Here are the slides from our Art of employee happiness event in London

1. We asked people what they love about their company.
What do you love? Tweet: #bHRHappy15

2. @SiConroy

4. Who is the most creative
person you know?
How creative do you feel?
What stops you from being
more creative?

5. Creativity is close to 80%
learned and acquired.

6. Creativity is not a talent. It is a way of operating.
John Cleese

7. Why is it important?
Source: IBM CEO Survey, 2010

8. Being creative makes me feel…

9. Creativity impacts…
Work-life balance 64%
Profits 71%
Happiness 88%
Productivity 88%
Engagement 91%
Motivation 97%

10. 25%
Adobe, 2012
creative potential
living up to their
25% creating at work
time spent

11. Our Mission

12. Our Mission

14. About Creative Huddle
Learn online Workshops Consultancy
Events Coaching Insight

15. T-shaped people

16. The Default Network

17. The Reward Network

18. The Affect Network

19. The Control Network

21. Adobe Kickbox

23. Training & development
Employee involvement practices
Pay according to performance
Allow flexible working hours
Encourage job variety
Allow autonomy
Decentralised + flat hierarchy + informality
Building a creative culture

24. Trust them to do their job – allow autonomy
Check progress with tools like idonethis
Use face-to-face tools like Skype, GoToMeeting
Use collaboration tools like Google Docs, Trello
Work out loud with tools like Yammer, Slack
Make everything easy to find with Dropbox
For remote / virtual teams

25. Give staff control over their own work area
Avoid large open plan offices
Have varying office areas for different purposes
Position yourself for serendipity
Encourage staff to take breaks from technology
Give staff freedom over their start and finish times
Creative workplaces

26. james@creativehuddle.co.uk
@thejamesallen @creative_huddle

28. Tweet: #bHRHappy15
Time for a break

29. DONAL LAVERTY
05 November 2015

30. IS HR MOVING FAST ENOUGH
TO CAPTURE OPPORTUNITIES
IN EMERGING TRENDS?
IT’S ALL ABOUT ADAPTING TO
A NEW EMPLOYEE
EXPERIENCE

31. HANDS UP…WHO IS A SUPER HERO

32. AGENDA
• HR and the organisational climate
• Organisational challenges
• Challenges for HR
• The HR profession of the future

33. 1 million
professionally
qualified HR
practitioners
globally
SOME RECENT (AND SURPRISING) FACTS
• 40% of senior HR Directors operate at board
level
• 87% of the most senior HR Directors belong to
an organisation’s executive management team
BUT
• 67% of HR professionals concerned their skills
wont be needed in the future
• 53% of CEOs identify workforce development
as key differentiator in profit/growth

34. ORGANISATIONALCHALLENGES

35. RECENT SURVEY*
* Lansons and Opinium ‘Britain at Work’ July 2015
• 48% of employees proud of where they work
• 20% of employees dis-satisfied with current job
• 39% of all employees would leave their job tomorrow
• 25% of employees do not feel valued
• 40% of employees do not believe they are recognised
• 45% of employees see little signs of being able to progress in current company
• 34% of employees do not feel loyal to their organisation
• 51% of employees would not recommend their workplace

36. TECHNOLOGY DEMOGRAPHICS GLOBALISATION MILLENNIALS
THE WORLD OF WORK IS CHANGING

37. • A mobile workforce
• More connected
• Digitalisation
• End of 9-5
• Individual freedom
TECHNOLOGY

38. • Labour and skilled
worker shortages
• Retaining older workers
• Worklife balance
• Healthy workforce
• Adapting work patterns
to older workers – the
extended career option
• Talent and recruitment
practices
AGEING WORKFORCE
CHANGING DEMOGRAPHICS

39. • Diversity of culture,
products and ideas
• Diverse recruitment
• Management across
different jurisdictions
• Competitiveness
challenges
GLOBALISATION

40. • Demanding and seeking
‘meaning in their work’
• Transparency and
fairness
• Flexibility
• Constant feedback
• Autonomy v command
and control
• Bespoke approach
• Increased responsibility
• Constant
communication
MILLENNIALS – THE RISE OF THE INDIVIDUAL

41. THE EVOLUTION OF THE EMPLOYEE

42. HR KEY CHALLENGES
• Developing and retaining talent
• Adapting to a mobile and diverse workforce
• Creating organisational agility
• Harnessing data to enrich the employee experience

43. THE CHALLENGE FOR HR IS THE
DIFFICULTY IN TRANSLATING
THE QUALITATIVE LANGUAGE
OF WORKFORCE EXCELLENCE
WITH THE QUANTITATIVE
LANGUAGE OF GROWTH AND
PROFITABILITY
• Creating accountability to
complete accepted work
• Increasing engagement
and collaboration
• Increasing flow of skills
and anticipation of future
skills
• Identifying talent that can
solve complexities
• Matching skills and
accountability to the
capability needed by the
organisation to meet its
vision
THE CHALLENGE

44. A MODEL (CURRENT)
Mode Time Key activities
TRANSACTIONAL 65 -70%
• Record keeping
• Benefits administration
• Employee services
TRADITIONAL 15 - 25%
• Recruitment and selection
• PMS and compensation
• Training and development
• Employee relations and engagement
STRATEGIC 5 - 10%
• Strategic direction
• Leadership advisory

45. PREDICTIONS
• In house HR will decrease and outsourcing will increase
• Strategy will become focus for retained HR function
• This means there will be a swing back to specialists (reward,
career development, talent, employee experience)
• Analytics will underpin HR decisions and advice
• Remote people management will become the normal
• HR will become employee segment focused (thus adopting
marketing approaches)

46. A FUTURE MODEL
Past Present Future
TITLE PERSONAL HUMAN RESOURCES EMPLOYEE EXPERIENCE
FOCUS
• Operations
• Administration
• Enforcement
• Business partnering
• Strategic / operational
• Supportive
• Key strategist
• Organisation
• Employee
• Metrics
PRIORITIES
• Compliance
• Governance
• Employee services
• Recruitment
• Talent
• Decision making
• Innovation
• Talent management
• Demographics
• Engagement
SKILLS • Administrator
• Processor
• HR subject expert
• Consultative
• Change agent
• Engagement effectiveness
• Relationship management
• Profit through values
• Technology

47. HR PROFESSIONAL FUTURE COMPETENCIES
• HR expert
• Operational Practitioner
• Business wide mover
• Organisation Designer
• Talent Guardian
• Culture Agent
• Change Manager
• Credible activist
• Professional partner
• Strategic Influencer
• Operational Fixer
• Ally to all parts of the
organisation

48. • Know the business (inside out)
• Know the people
• Utilise technology and data
• Manage expectations
FINAL THOUGHTS

49. WE CAN ALL BE SUPER HEROS

50. QUESTIONS
AND ANSWERS?

51. FOR MORE INFORMATION CONTACT
Donal Laverty
Partner
Head of Organisational Transformation
+44 (0)7884 265996
donal.laverty@rsmuk.com
rsmuk.com
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52. 37,500 minds, 730 offices, 110 countries, 1 network.

53. The Breathing Space:
The Art of
Employee Happiness

54. Why is it important?
54% | 86%Kelly - EMEA Gallup - EMEA

55. What needs fixing?

56. Giving you space to breathe
reducing HR admin + building teams

57. Recent
• Finance user
• Company & Dept. blackouts
• Bulk apply training
• Bulk apply Statutory holidays
Recent
• Communications dashboard
• Suggestions wall
• Line manager dashboard
• Enhanced Company Announcements
• Enhanced Company Documents
• Calendar updates
Coming up
• Google etc calendar integration
• TOIL
• Enhanced pending leavers
• Applicant tracking - InstantATS
• Review of reporting
• Rota system integration
• Asset Management
Coming up
• Kudos leaderboard & favoriting
• Performance Management update
• Google calendar integration
• Rota system integration
• Thomas Intl & Glassdoor integration
• Wethrive integration
Our plans
reducing HR admin + building teams

58. The final word

59. The Breathing Space:
Questions?