Actuele HR Thema's

Actuele Thema‘s

Willem E.A.J. Scheepers MBA

“Tell me and I forget, Ask me and I am
engaged, Involve me and I am
committed”

Een nieuwe HR agenda

• Ontwikkeling van een goed ‗werkgevers imago‘ om
talent aan te trekken en vast te houden

• Ontwikkeling van een HR value chain en goede HR
architectuur (relatie structuur en uitvoering)

• Ontwikkeling van een organisatiecultuur om
concurrentievoordeel te bereiken

• Ontwikkeling van HR competentie en
geloofwaardigheid in het management team

• Ontwikkeling van leiders en van managers
Bron: www.managementpro.nl

Six Converging Workforce Trends
(EU/US)

• Shrinking Pool of Skilled Labor
• Changing Family Structures
• Increasing Number of Women
• Changing Expectations of Men
• Emerging Expectations of Generations of X & Y
• Increasing Impact of Technology

‘Mass Career Customization‘, Cathleen Benko, Anne Weinberg

Harvard Business Publishing
―Management Tip: March 30, 2009‖

―To attract, retain, and get the most from Gen Ys, create the right kind
of work environment. Start by emphasizing your company's values,
reputation, and community involvement to Gen Y job candidates.
They often prefer to work on their own schedules, so be flexible
about asynchronous work. Where possible, performance
management should focus on task completion, not time spent.‖

Today's Management Tip was adapted from quot;Guide to Managing Ys,quot; by Tammy Erickson for Harvard Management
Update.

ACTUEEL
dus

Hot Spot! 

‗De moderne organisatie wordt Groter, Virtueler, kent
meer Diversiteit en wil vooral een samenstelling zijn van
Talenten. Het zijn deze 4 karakteristieken van de
moderne organisatie die het Samen Werken binnen die
organisatie tot een uitdaging maken en de organisatie
zelf tot een Hot Spot! Een Hot Spot waar het Delen van
Kennis cruciaal is voor de continuïteit van deze
(moderne) organisatie.‘

Bron: Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy—and Others Don’t. Lynda
Gratton.

Managing Recruitment and Retaining Talent using the
Investors in People Framework
Examples of Areas to Explore using IIP Framework
• The recruitment strategy alone, in terms of attracting and then selecting people, is not
enough to make sure that people are useful to the organisation when they join. The
organisation will need to consider how best to support people who join, both in the
early days and as they progress, in order to offer them an attractive package. For
example, if the decision is made to recruit migrant workers, then the organisation
might consider how it will support language training. These considerations are
important before recruitment commences, of course, not only because arrangements
should be in place but also because the arrangements can be presented to potential
recruits as a reason for joining this organisation as opposed to another.
• A workforce inspired and encouraged to learn, in a safe environment where there is
the space to try new approaches and learn from mistakes, will be more motivated and
will give longer service to the organisation. Does the evidence suggest that the
organisation is getting this right?
• Does the provision of career advice help people to see how they can progress, or see
value in remaining with the organisation for longer?
• Is there evidence of people feeling more positive about the organisation because of
the way they view their leaders and managers?
• Are people committed to organisational success? If not, why not? Is
this likely to affect retention?
• Etc. Bron: http://investorsinpeople.spaces.live.com

quot; Culture is more often a source of conflict than of synergy.
Cultural differences are a nuisance at best and often a
disaster.quot; Prof. Geert Hofstede, Emeritus Professor, Maastricht University.

“For those who work in
international business, it is
sometimes amazing how
different people in other
cultures behave.”

DELOITTE‘s WIN Program
―WIN = Women‘s Initiative.‖
Een Plan gebaseerd op Strategisch Inzicht!

• The Workforce is Shrinking.
– The domestic labor force will grow at the anemic rate of 1% annually through
2014.
– By 2012 there will be a six-million-person gap in the U.S. between the number of
students graduating from college and the number of workers needed to cover job
growth and replace retirees.
• More and better-educated women are entering the workforce. They have
more options now than ever before.
– Women comprise nearly 50% of the U.S. labor pool.
– 60% of all accounting bachelor‘s degrees are awarded to women.
– 58% of all bachelor‘s degrees and master‘s degrees are granted to women.
– Women now hold more than half of all managerial and professional positions in
U.S. businesses.

(Bron: ‗Vrouwen Werven, hoe ver wil je daarbij gaan?‘; www.managementpro.nl 11/10/07)

Managing Equality and Diversity using the Investors in
People Framework
• Does the organisation have a clear vehicle for business planning in which equality
and diversity issues are included, or can be included, to ensure they are monitored
and measured?
• Is the equality and diversity concept expressed within the organisation‘s values?
• Do managers and team members understand the implications of equality and
diversity for how they are expected to work?
• Has the organisation considered ways to measure and evaluate its achievements in
equality and diversity?
• Do top managers understand what diversity means and are they able to articulate
their strategy for this? This is a core standard requirement.
• Have top managers thought about what they require from managers to support
equality and diversity and represented this in the capabilities they require?
• Do managers understand the part they have to play, and what they should do to
make the processes fair?
• Do people in the organisation believe that this is resulting in fair recruitment and
selection?
• How do managers work with individual talents?
• Do people feel that their talents are understood and utilised?
• Etc. Bron: http://investorsinpeople.spaces.live.com

De 7 Manieren waarop je Gigantisch kunt Mislukken

• The Synergy Mirage (nb; denken dat onze organisatie er door een fusie op
vooruit gaat….)
• Faulty Financial Engineering (nb; de financiële verantwoording groeit je
boven de pet….)
• Stubbornly Staying the Course (nb; aan oude gewoontes blijven
vasthouden….)
• Pseudo-Adjacencies (nb; nieuwe producten aan bestaande klanten
verkopen….)
• Bets on the Wrong Technology (nb; helaas jouw organisatie koos zojuist
voor de verkeerde technologie….)
• Rushing to Consolidate (nb; consolideren die hap…..)
• Roll-Ups of Almost Any Kind (nb; pakken wat je pakken kan….)

Bron: ‗Seven Ways to Fail Big‘; HBR 09/2008

Welke Veranderingsstrategie
Welke Veranderingsstrategie
Incrementeel of Radicaal ??
Incrementeel of Radicaal

‗CRISIS ‗TRANS-
Radicaal MANAGEMENT‘ FORMATIE´
(Discontinue
Verandering)
AARD VAN DE
VERANDERÌNG
Incrementeel
‗OPBOUW‘
(´stapsgewijze´ ‗‗FINE TUNING‘
Verandering)

Korte Termijn Lange Termijn

TIJDSPERSPECTIEF

McBain, 2003

Managing Change using the Investors in People
Framework
• Are the processes for involving people in planning working effectively to allow them to
identify necessary change?
• Do people have enough information and support to be able to identify changes or
contribute their comments?
• Has the organisation discussed planned changes, or sought views of necessary
change, from representative groups?
• Is there a culture of encouraging people to contribute, and is it working effectively?
• Is the organisation committed to making sure people have the information and
understanding they need to relate to the change?
• Has the organisation analysed the skills implications of planned changes?
• Are managers clear on how to do this?
• Are leaders and managers role modelling a willingness to tackle their own learning
needs implied by change?
• Do people believe learning is part of the culture, and therefore it‘s okay to need to
adapt to change?
• Etc.

Bron: http://investorsinpeople.spaces.live.com

„We beschouwen onze verantwoordelijkheid
jegens onze volgers als een morele
verantwoordelijkheid, we definiëren
Leiderschap als het plaatsen van de
behoeften van de volgers boven die van de
leider, en dat is de 1e Waarde die we onze
toekomstig leiders leren.‟

Colonel Tom Kolditz, US Army (2009))

De Kwaliteit van Communicatie in de Organisatie

C = (V x L)¹ + G²
‘De vrouw wier klacht ik op een keer weigerde tot het eind toe aan te horen had gelijk toen ze
uitriep dat als de tijd me ontbrak om naar haar te luisteren, me ook de tijd ontbrak om te
regeren.’
(Hadrianus, Romeins keizer ca. 100 n.Chr.)

(Bron: www.willemscheepers.nl, ‗ebooks en artikelen‘)

Leadership using the Investors in People Framework

• Does involvement in planning processes really give people a sense of ownership?
Are leaders making sure this works effectively? There is a different between paying
lip-service to involvement, and really inspiring others through strong leadership.
• Do the top managers understand what they need to do to be ‗inspirational‘, and is this
how they are perceived?
• Are managers following the inspirational approach of their leader/s?
• Does the evidence suggest that people really are motivated to achieve the vision?
• Is the behaviour of leaders having a positive, or negative, effect upon people‘s
understanding of what good management and leadership looks like?
• Do people have trust and respect for the leaders of the organisation?
• Is there encouragement for everyone to develop their leadership capabilities?
• Is there a sound strategy for communication, sharing and learning between teams or
functions?
• Is knowledge and learning shared effectively across the organisation, between those
who share development needs, or to enhance inter-team working?
• Etc.


Work / Life balance.
‗Be a Better Leader, Have a Richer Life‘

 Tracking and Reflecting.
 Planning and Organizing.
 Rejuvenating and Restoring.
 Appreciating and Caring.
 Focusing and Concentrating.
 Revealing and Engaging.
Time Shifting and ―Re-Placing‖.

 Delegating and Developing.
 Exploring and Venturing.

Bron: ‗Be a Better Leader, Have a Richer Life’; S. Friedman, HBR 04/2008

MVO/CSR.

Bron: Strategy and Society: The Link Between Competitive Advantage and Corporate Social
Responsibility; Porter & Kramer, HBR 07/2006.

Managing Corporate Social Responsibilty using the
Investors in People Framework
• Top managers should be able to articulate the way in which CSR has been
considered and the impact that this has upon strategy. Is there evidence of the
organisation really thinking about the implications of its CSR position for whole range
of its activities?
• Is there a meaningful way of measuring the success of the strategy for social
responsibility?
• Has there been any attempt to consult people over what the strategy should
embrace? Are there opportunities for them to input their ideas as to how it should be
implemented or in the detail of how it works?
• Do people believe that social responsibility is truly part of the culture?
• Are people aware of what the organisation does in social responsibility terms, and
how it has made an effort to build this into its culture? Communication may be an
issue here.
• Is there evidence of the organisation considering what its leaders and managers
need, in terms of skills and knowledge, to be able to support the CSR strategy?
• Is achievement against the CSR strategy reported to a wide range of stakeholders ?
• Etc.


Seize Advantage in a Downturn

• Financial Fundamentals
– Monitor and maximise your cash position
– Tightly manage customer credit
– Agressively manage working capital
– Optimize your financial structure
• Current Business
– Reduce costs and increase efficiency
– Agressively manage the top-line
– Rethink your product mix and pricing strategies
– Rein in planned investments and sell assets.

‗Seize Advantage in a Downturn‘; HBR 01/2009

Questions Every Company Should Ask

 Is this a realistic strategy for long-term success?
 What can we learn from history?
 Do vital information and dissenting views about strategies reach
decision makers?
 Have we assessed the true advantages—and liabilities—that come
with scale?
 Have we considered all our options?
 Would we bet on it?

Bron: ‗Seven Ways to Fail Big‘; HBR 09/2008

Nog Meer Thema‘s

 Bringing New Products to Market
 Customer Satisfaction
 Environmental Sustainability
 Project Management
 Return on Investment for Training and Development
 The Need for Strategic/Visionary Leadership
 Succession Planning
 Integrating Human Resource Strategy with Corporate Strategy
 Increasing Efficiency
 Managing Costs
 Poor Culture
 Reducing Waste
 Increasing Sales
………..



30 maart 2009

Willem E.A.J. Scheepers MBA, erkend Investors in People Adviseur.

Een andere activiteit is dat ik colleges verzorg voor de postdoctorale Audit opleiding van
ESAA/EURAC te Rotterdam en NIVRA Nyenrode (nb; colleges Verandering
Management en Advies Vaardigheden), colleges voor het Britse Henley Management
College (Strategic HRM) en lessen voor de MBA Opleiding van het NCOI (o.m.
Strategisch HRM en Persoonlijk Leiderschap).

Additionele informatie is beschikbaar op:
 www.willemscheepers.eu
 www.managementpro.nl
 www.coachingmangement.nl
 LinkedIn, Plaxo, Xing.

―Wat is nu het ―Beste Moment‖ om de IiP 0-meting uit te voeren?
Mijn ervaring leert: er is nooit een Goed Moment, maar ook nooit een Slecht Moment.
(nb; er is alleen het moment van uitstel).‖

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