Christian Völkl, HRpepper Management Consultants

1. May 2015
HR Trends – A Future for HR
Christian Völkl, HRpepper Management Consultants

2. Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
05 | 2015 HRpepperHR Trends - A Future for HR2

3. Up to 1913 Up to 1945 Up to 1975 Up to 1995 Up to today Future
Social welfare Payroll office
Personnel-
management
Human
Ressource
Management
Strategic HR ??
• Protection
and safety
(e.g.
childrens‘
work)
• Professiona-
lization
• Work
conditions
• Around ca.
1970:
specialized
HR function
• HR-
Controlling
• C&B models
as lever to
increase
productivitiy
• (Strategic)
Business
Partner
• Change
Agents
• CoC / CoE
• HR SSC
?
From protection to administration to strategic function
Where do we come from?
© Dave Ulrich
© EDEKA© bpk
05 | 2015 HRpepperHR Trends - A Future for HR3

4. “If HR does not force its
way into the heart of
strategic planning in
organizations, it will default
to a technical and
transactional dead end.”
Helen Drinan
Former president and CEO, Society for Human
Resources Management
Bild:©ACEA2012/GillesMartin-Raget
05 | 2015 HRpepperHR Trends - A Future for HR4

5. Just cannot hear it any longer...
5 HR Trends - A Future for HR
Strategic Partner

6. Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
05 | 2015 HRpepperHR Trends - A Future for HR6

7. Results of current consultancy studies
Do these trend observations provide true
guidance for HR?
05 | 2015 HRpepperHR Trends - A Future for HR7
Source: 2013 Kienbaum Management Consultants
Source: 2015 Bersin by Deloitte
Source: 2014 BCG and WFPMA

8. Google Search Requests for Demographics & Employer Branding
Not exactly what you would call a trend...
05 | 2015 HRpepperHR Trends - A Future for HR8
Demographics
Employer
Branding

9. Search Requests for Diversity Management & Innovation Management
Not exactly what you would call a trend...
05 | 2015 HRpepperHR Trends - A Future for HR9
Innovation Management
Diversity Management

10. Certainly a trend: Business models at risk
05 | 2015 HRpepperHR Trends - A Future for HR10
The only thing for sure is that hardly anything is certain...

11. BusinessModelCanvasdesignedbyBusinessModelFoundryAG
05 | 2015 HRpepperHR Trends - A Future for HR11
Successful business models satisfy customer needs with experience-based value
propositions
Not a trend but a fact: Customer experience at
the heart of ever more business models
EnterprisePerspective
Experience
CustomerPerspective

12. 05 | 2015 HRpepperHR Trends - A Future for HR12
The product...

13. 05 | 2015 HRpepperHR Trends - A Future for HR13
(Foto: http://news.starbucks.com)
...the experience....

14. 05 | 2015 HRpepperHR Trends - A Future for HR14
Positive Kundenerlebnisse
(Foto:
http://www.flickriver.com/ph
otos/eriq/tags/starbucks/)
(Foto:
http://sallison.blogspot.de/2010_09_01_arc
hive.html)
...the desired outcome...

15. 05 | 2015 HRpepperHR Trends - A Future for HR15
Ohne Kundenerlebnisse
(Foto: http://i.bnet.com/blogs/oracle-sues-google-over-java.jpg)
...the product without the experience!

16. What kind of work-related experiences enable
employees to provide exceptional customer
experiences?
05 | 2015 HRpepperHR Trends - A Future for HR16
Quiz question

17. Meaning is the new money!
What does Google say?
05 | 2015 HRpepperHR Trends - A Future for HR17
Meaningful Work

18. Strategy development
05 | 2015 HRpepperHR Trends - A Future for HR18
Linking strategy development with strategy deployment—it‘s the experience,
stupid!
Customer and employee experience as focal
points for institutionalizing business models
Experience
EEmp Cust
Orientation
Work
Identity
Brand
Strategy
deployment

19. Agenda 1 Where do we come from? 2
2 What do we need to tackle? 6
3 What are our answers? 19
05 | 2015 HRpepperHR Trends - A Future for HR19

20.  Interaction (e.g. leadership behavior)
 Messages (e.g. information, content)
 Artefacts (e.g. work contract)
05 | 2015 HRpepperHR Trends - A Future for HR20
For providing meaningful employee experiences, HR can design the experience
itself, the work system as well as the mechanisms for orientation
Employee Experience Design
Employee CustomerE
Identity
Brand
Work
 Organization (e.g. roles)
 Processes (e.g. interfaces)
 Connectivity (e.g. social media)
Orientation
 Guidance (e.g. vision, mission)
 Regulation (e.g. KPIs)
 Appreciation (e.g. rewards)

21. 05 | 2015 HRpepperHR Trends - A Future for HR21
Creating value from untapped needs: Designing the employee experience as a
mandate for a strategic Human Resources function
Employee Experience Design (EED)
„EED summarizes the practice of intentionally
designing HR products, services, events, and
organizational environments with a focus on the
quality of the employee experience and
organizationally relevant experiences.“
(Source: Wikipedia)
Source: Personalmagazin, Ausgabe 06/2014,
www.personalmagazin.de

22. We‘re looking forward to a stimulating
discourse with you.
HRpepper GmbH & Co. KGaA
Tempelhofer Ufer 11, 10963 Berlin
T +49 30 2593575 0
F +49 30 2593575 5