Slides by Marius Meyer CEO, SABPP 13 March 2017

1. MARIUS MEYER
CEO, SA Board for People Practices (SABPP)
13 March 2017
Innovating HR towards the
2020 workplace

2. THE2020WORKPLACE

3. • HR Departments are challenged to adapt to the demands of the
new world of work.
• A changed mind-set and organisation culture is needed to
prepare for the 2020+ business environment.
• A flexible model is needed for innovating HR to thrive in this
new workplace.
• Top companies are already on the 2020+ journey.
• We also need to adopt a long-term view (2030).
INTRODUCTION

4. IBM: Working beyond Borders
31%
33%
34%
37%
28% 30% 32% 34% 36% 38%
Innovation
Client connectivity
Execution speed
Leadership
TOPORGANISATIONCAPABILITIES

5. IBM: Working beyond Borders
35%
52%
60%
0% 20% 40% 60% 80%
Ability to balance work
and life demands
Integrity
Creativity
LEADERSHIPQUALITIES

6. Only 11% of global companies say they are prepared to build
organisations of the future.
Deloitte Survey
READINESSFORTHEFUTURE

7. • Uncertainty and Disruption.
• Don’t know what will happen next - unpredictable.
• Conventional wisdom is challenged.
• Business models overturned.
• New business models emerging.
• Disruption is planned. If disruption is better planned,
then disruption will win.
• Group of talented people – plan disruption.
• Exploit weaknesses – new business.
• Current business models uncompetitive and not
sustainable - threatened.
THE2020WORKPLACE

8. How innovative is your HR function?
Very innovative – driving change & innovation
Innovative - good innovation and change
Some innovation – occasional innovative projects
Lacks innovation – very little focus on innovation
Not innovative at all – maintaining the status quo
HRINNOVATION

9. SOCIALMEDIA

10. • Skills and talent gaps in organisations
• Inconsistency in practice
• A lack of commitment to sound HR and
people management
• Poor people management skills
• Poor HR management skills - culture
• Speed & complexity of change
• Risk & compliance environment
• A lack of measurement
HRCHALLENGES

11. • Education not preparing students for new world of business.
• Unethical behaviour & practices now the norm.
• Bureaucracy & red tape, people want instant gratification &
speed.
• Labour legislation originates from previous century.
• Gap between needs of employers and employees.
• Employee benefit schemes – too traditional.
• Pension schemes: catered for 10-15 years; need is double+.
• Lost respect for leaders – huge leadership vacuum.
• Traffic – inconvenience and productivity loss.
• 0%+ economic growth.
• Cost of living rising, poor economic conditions.
THEHRMESSWEAREIN

12. • HR policies and procedures outdated/inflexible.
• Pace of change is too fast.
• Large pool of unemployed – no hope or meaning.
• Inequality – excessive remuneration.
• Inflexible work practices, not fit for future world of work.
• Diversity challenges.
• Strategy-execution gap is getting bigger.
• HR not delivering according to the needs of business.
THEHRMESSWEAREIN

13. “There are two radical changes in the HR space that are
coming from entirely different directions but are destined
to collide: HR Standards and Big Data. They are radical
because they will fundamentally change the performance
evaluation of HR, the teaching of the profession, and the
standing and credibility of practitioners.”
Neil McCormick & Chris Andrews
HR Advisory Bond University
TWORADICALCHANGESINHR

14. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Manage-
ment
HR FUNCTIONAL ARCHITECTURE
I
HR VALUE &
DELIVERY PLATFORM
Work-
force
Plan-
ning
L&D
Perfor-
mance
Mana-
gement
Reward
&
Recog-
nition
Em-
ployee
well-
ness
Employ
ment
Rela-
tions
OD
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review
ImproveHR MEASUREMENT
HR Audit: Standards & Metrics
HRCOMPETENCIES
© SABPP HR MANAGEMENT SYSTEM STANDARDSNATIONALHRSTANDARDS

15. GLOBALINTEREST

16. • Your Text Here
HRCOMPETENCIES

17. Human Capital Availability
•What is the match of supply and demand of economically active
people (skilled and unskilled) in the country?
•Where are specific under supply and over supply situations?
Human Capital Contribution
•How productive is the employed population?
•What is the level of innovation in the country?
Human Capital Wellbeing
•What health and wellbeing issues impact on the general
productivity potential of the economically active population?
Human Capital Wealth Creation
•How do different sectors of the employed population share in
the wealth created in the country?
•How attractive is the country to international talent?
Human Capital Cost, Investment and Growth
•What are we doing in terms of learning and development in the
school and post-school education system?
•How much are we spending on whom for what in the post-
school education system?
•What are we doing and how much are we spending on job
creation efforts?
•What health and wellbeing interventions are having positive
impacts on productivity?
© SABPP (2017)
NATIONALHUMANCAPITALCONFIDENCE
INDEX

18. FUTUREOFWORK

19. • Education and skills development systems - will
they adapt to meet employer needs?
• Balance of power – will de-unionisation in private
sector continue and how will shifting power
relationships play out?
• Economic growth – will the NDP be implemented
and economic growth achieve targeted levels?
• Tolerance and inequality – will the status quo of
inequality provoke major social unrest externally
to organisations and internally?
LABOURMARKETUNCERTAINTIES

20. 1. Corruption
2. Quality of infrastructure
3. Inclusive leadership
4. Pockets of excellence - can they be replicated?
5. Entrepreneurial revival
SAFLAGSTOWATCH
Source: IRMSA

21. Flags are key trends (unfolding events).
1. Embracing the new world of work
2. Reaching an inclusive, collaborative approach to labour
market development
TOP2FLAGSTOWATCH

22. • NDP implementation of “new world of work”
recommendations;
• Level of technological innovation by SA
employers;
• Adaptation of education system to “new world of
work” including practical, vocational training;
• Ability of informal sector businesses to transition
to the formal sector;
• Freedom of movement of employees between
formal and informal types of work.
EMBRACINGNEWWORLDOFWORK

23. • Resolution of centralised bargaining structures in favour
of new world of work;
• Significant programmes and results in anti-corruption and
competitive practices;
• Agreements on industrial action rules leading to decrease
in violent strikes;
• Power of organised business, labour & government used
to reach & implement transformative agreements;
• Adoption of co-determination practices at employer level.
INCLUSIVELABOURMARKET

24. LABOURMARKETSCENARIOS2030

25. CO-DETERMINATIONMODEL

26. • Is it time to disrupt HR with new models?
• Are HR Leaders enablers or obstacles?
• Do we continue with outdated HR practices?
• Do HR professionals have the right talent?
• What difference do we make to society?
• Are we competing or collaborating for talent?
• Are we using qualifications to keep talent out?
• Have we created an environment for talent to
succeed?
• Do we leverage technology?
• Do we chase fads or value?
CRITICALQUESTIONS

27. • Why do we continue with the 8 to 5 working day?
• Why do we continue with traditional annual performance
reviews?
• Why do we continue with traditional job descriptions?
• Why do we continue with outdated policies, regulations and
rules?
• Do we need a new HR-Uber model of disruption?
• Is it time for real disruptive innovation?
• Are we able to develop new leaders for the new work
environment?
• Are we able to create high performing and ethical
organisations?
• Are we able to step up and create the future workplace?
CRITICALQUESTIONS

28. ITISTIMEFORCHANGE

29. HR Professionals and their organisations should
take an active role in shaping the future. Let us
start courageous conversations and commit to
real engagement and being prepared to accept
outcomes other than those which each party
prefers. A deep grasp of the socio-economic
environment and future world of work is required.
Let us build relationships and understanding to
create a new way forward. We need a new focus
on creating the 2020+ workplace.
CONCLUSION

31. E: marius@sabpp.co.za
M: +27 082 859 3593
P: +27 11 045 5400
Li: linkedin.com/in/MariusMeyer/
@ mariusSABPP