1. A Changing Organisation?

2. A Changing World
10 July 2012
H R M
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3.  Engagement
 Employee Lifecycle
 Employer Brand
 Learning Culture
A Changing World
10 July 2012
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4. Gallup survey of 42,000 staff randomly selected, 2/3rds were disengaged
75% of leaders have no engagement plan yet 90% state it impacts on
business success
If 25% worst scoring (engagement) M&S stores performed as well as the
top 25% then M&S sales would increase by £104m
15% increase in engagement = 2% increase in operating margin
A Changing World
10 July 2012
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5. “They just wont do what I ask of them”
“They don’t work the hours they need to, to be successful”
“They expect to be the next Director and they have only just joined”
“I dont want them to have access to facebook.....”
 Generation Y 1980 – 1993 (32 to 19 years old)
 They grew up accustomed to the PC
 Became used to the internet
 Respect should be earnt and not based on hierarchy
 Want to add value and ‘be included’
 Generation Z 1994 – 2004 (18 to 8 years)
 ‘Weisure’
 Multi tasking
 Highly creative
 Reduced attention span
 Inability to analyze data
A Changing World
10 July 2012
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6.  Attraction
 Social Media
 Interest groups
 Use of Brand
 Onboarding/Development
 Speed of involvement
 Learning 3.0
 Talent pipeline
 Is your talent looking?
 Has budget restraint impacted on talent development?
 Succession planning
 Robustness of plans
 Successors ready
A Changing World
10 July 2012
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7.  External
 Employment articles
 Reputation
 New approaches
 Word of mouth
 Internal
 Belief in Organisation
 Trust in Leadership
 Value Organisation creates
Impact on turnover, productivity, creativity
A Changing World
10 July 2012
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8. Me
Stakeholder needs
Strategy
My Team
Structures
Systems
Styles
Skills
Principled Centred Leadership – Steven Covey
10 July 2012
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Shared
Mission,
Vision,
Values

9.  30% success rate in change programs
 50% of all those programs to fail do so because of 2 things;
 Leadership failing to visibly support change
 Staff resisting
 Why?
 Insufficiently planned
 Poorly communicated
 Lacks influence to drive change
 Resources to manage change
 Size of change and exhaustion
A Changing World
10 July 2012
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10. Can you please
come and dance
in the middle
of this room?
A Changing World
10 July 2012
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11. 11
Needs that are
met or not met
Thinking
and feeling
Behaviour
Visible
What we see and
attempt to address
Invisible
What we don’t see,
but creates behaviors
(mindsets)
Values
and beliefs
A Changing World

12. “If I know why
I should
dance….the
WIIFM”
“If I get a pint
of beer”
“If someone
else is
dancing”
“If someone
teaches me
how to
dance”
“ . . . I have the
skills and confidence
to behave in
the new way”
Skills and
competencies
“. . . the systems
reinforce
the desired change”
Aligned systems
and structures
Role modeling
“. . . I know
what I need to
change and
I want to do it”
Under-
standing and
commitment
“ . . . I see my leaders
behaving differently”
“I will change my behaviour, if …”
10 July 2012 H R M 12

13. Changing Organisations
10 July 2012 H R M 13

14. A Changing World
A Changing Organisation?
H R M
Martin Nicholson
HR Consultant
HRM Consultancy Limited
07877173522
Enquiries@hrmngt.co.uk