1. Austin Brussels Chicago Dublin Ghent New York Washington DC
A changing
HR Landscape
Presentation for Page Executive
Brussels, September 25th 2015
by Marc Timmerman, Managing Partner
Axiom Consulting Partners Europe

2. The trouble with our
times is
that the future
is not
what it used to be.
Paul Valery

3. Page Executive, September 2015, Brussels
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Global Talent Management Trends in 2015
Sources : Page Group Global HR Barometer 2015 vs 2013
Sample 2015 : 2572 organizations
1. Performance 
2. Talent development 
3. Talent acquisition 
4. Talent retention 
5. Comp & Ben 
1. Talent retention 
2. Talent development 
3. Performance 
4. Talent management 
5. Talent acquisition 
1. Talent management

2. Talent acquisition 
3. Talent development 
4. Talent retention 
5. Comp & Ben 
1. Change / Transformation 
2. Talent development 
3. Talent acquisition 
4. Talent management 
5. Performance 
6. Talent retention  (UK )
1. Talent management
2. Talent acquisition
3. Talent retention

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Evolutions in HR Management
“Are we nearing the End of Ulrich’s model”
Legal
Compliance
Productivity
Increase
Guaranteeing
Engagement
• HR planning
• Control
• Resources &
Competencies
• Link with Business Targets
• Short term focus
• No more security
• Efficiency is key
• Profit is King
• Hygienic role
• Avoid problems
• Administrative & Legal
• Workers & Employees
• No link with business
nor with strategy
• Immediate focus
• Offer Security
• Autonomy &
Responsibility
• People & Relations
• Many stakeholders
• Link with Cy Strategy &
Branding
• Importance of Values &
Value Propositions
• Longer term focus
• Effectiveness is key
• Profit is needed
WHAT HOW WHY
Baby Boomers Generation X Generation Y & Z
Talent
Management
HR
Management
Personnel
Administration

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What are the current mega-influencers
in the HR world?
Change
Expansion or
Reboot
Performance
Culture
Collaboration
HR is increasing in strategic
influence and support
Executive data
Data
Workforce
analysis
Social Media
Comm’s
Employee
Value prop’s
2nd War for
Talent
Is HR ready for the complex
mix of challenges ?
Resources
Knowledge
Budget

6. The world of HR
is getting hit by
VUCA

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Socio-Economic Trends
 Significant Increases in Complexity due to simultaneous external pressures
• Ageing population & Baby Boomer exits
• The need for Diversity & Inclusive Leadership
• New Global Buying Power and individual income patterns
• Increase of poverty amongst working population
• Digitalization
• Complexity of Jobs
• Maximum Span of Control
• Entry of new generation(s) @ management & leadership levels
• Social Media Psychology
• Ecological Evolution
• Increased impact of Governmental stakeholders
 The fact that our HR systems and processes are not yet adapted !

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How does your organization really function today?
Like this ?
CEO
CFO COO CHRO
CLO
Or like this ?
This is a view of the same two people, only now shown hierarchically.
Notice that person 41 is probably at a level -5 yet has significant influence.
What would be the cost to the organization of losing person 41?

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New War for Talent
What happens if everyone plays at the same game ?
Do you really
want to find
yourself
in the middle
of a
Cat Fight ?

10. Be
Different.
HR needs
to start thinking
as a marketeer.

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Moving from Structure to Flexibility
Moving from Privacy to Transparency
Option Value
Competitive Attractiveness
Customize
New HR concepts & systems
Leadership Mindset
Flex Careers
Diversity
Renewing the Deal
Workforce Planning
Value Based Leadership
Competitive Attractiveness
>Hires
>Engagement
Sense of Belonging
runs DEEP
Reputation
Pride
Loyalty
Transparency

12. “The biggest injustice
is the equal treatment
of people
who are not the same”

13. The “Employee Value Propositionsssssssssssssss“
We will have to be
many things to many
different individuals

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The Archetypes - Employment Brand
“The Partnership Golden
Ring”
“Unparalleled Personal
Growth”
• “White shoe” law firms
• Investment Banks
• Novartis
• BCG
• Rigorous and consistent
talent evaluation
• Continual development
• Tough Partnership decisions
• Robust client service
economics (high margin
work) to offset high pay
• Balancing development and
the Customer Value
Proposition
• Balancing execution capacity
with potential
• Leverageable work content
• Consistent and narrow hiring
pool (top grad schools and
orgs)
• Common intellectual platform
• Up or out creates alignment
• Placement and success of
alumni in promising, visible,
and high-ranking positions
• Microsoft
“An Impeccable Credential”
• McKinsey
• Goldman Sachs
Success
Factors
“Environment / Culture / Cult”
• Google
• Apple
• Clear, measurable individual
performance metrics
• Consistent & significant
differentiation in pay
• Willingness to manage out bottom
• Ability to pay competitively
• Defined, well-communicated, tight,
and ingrained culture continually
reinforced by hiring process
• Type and mix of work that
accommodates focus on personal
interests and flexible work
arrangements
• Bain
• Pixar
“Pay for Performance”
• Booz Allen
• GE
• SAS
Success
Factors

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We care. We think. We grow.
We innovate. We commit. We act.
We unlock your potential.
We are ethically responsible.
We know what we want.
We believe in a better world.
We put people first in everything.
I predict a serious evolution in EVP’s and a sub-segmentation of
Employer Brands …. A matter of Being First.

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Amazon.com: an Example of ‘Best In Class’
in Using Social Media
Integrates various forms
of social media and offers
several ways to get
special deals
Amazon posts deals,
product information,
sweepstakes information
and daily questions to users Easy to apply to Amazon
jobs without leaving the
Facebook site

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Amazon.com:
very specific Talent targets
Amazon’s Facebook page demonstrates a way to actively target
ex-military candidates

18. IKEA
Thinking about the Talent in 2020

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Deloitte takes the Lead in Talent
in the Big4 industry
We are committed
We are diverse
We are friendly
We are transparent

20. We are
witnessing
the slow
death of a
Cultural
Model.

21. Purpose-driven
Performance oriented
Principles-led
Customized to
the Markets & the Individuals
Game Changing HR =

22. It is not the strongest of species that survive,
nor the most intelligent,
but the most responsive to change.
Charles Darwin
Intelligence is the ability to adapt to change.
Stephen Hawking

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MY COORDINATES
My contact details : mtimmerman@axiomcp.com
Twitter : @marctimmerman
+32 496 291383
Visit our blog : www.axiomcp.com
Copyright of Marc Timmerman, 2015