Presentation by Jennifer McClure - President, Unbridled Talent LLC - at the February 22, 2012 Federal Reserve Bank of Atlanta's HR Summit. http://unbridledtalent.com

1. the
future
of
HR
delivering
compe..ve
advantage
in
your
organiza.on

2. who
am
i?
2
years
-­‐
president
of
unbridled
talent
5
years
–
execu.ve
recruiter
7
years
–
social
media
anthropologist
18
years
–
human
resources
leader

5. HR
competencies
1. business
knowledge
10. HR
knowledge
2. coaching/developing
others
11. integrity
3. credibility
12. leading
change
4. cri.cal/analy.cal
thinking
13. organiza.onal
knowledge
5. cross-­‐cultural
intelligence
14. persuasiveness/influencing
others
6. effec.ve
communica.on
15. results
orienta.on/drive
for
performance
7. ethical
behavior
16. shaping
organiza.onal
culture
8. flexibility/adaptability
17. strategic
thinking
9. global
intelligence/global
mindset
18. technological
savvy
SOURCE: 10-­‐0097
HR
Leadership
Competencies
Exec.
Summary-­‐FNL.pdf

6. Competencies 1 2 3 4 5
flexibility/adaptability
rela;onships
ethical
behavior
effec.ve
communica.on
credibility
integrity
persuasiveness/influencing
others
HR
knowledge
systems
&
processes
business
knowledge
organiza.onal
knowledge
technological
savvy
coaching/developing
others
results
orienta.on/drive
for
performance
organiza;onal
strategic
thinking
capabili;es
cri.cal/analy.cal
thinking
cross-­‐cultural
intelligence
global
intelligence/global
mindset
Leading
change
shaping
organiza.onal
culture

7. top 5 HR leadership competencies
1
2
3
4
5
effec.ve
strategic
HR
ethical
communica.on
thinking
knowledge
integrity
behavior
59%
57%
56%
38%
37%
SOURCE: 10-­‐0097
HR
Leadership
Competencies
Exec.
Summary-­‐FNL.pdf

8. where
we’ve
been
• layoffs
• hiring
freezes
• expense
control
• cutbacks
in
training
• pay/benefits
reduc.ons

10. challenges
ahead
SOURCE: Global firms in 2020: The next decade of change for organisations and workers (The Economist Intelligence Unit, sponsored by SHRM; 2011

11. “the
reality
is
that
the
HR
professionals
must
evolve
into
being
the
best
thinkers
in
the
company
about
the
human
and
organiza;on
side
of
the
business.
the
human
side
of
the
business
is
a
key
source
of
compe44ve
advantage.”
ulrich
&
brockbank
–
entrepreneur
magazine
HR

12. study
the
roadmap

13. talent
management
priori;es
SOURCE: DeloiWe
Talent
Edge
2020:
RedraZing
talent
strategies
for
the
uneven
recovery
-­‐
January
2012

14. 1.
workforce planning
defini.on:
the
systema;c
iden;fica;on
and
analysis
of
what
an
organiza;on
is
going
to
need
in
terms
of
the
size,
type,
and
quality
of
workforce
to
achieve
its
objec.ves.
it
determines
what
mix
of
experience,
knowledge,
and
skills
is
required
and
sequences
steps
to
get
the
right
number
of
right
people
in
the
right
place
at
the
right
;me.

15. why
is
workforce
planning
cri;cal?
• supports
the
budge.ng
process
• supports
the
strategic/business
planning
process
• iden.fies
shortage
of
qualified
talent
to
fill
cri.cal
roles
• iden.fies
cri.cal
talent
within
the
organiza.on
• iden.fies
skills
gaps
in
the
workforce
• iden.fies
cri.cal
roles

16. business
impact
51%
of
companies
have
lost
business
because
they
don’t
have
the
right
people
SOURCE: UNIVERSUM Employer Branding Insights 2011

17. 2.
aIract
&
recruit
the
right
talent
“in
a
knowledge
economy,
companies
with
the
best
talent
win
–
and
finding,
nurturing
and
developing
that
talent
should
be
one
of
the
most
important
tasks
in
a
corpora4on...”
keith
hammonds
-­‐
fast
company
magazine
2005

18. most
pressing
talent
concern?
41%
compe;ng
for
talent
globally
and
in
emerging
markets
SOURCE: DeloiWe,
“ Talent
Edge
2020:
Blueprints
for
the
new
normal”
(December
2010)

19. impending
talent
shortage
% of employers experiencing difficulty filling jobs due to lack of available talent
SOURCE: Manpower 2011 Talent Shortage Survey (May 2011)

20. factors
impac;ng
ability
to
fill
jobs
lack of experience
28%
lack of available applicants
24%
lack of "hard" job skills or technical skills
22%
lack of knowledge of business/academic
15%
disciplines/industry or formal qualifications
looking for more pay than is offered
11%
don't possess right values or mindset
10%
lack of "soft" skills or interpersonal/
8%
communications skills
don't possess the right personality &
6%
intelligence
0%
5%
10%
15%
20%
25%
30%
organiza;onal
candidate
specific
environmental/market
SOURCE: Manpower 2011 Talent Shortage Survey (May 2011)

21. recrui;ng
evolu;on
• help
wanted
signs
• newspaper
ads
• job
boards
• career
site
• social
media
• talent
communi.es
• mobile

22. 3.
reten;on
of
key
employees
“those
that
build
great
companies
understand
that
the
ul;mate
throBle
on
growth
is
not
markets,
technology
or
compe;;on.
it’s
one
thing
above
all
others:
the
ability
to
get
and
keep
enough
of
the
right
people.”
jim
collins
–
good
to
great

23. employees
are
restless
65%
of
employees
have
been,
plan
to
or
are
currently
seeking
new
employment
SOURCE DeloiWe
Talent
Edge
2020
(
April
2011)

24. why
people
leave
SOURCE: http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf

25. understand
reten;on
drivers

26. understand
risks
&
opportuni;es
what
would
encourage
you
to
look
what
would
keep
you
with
your
for
new
employment?
current
employer?
SOURCE DeloiWe
Talent
Edge
2020
(
April
2011)

27. communicate
clear
career
paths
53%
of
those
seeking
new
opportuni;es
would
stay
with
their
current
company
for
the
prospect
of
job
advancement
or
promo;on
SOURCE DeloiWe
Talent
Edge
2020
(
April
2011)

28. evaluate
compensa;on
&
benefits
plans

29. business impact
25% of annual salary (typical cost to replace an employee)

30. 4.
develop
future
leaders
“leadership
development
programs
are
commonplace
in
organiza;ons
but
their
effec4veness
and
value
are
generally
not
measured
in
meaningful
ways.”
january
2011
ASTD
study

31. leadership
development
priority?
82%
of
HR
professionals
say
they
don't
have
the
bench
strength
needed
in
their
organiza;ons
today
65%
of
organiza;ons
don't
have
a
formal
process
to
iden;fy
&
grow
the
talent
that
they
need
SOURCE DDI
Research

32. focus
your
efforts
6 9
only
to
percent
of
the
employee
popula.on
falls
into
the
high-­‐poten.al
space
SOURCE Corporate
Execu.ve
Board

33. plan
it.
do
it.
measure
it.
team
work
mentors
job
assignments
create
experiences
coaches
special
projects
customized
learning

34. involve
execu;ves
• teach
courses
or
present
key
business
issues
• promote
programs
and
encourage
par.cipa.on
• ac.vely
coach
and
mentor
future
leaders
• iden.fy
key
business
issues
for
par.cipants
to
resolve
• hold
leaders
accountable
for
developing
direct
reports
• require
all
leaders
to
have
a
development
plan
in
place

35. 5.
improve
employee
engagement
“the
single
highest
driver
of
engagement
is
whether
or
not
workers
feel
their
managers
are
genuinely
interested
in
their
wellbeing.”
towers
watson
global
study

36. employee
engagement
SOURCE: BlessingWhite_2011_EE_Report.pdf

37. engagement
drivers
80%
76%
what
happens
on
a
great
workday?
60%
53%
43%
40%
25%
19%
20%
0%
progress
collaboration
instrumental interpersonal important work
support
support
SOURCE hWp://hbr.org/2010/01/the-­‐hbr-­‐list-­‐breakthrough-­‐ideas-­‐for-­‐2010/ar/1

38. remove
barriers
• holding up resources
• personal jealousies
• powerful people
• individuals resistant to change
• being indecisive
• corporate politics
• out of date policies

39. maximize
use
of
technology
cloud
computing

40. 6.
ensure
a
great
place
to
work
“a
great
place
to
work
is
one
in
which
you
trust
the
people
you
work
for,
have
pride
in
what
you
do
and
enjoy
the
people
you
work
with.”
robert
levering
–
great
place
to
work®

41. inspire
trust
in
leadership
87%
of
employees
looking
to
leave
believe
their
current
employer
does
a
poor
job
of
inspiring
trust
and
confidence
in
corporate
leadership
SOURCE DeloiWe
Talent
Edge
2020
(
April
2011)

42. pride
=
reten;on
SOURCE: Great Place to Work® Institute & BLS data

43. iden;fy
enjoyment
drivers
ask:
describe
what
you
enjoy
about
working
here
in
3
words
www.wordle.net

44. business
impact
SOURCE: Russell Investment Group

45. “a
company’s
culture
is
oHen
misunderstood
and
thought
of
as
a
touchy-­‐feely
thing
that
belongs
to
HR.
the
truth
is,
culture
is
not
an
intangible
or
a
vibe
you
get,
or
the
cool
office
furniture,
or
hip
lobby
décor.
culture
is,
in
fact,
one
of
the
most
important
drivers
of
long-­‐term
success
and
must
be
set,
tweaked,
monitored,
and
nurtured,
just
like
other
pieces
of
the
business
strategy.
quite
simply,
your
culture
is
the
environment
in
which
your
strategy
and
your
people
thrive
or
die
a
slow
death.”
jason
averbook,
knowledge
infusion

46. 7.
communicate
like
an
execu;ve
“communica;on
–
the
human
connec;on
–
is
the
key
to
personal
and
career
success.”
paul
j.
meyer

47. salesmanship

48. nego;a;on

49. confronta;on

50. business
impact

51. let’s
for
a
minute

52. HR
strategic
objec;ves
1. manage
the
bank’s
talent
&
resources
to
the
fullest
poten.al
2. achieve
opera.onal
excellence
as
a
dis.nguished
human
resources
provider
3. influence
the
management
of
staff
performance
&
engagement
in
order
to
achieve
a
high
performing
culture
in
the
bank

53. “what
if...”
1. if
we
didn’t
care
what
it
cost,
how
would
we
achieve
this
objec.ve?
2. if
we
didn’t
need
anyone’s
authoriza.on,
what
would
we
do?
3. if
this
were
a
perfect
world,
what
would
our
next
step
be?
4. if
we’d
be
respected
no
maWer
what
we
proposed,
what
would
we
propose?

54. wrap
it
up

55. data
is
your
friend

56. shiQ
your
focus
ti ve !
p ro a c

57. make
decisions

58. move
up
the
value
ladder
SOURCE: Bersin
&
Associates,
2009

59. be
a
business
leader
who
works
in
HR
it
is
impossible
for
high-­‐impact
HR
professionals
to
live
“in
HR”
–
they
must
live
“in
the
business.”

61. what’s
your
plan?

62. Thank you!
hWp://unbridledtalent.com
jennifer@unbridledtalent.com
hWp://www.facebook.com/UnbridledTalent
hWp://www.linkedin.com/in/jennifermcclure
hWp://twiWer.com/JenniferMcClure