1. 100345062
Presented by :
MR. CIRO FRANCESCO URSELLI

2. Thesis’ Index
Chapters structure
4. Managers’ skills
3. Main trends
2. Assumptions
1. Introduction
Preamble
Research questions
Structure and objectives of the work
Is HRM actually at risk?
The HR department of today
Analysis of the main social and economic trends
How are these trends going to affect organizations?
How are these trends going to affect the HR department?
HR managers today
HR management tomorrow
Bottom line
5. Interviews
6. Methodology
‘Grounded Theory’
Stages of development
Timetable
How and to what extent main
trends are going to affect
organizing models, tasks and
boundaries of the HR department?
How are HR professional roles
changing and what will be the new
set of knowledge, skills and
abilities required to comply with
new mission?
Professionals’ point of view

3. Social and economic context
Volatility and innovation
1. Introduction

4. mind the
GAP!
1. Introduction

5. … The good news is it will be re-born
as something more important if we work together
towards real change.”
(Averbook, 2014)
“HR as we see it today is going to die.
A lot of what we can do will be automated
in the future…
2. Assumptions
The crossroad:

6. 2. Assumptions
‘Reinventing HR: An extreme makeover’ Mazor et al. (2015) – pg.61
How is HR doing?

7. ‘Impact of People Management Practices on Business Performance’ Patterson et al. (2003)
2. Assumptions
Relevance of the topic:

8. 3. Main trends
Analysis of three macro-trends
Change has historically been a constant
both in the social and in the economic
world. Thus in last years it has struck us
with an extraordinary speed and
strength. Compared to the Industrial
Revolution of the late 18th century,
researches estimated that
‘this change is happening
10 times faster,
at 300times the scale, or
roughly 3000 times the impact’
(Dobbs, Manyika, and Woetzel 2015)
Globalization
Technology
Workforce
Diversity

9. 3. Main trends
Trends and society
‘No ordinary disruption: The four global forces breaking all the trends’ Dye R., Manyika J. (2015)
- Single, unique market
- Foreign Direct
Investments
- Homogeneization
Globalization

10. 3. Main trends
Trends and society
‘No ordinary disruption: The four global forces breaking all the trends’ Dye R., Manyika J. (2015)
- Different generations
- Demographic changes
- Skills mismatch
- Diversify and balance
Workforce Diversity

11. 3. Main trends
Trends and society
‘No ordinary disruption: The four global forces breaking all the trends’ Dye R., Manyika J. (2015)
- Instant connections
- Information flow
- Processing power
- Adoption rate
Technology

12. 3. Main trends
Trends and organizations
Massive shift in the locus of
economic activity
Just in the early 2000, 475 of the 500
largest international companies
according to Fortune were
headquartered in developed countries;
by 2025, researchers state that almost
half of those largest companies will be
headquartered in today’s emerging
markets (Dobbs et al. 2015).
Contribution to the GWP
Nearly half of the GWP growth between
2010 and 2025 will come from these
emerging countries (Dobbs et al. 2015).
Global talent map loses its
borders
The entire world will be a provider of
customers and workers in a gradually
more equivalent way.
Organizational redesign
International > Multinational > Global >
Glocal

13. 3. Main trends
Trends and HR
Globalization and Workforce diversity
Extended Workforce
While in 1989 contingent workers
represented only 6 percent of the labor
force in the US, in early 2011 they
already constituted 31 percent of the
total workforce for the same country
(Mantell 2011). The classical ‘buy’ vs
‘build’ dilemma should integrate an
increasingly more significant ‘borrow’
alternative. Extend traditional HR
practices also to contingent workers
Global talent pool
- Use of analytics (to become expert
advisors on the global talent map)
- Global talent acquisition
- Global talent mobility
- Global leadership development
- Global virtual teams
Customization
Similarly to what happened to the
marketing function with the adoption of
customization, HR could fit more
incisively in the top layers of strategic
planning. Flexibility and user-friendliness.
Culture
Balance societal and organizational
cultures and, at the same time, fostering
diversity.
Skills shortfall
As much as 35% of organizations
worldwide are having difficulty in filling
strategic positions, and 73% of them,
lament lack of experience, abilities or
knowledge as the main impediment to
employing needed talent
(ManpowerGroup 2013). Baby boomers
retirement. Demand-side fulfillment
through “JIT” workforce.

14. 3. Main trends
Trends and HR
Technology
Big Data & Analytics
Virtually every activity we do has started
being datafied.
Datafication of HR is strongly challenging
most of the main processes of the
department itself, creating new roles and
automatizing some others.
Google was one of the pioneer in People
Analytics management, investing lot of
economic and non-economic resources in
managing data. HR decisions at Google
are entirely taken by their powerful
‘People Analytics Team’.
Partnering with marketing could be a
good start since this function has already
multi-year experience on monitoring,
leveraging and managing external data.
Social Networks
Daily-based activity for 2.3 billion people.
Two main reasons for which social is
eroding the traditional values of
recruiting: talents can easily evaluate,
compare and find the best offer for
themselves and companies have access
to a network of industries and talent,
with a global quick reach. LinkedIn, the
most renowned professional social
network, in about 15 years since its
creation, now counts more than 450
million of users, and more than 93% of
companies using it for hiring.
Artificial Intelligence
During the recent years, AIs technology
completely exploded, due to smarter
applications and most of all to the
adoption of Deep Learning technologies.
Investments on AI companies in 2015
have been ten times higher than
investments in 2010.

15. 4. Managers’ skills
Business Competencies:
 Industry knowledge
 Competitor understanding
 Financial understanding
 Global perspective/knowledge
 Strategic analysis
 Multiple stakeholder sensitivity
Leadership Competencies:
 Strategic visioning:
 Managing cultural diversity
 Creator of learning culture
 Planning and decision making
skills
 Value shaper
 Change and Knowledge
Management Competencies:
 Network building
 HR Alignment
 Managing learning and
knowledge transfer
 Consulting / Influencing
 Group / Process Facilitation
Technical Competencies:
 Staffing
 Performance Management
 Remuneration / Reward Systems
 Employee Relations
 Succession Planning
 Union Relations
 Diversity Management
Assessing KSAs
Today

16. 4. Managers’ skills
Assessing KSAs
Tomorrow
Strategic thinking
People Analytics
Scenario-modeling
Mentoring
Negotiation
Marketing skills
Social Networking
Financial hints
Organizational design
Decision-making
International experience
Programming‘The Role and Future of HR: The CEO’s Perspective’ Balthazard (2011)

17. “The corporation of the future will be made up of
one employee and a dog:
The employee is there to monitor the machines…

18. …and the dog is there to make sure s/he doesn’t
touch anything.”
(J.S. Brown, 1997)

19. 100345062
CIRO FRANCESCO URSELLI