1/2 day workshop given on April 10, 2011 to the Miami Valley Human Resources Association by Jennifer McClure - President, Unbridled Talent LLC.

1. the future of HR
delivering competitive advantage
in your organization

2. who am i?
2 years - president of unbridled talent
5 years – executive recruiter
7 years – social media anthropologist
18 years – human resources leader

3. who are you?

4. where we’ve been
• global financial crisis
• prolonged recession
• political uncertainty
• layoffs/hiring freezes
• pay/benefits reductions

5. is brighter!
but...

6. challenges
SOURCE: Global firms in 2020: The next decade of change for organisations and workers (The Economist Intelligence Unit, sponsored by SHRM; 2011

7. chang ing
of HR is
he wo r ld
t

8. “the business context required to succeed has raised
the bar on HR professionals. HR professionals who
would have succeeded 30, 20, or even 10 years ago
would not be as likely to succeed today.
HR professionals are expected to play new roles, and
to be able to play those roles, they need new
competencies”.
SOURCE: Human Resource Competencies – Rising To Meet Business Challenges, 2012

9. group thinking
1 2 3
brainstorm HR list your Choose the
competencies group’s ‘most critical’
needed in ‘top 6’ HR HR
today’s world competencies competency

10. critical HR competencies
SOURCE: 2012 HR Competency Study

11. the road map

12. points of interest
7
1 workforce planning
2 attract & recruit
3 retain key employees
4 develop future leaders
5 improve engagement
6 create a great place to work
7 communicate like an executive

13. WORKFORCE
PLANNING
1

14. definition:
the systematic identification and analysis of
what an organization is going to need in terms
of the size, type, and quality of workforce to
achieve its objectives.

15. challenges
iden8fied
workforce
needs
40%
iden8fied
poten8al
skills
gaps
36%
analyzed
effects
of
age
50+
workers
leaving
29%
SOURCE: SHRM-AARP Strategic Workforce Planning 2012

16. business impact
51%
of companies have lost business because they
don’t have the right people
SOURCE: UNIVERSUM Employer Branding Insights 2011

17. benefits
• supports the budgeting process
• supports the strategic/business planning process
• identifies shortage of qualified talent to fill critical roles
• identifies critical talent within the organization
• identifies skills gaps in the workforce
• identifies critical roles

18. ATTRACT
& RECRUIT
2

19. ‘in a knowledge economy, companies with
the best talent win – and finding, nurturing
and developing that talent should be one of
the most important tasks in a
corporation...”
keith hammonds - fast company magazine 2005

20. challenges
41%
competing for talent globally = most pressing
talent concern
SOURCE: Deloitte, “Talent Edge 2020: Blueprints for the new normal” (December 2010)

21. talent shortage
% of employers experiencing difficulty filling jobs due to lack of available talent
SOURCE: Manpower 2011 Talent Shortage Survey (May 2011)

22. influencing factors
lack of experience
28%
lack of available applicants
24%
lack of "hard" job skills or technical skills
22%
lack of knowledge of business/academic
15%
disciplines/industry or formal qualifications
looking for more pay than is offered
11%
don't possess right values or mindset
10%
lack of "soft" skills or interpersonal/
8%
communications skills
don't possess the right personality &
6%
intelligence
0%
5%
10%
15%
20%
25%
30%
organiza)onal
candidate
specific
environmental/market
SOURCE: Manpower 2011 Talent Shortage Survey (May 2011)

23. what can you do?

24. group thinking
1 2 3
Individually – share your top what ideas
list your 3 – 5 hard-to- have you
organization’s fill roles with tried/could
hardest-to-fill your group you try to
positions reach this
talent

25. educate & retrain
“tapping into the existing talent within the
organization to help shape the company’s future
could be one of the ways that employers train and
develop employees while meeting organizational
goals. also helps organizations increase
employees’ motivation and productivity and
improve their chances of retaining their best
talent.”
shrm 2011 employee job satisfaction and engagement report

26. evolve recruiting efforts
1997 sources of hire 2011 sources of hire
newspaper ads 28.7% referrals 28.0%
employee referrals 19.7% job boards 20.1%
agency (contingent) 10.4% career site 9.8%
contract recruiters 8.7% recruiter initiated 9.1%
job fairs 8.3% college 6.6%
other advertising 5.0% re-hires 4.3%
image advertising 4.6% social media 3.5%
trade journals 4.2% 3rd party 2.8%
college 2.9% print 2.2%
resume services 2.9% temp/contract-to-hire 2.1%
agency (retained) 2.1% career fairs 1.9%
internet 2.1% walk-ins 0.8%
radio 1.5% other 8.8%
SOURCE: http://www.slideshare.net/gerrycrispin/2012-careerxroads-source-of-hire-channels-of-influence

27. focus on referrals
referrals impact nearly every source of hire
ove al l other
rals ab
ployee refer hires
s rate em of new
ployer quality
88%
011
of em rated november 2
or gene ded.com –
urces f talentmin
so
SOURCE: http://www.slideshare.net/gerrycrispin/2012-referralscareer-xroads-minisurvey

28. ‘social recruiting’
“social media allows recruiters to network, build and maintain
relationships with candidates in new ways and provides a forum
to engage a much broader audience. it doesn’t replace
traditional relational recruiting - it enhances it - by allowing
recruiters to extend their reach in a cost effective way.”
lars schmidt – director of talent acquisition - npr

29. who’s using what?
which social media do you use for recruiting?
linkedin 86.6%
facebook 55.3%
twitter 46.6%
64%
youtube 11.6%
blog 16.0%
use 2 or more
none 9.4%
social networks for recruiting
40% use 3 or more
social networks for recruiting
SOURCE: web.jobvite.com/rs/jobvite/images/Jobvite-SRP-2011.pdf

30. re-hires

31. RETAIN KEY
EMPLOYEES
3

32. “those that build great
companies understand that the
ultimate throttle on growth is
not markets, technology or
competition. it’s one thing
above all others:
the ability to get and keep
enough of the right people.”
jim collins – good to great

33. challenges
65%
Of employees have been, plan to or are
currently seeking new employment SOURCE Deloitte Talent Edge 2020 ( April 2011)

34. influencing factors
SOURCE: http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf

35. risks & opportunities
what would encourage you to look for what would keep you with your current
new employment? employer?
SOURCE Deloitte Talent Edge 2020 ( April 2011)

36. what can you do?

37. custom retention plans

38. career paths
51%
of those seeking new opportunities would stay
with their current company for the prospect of
job advancement or promotion
SOURCE Deloitte Talent Edge 2020 ( April 2011)

39. comp & benefits plans

40. business impact
25%
of salary (typical cost to replace an employee

41. DEVELOP
FUTURE LEADERS
4

42. people often describe certain individuals as
“natural-born leaders,” but the truth is that
business leaders are made, not born - shaped
through the assignments they receive and the
experiences they have.
fast company magazine - january 2012

43. challenges
82%
of HR professionals say they don’t have the
bench strength needed in their organizations
today
SOURCE DDI Research

44. risks & opportunities
65%
of organizations don’t have a formal process to
identify & grow the talent that they need
SOURCE DDI Research

45. what can you do?

46. identify ‘high potentials’

47. group thinking
1 2 3
Discuss how to list your share your list
identify high group’s with the larger
potential ‘top 3’ ideas group
employees

48. focus on the few
only 6 9 to percent of the employee
population falls into the high-potential space
SOURCE Corporate Executive Board

49. create experiences
team
work
mentors
job
assignments
leadership
development
program
coaches
special
projects
customized
learning

50. involve executives
• teach courses or present key business issues
• promote programs and encourage participation
• actively coach and mentor future leaders
• identify key business issues for participants to resolve
• hold leaders accountable for developing direct reports
• require all leaders to have a development plan in place

51. group thinking
1 2 3
brainstorm list your share your list
leadership group’s with the larger
development ‘top 3’ ideas group
program ideas

52. IMPROVE
ENGAGEMENT
5

53. “the single highest driver of engagement is
whether or not workers feel their
managers are genuinely interested in their
wellbeing.”
towers watson global study

54. the challenge
"bad is stronger than good.” getting rid of bad
people is probably even more crucial than
bringing in great people.”
bob sutton – fast company magazine – march 2012
SOURCE: BlessingWhite_2011_EE_Report.pdf

55. what can you do?

56. enable progress
80%
76%
what happens on a great workday?
60%
53%
43%
40%
25%
19%
20%
0%
progress
collaboration
instrumental interpersonal important work
support
support
SOURCE http://hbr.org/2010/01/the-hbr-list-breakthrough-ideas-for-2010/ar/1

57. remove barriers
• holding up resources
• personal jealousies
• powerful people
• individuals resistant to change
• being indecisive
• corporate politics
• out of date policies

58. maximize technology
cloud
computing

59. CREATE A
GREAT PLACE
6 TO WORK

60. “a great place to work is one in which you
trust the people you work for, have pride in
what you do and enjoy the people you work
with.”
robert levering – great place to work®

61. challenges
87%
of employees looking to leave believe
their current employer does a poor job
of inspiring trust and confidence in
corporate leadership
SOURCE Deloitte Talent Edge 2020 ( April 2011)

62. what can you do?

63. inspire trust
management trust drivers executive trust drivers
delegate assignments without micromanaging link work of the organization to a larger purpose
ask for and act on input act in alignment with the organization’s core
values & guiding principles
treat employees as unique individuals communicate honestly
encourage employees to use their talents create a work environment that drives high
performance
recognize & reward achievements
build a sense of belonging
provide regular, specific feedback on performance
SOURCE: http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf

64. solo thinking
1 2 3
think about list 3 words be prepared to
why you enjoy that describe share with the
working at what you group
your company enjoy about
working there

65. find enjoyment drivers
ask employees:
“describe what you enjoy about working here in 3 words”
www.wordle.net

66. “culture is not an intangible or a vibe you get,
or the cool office furniture, or hip lobby décor.
quite simply, your culture is the environment in
which your strategy and your people thrive or
die a slow death.”
jason averbook, knowledge infusion

67. business impact
SOURCE: Great Place to Work® Institute & BLS data

68. business impact
SOURCE: Russell Investment Group

69. COMMUNICATE
LIKE AN
7 EXECUTIVE

70. “communication – the human connection –
is the key to personal and career success.”
Paul j. meyer

71. solo thinking
1 2 3
example poor example of example of a
communications excellent communication
skill seen in communications skill you want to
others skill seen in learn/improve
others

72. what can you do?

73. salesmanship

74. negotiation skills

75. confrontation skills

76. business impact

77. wrapping it up

78. expand your thinking
1. if i didn’t care what it cost, how would i achieve this
objective?
2. if i didn’t need anyone’s authorization, what would
i do?
3. if this were a perfect world, what would my next
step be?
4. if i’d be respected no matter what we proposed,
what would we propose?

79. data is your friend
“there is a great need for talented HR
professionals who understand business
strategy and are able to use data about
talent management to impact
organizational effectiveness.”
Forbes – November 2011

80. shift your focus
ti ve !
p ro a c

81. make decisions

82. be a ‘business-person’
“it is impossible for high-impact HR
professionals to live ‘in HR’ – they must
live ‘in the business’.”

84. what’s
your
plan?

85. “the reality is that the HR professionals must evolve
into being the best thinkers in the company about
the human and organization side of the business.
the human side of the business is a key source of
competitive advantage.”
ulrich & brockbank – entrepreneur magazine 2005
HR

86. QUESTIONS?

87. thank you!
http://unbridledtalent.com
jennifer@unbridledtalent.com
http://www.facebook.com/UnbridledTalent
http://www.linkedin.com/in/jennifermcclure
http://twitter.com/JenniferMcClure