Transdisciplinarity (Understand concepts across multiple disciplines) Design Mindset (Represent and develop tasks and work processes for desired outcomes) Cognitive Load Management (Discriminate and filter information for importance) Virtual Collaboration (Work productively in virtual teams) 30 Source: Institute for the Future (IFTF), Future Work Skills 2020
  27. 27. “The most valuable asset of the 21st century institution will be its knowledge workers and their productivity.” KNOWLEDGE WORKERS 1969 coins the term in Peter Drucker
  28. 28. KNOWLEDGE WORKERS Purpose: Creation, Distribution, Application of Knowledge
  29. 29. 1. Redesign your talent acquisition strategy 2. Formalize workforce and succession planning 3. Allow for intrapreneurship 4. Invest in line leadership development
  30. 30. 5. Enhance your employer brand 6. Reengineer your performance management systems 7. Update/integrate new technologies 8. Globalize your HR programs
  31. 31. 9. Commit to Diversity, Inclusion, Minimize Unconscious Bias 10. Develop work life integration and flexible/open workspaces 11. Individualized career management 12. Reinvent Yourself
  32. 32. SDS Enterprises, LLC A Global Workforce Solutions Firm Follow me on: Twitter (@DrShirleyDavis) Facebook Fan Page (The Success Doctor) LinkedIn (Dr. Shirley Davis)
  • UjjalGangopadhyay1

    Sep. 4, 2020
  • StefanRadauscher1

    Jun. 3, 2019
  • AchimT

    Feb. 5, 2018
  • mphe4zaza

    Jan. 10, 2016

The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to: Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are. Outline the strategic business implications of a VUCA world for the HR profession. Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent. List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.

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