HR Challenges in 2020 - In-house HR will downsize - Outsourcing will increase - Better technology, more self-service - Many Departments will disappear e.g. ‘benefit-in-a-box’ models e.g. Cost-effective, bundled health and welfare, wellness and retirement plans to organizations. The new role of HR - Strategic value - Ability to make accurate projections - Understanding the goals of the business - Using metrics that have business impact - Strategic planning requires in-house expertise - Strategic thinking will be in-house HR’s new core competence - HR Business Partners to HR Business Professionals who understand business operations & strategy

1. Vivek Mehrotra
Director HR (Last Mile)
Head - Academy for Supply Chain
Dean - Flipkart University

3. • Ambanis & Birlas of supermarket chains to join the e-commerce
landscape.
• Aditya Birla Group launched its e-commerce portal for apparel,
abof.com
• Spencer’s Retail acquired online grocery portal Meragrocer.com, to
venture into fast growing e-commerce space.
• > 60 per cent of the brick and mortar retailers have developed their e-
commerce capabilities
• Newer business models are coming up; On-line ticketing, Ordering,
Delivery organization to Chat based ordering and delivery,
• Government has shown their inclination towards e-commerce sector
by opening up FDI in the business to customer (B2C) segment in a
calibrated manner.
Darwin’s theory – “Survival of the fittest”
The Dawn of e-commerce

4. Supply Chain Organization

5. Supply Chain Organization
HR as an independent function will no longer exist…

6. • In-house HR will downsize
• Outsourcing will increase
• Better technology, more self-service
• Many Departments will disappear e.g. ‘benefit-
in-a-box’ models e.g. Cost-effective, bundled health
and welfare, wellness and retirement plans to
organizations.
HR Challenges in 2020

7. The new role
• Strategic value
•
• Ability to make accurate projections
• Understanding the goals of the business
• Using metrics that have business impact
• Strategic planning requires in-house expertise
• Strategic thinking will be in-house HR’s new core
competence
• HR Business Partners to HR Business Professionals
• HR Business Professionals who understand business
operations & strategy

8. Generalist
Independent
Contributor
Or
Specialist
Shift in HR functioning

9. 2020: Where four worlds co-
exist
Baby Boomers (born 1946 to 1964)
Gen X (born 1965 to 1976)
Gen Y (born 1977 to 1990)
Gen G or Z (born 1995 to 2015)

10. HR Chalenges in 2020

11. • Tech Orientation
(No manual transaction, Internet, App, Tab, Smart Phone)
• Disruptive Thinking
(Old Practices will be challenged, may it be Rewards, PMS, Comp &
Benefits etc.)
• Typical bell curve 10:80:10 will go away
• Individual contracts, More work : More
pay
HR Challenges in 2020

12. Disruption through
Technology

13. Language of New Generations
End of manual transactions…Search for appropriate
Mobile phones
Laptop
Tablets
Video games
Email
SMS
Twitter
WhatsApp
Chat
Facetime
Facebook

14. Mobile Access & Penetration

15. Mobile Access & Penetration

16. 2020: Where four worlds co-
exist

17. Shift in HR functioning
• Contract field force even at senior level,
stability is no more a concern or is required
• Managing a remote workforce
• Leverage employees where and when they are most
productive and impactful
• New technologies to analyze the Work production
V/s.
Working time
• Result-driven performance analysis

18. • Identify specific micro-segments of job seekers or job
holders
• Target them to bring into your firm, just like a
marketing firm
• Benefits to be informed at the time of hiring e.g. on
the basis of performance delivered (A trip to …
• To use unique individual tools to gauge social life e.g.
(linkedIn/Facebook). This will throw insights for
employee preferences, remuniration, including
benefits...
HR as Marketing Department

19. The new role
• Each customer is acknowledged as unique?
• Individuals have unique needs, yet HR policies remains
the same
• Uniform policies for all, why? And why not ‘My Plan’ from
Airtel
• “Show me the person and I will show you the policy”
• Customized approach for each employee, and yet be a
fair employer
• e.g. Intranet site for employees to apply for any policy
exceptions by giving reasons.

20. Performance Management

21. Need for us to CHANGE…

22. Employee Engagement…

23. Employee Engagement…

24. Rewards & Recognition…
Customized
Rewards

25. Learning & Development…

26. Learning & Development…

27. New Learning Paradigm
Old way (Training) New way (Learning)
Trainer driven Employee
driven
Just in case Just in time
Event based 10-20-70
Classroom Multiple methods
Input driven Output driven
Individual process Team process
Corporate curricula Personalized
curricula
Push Pull and push
Efficiency Effectiveness

28. New Learning Paradigm
• Maturity and emotional intelligence
• Gen Y are more knowledgeable, more savvy, and sharper
in many ways but this does not necessarily mean more
maturity and that they are emotionally intelligent
• Managing self - Issues like physical and psychological
health have increased and the cost to organizations is
increasing
• People coming into the workforce are not aware about
how to manage their physical, emotional, intellectual and
spiritual health

29. Simulated Work Space…

30. • Conflicting expectations
• Empowerment and independence
• Gen Y questions as an attack on leader’s
authority
Gen Y’s:
• Suggestions are radical
• Life style - provocative
• As if they want to break the rules
Independence (Autonomy)

31. Independence (Autonomy)
• Higher flexibility and work- life balance
• Customised career paths
• Transparency - 99:100:100
• Opportunity to make a difference globally
• Major Dichotomy
• Entrepreneurship and Job security
• Well defined roles and variety at work
• Challenging work and work- life balance

32. The new role
• Opportunities for entrepreneurship
• Google Foundation is willing to fund ideas that Google
is not
• Microsoft
• Broad based Roles and bands e.g. Infosys has 24 career
streams
• Attrition goes up if an employee do the same job for 3
years or more
• Frequent changes in jobs, while promoting multi-skilling,
prevents the employee, and the organization, from
acquiring depth

33. Flexible Timings
• Gen Ys do not believe in fixed timings
• ‘Work from home’ or ‘Flexi timings’

34. ‘Yeh Dil Maange More’ (Higher ROI)
• Higher ROI both in terms of money and
time
• Gen Y expect more, but they can deliver
more
• Performance with corresponding rewards

35. Craving for Feedback
• Infatuation about getting feedback
• Eager to hear good words about their work
• Small work such as, a presentation or just a
memo
• Used to getting instant feedback
• Hunger for feedback an opportunity
• Constructive criticism

36. Instant gratification
• Gen Ys need instant gratification
• Slightest discomfort or dissatisfaction triggers ex
• Poor relationships with line managers (Immediate
• Gen Y resists top-down
• With parents or teachers they could negotiate wel
• Do not resist the person but the approach

37. Monotony at Workplace
• Averse of monotony at work place
• Early career fatigue just 7 to 8 months
• Innovative / Challenging projects
• Team projects at work place and non-
workplace

38. What is in it for me?
• Understand psyche of Gen Y
• “What is in it for me”
• Gen Y boldly seeks explanation
• Do not expect them to silently follow
instructions
• Involve them in decision making
• Am I contributing to organization or to the
world

39. MMS philosophy
• MMS philosophy (Mujhe Mat Sikhao)
• Exposure cannot be a substitute to experience
• Criticism V/s. Opportunities to encounter ground
realities
• Self realization will force them to improve
• Need to build lasting interpersonal relationships
• Need to be careful about body language or tone of

40. • NO RULES fit ALL
• “You Matter – We Care”
• “You can’t clap with one hand”
• WORK HARD but SMARTLY.
Conclusion

41. Summary…

42. Supply Chain Organization
Thank You
www.vivekmehrotra.com
Acknowledgement – bersin by deloitte