UNIT 1- Strategic Management of HR

Question 1

a VUCA world

Answer 1

Volatile
Uncertain
Complex
Ambiguos

Question 2

Companies operate in a changing global environment:

Answer 2

Big changes in these scenes:
- macroeconomic
- sociodemographic
- technological
- health

Question 3

Big changes–> consequences in:

Answer 3

• leadership
• talent (talent shortage)
• knowledge
• remote work

Question 4

Consequences in leadership

Answer 4

• changes in leadership styles
• handling people who are remote and at the office
• combining different workplaces can be difficult
• timezones

Question 5

What does the future workplace look like? (video)

Answer 5

• 5 generations in one workplace (gen 2020, gen z, millennials, boomers, traditionalists)
• by 2020 millennials will be 50% of the workforce
• reorganized organizational charts
• boomers reporting to millennials
• 15% of US workers work for someone at least 10 years younger
• reimagined workspace- work becomes more flexible
• choose when, where and how to work
• career progress is not determined by sitting on a desk or working 9-5 but by results
• social technologies redefine how we learn, work, and communicate
• work is more open, collaborative, and social

Question 6

A wide range of potential work models

Answer 6

• fully onsite
• partially remote
• primarily remote

Question 7

What does the future of work look like? (notes from class)

Answer 7

• flat organizational structure
• diversity
• combining online and presence work
• collaborative space
• planning ahead (Planning a meeting for example with different timezones and locations)
• difficult for the HR department to consider all aspects
• who can work from home without it affecting their job, and who gets too distracted and has to work at the office?

Question 8

Five types of enablers are essential to support new ways of working

Answer 8

1. Skill development and training
2. Tools and technology
3. Redesigning space
4. Policy guidelines
5. Metrics to track impact

Question 9

Skill development and training

Answer 9

• managing distributed, hybrid teams
• onboarding and affiliation
• apprenticeship and performance management
• career progression pathways

Question 10

Tools and technology

Answer 10

• communication and collaboration
• employee wellness
• productivity and activity management
• space access and logistics

Question 11

Redesigning space

Answer 11

• activity-based redesign
• reconfiguration for growth
• rightsizing to reinvest

Question 12

Policy guidelines

Answer 12

• mobility and location
• compensation and benefits
• logistics and security
• work-from-home and commuting stipends

Question 13

Metrics to track impact

Answer 13

• change in productivity and effectiveness
• change in innovation
• change in employee satisfaction

Question 14

The how-to off hybrid work- BCG article

Answer 14

• organizations have found unexpected benefits in remote and hybrid work during the pandemic
• more digitally enabled operating models
• redesigned footprints to support innovation
• enhanced means of innovation

Negative factors:
- 150% more meetings, 40% report feeling overworked
- putting creativity and innovation at risk

Question 15

Identifying the right work models- BCG article

Answer 15

1. Ground your assessment in the work being done and core business objectives
2. Orient at the team level
3. Be responsive to individual preferences

Question 16

Putting new work models in place- BCG article

Answer 16

1. Experiment, test, and iterate
2. Favor simplicity
3. Design for equity from the start
4. Don’t forget enabling supports
   - skill development and training
   - tools and technology
   - redesigned space
   - policy guidelines
   - metrics to track impact
5. Engage senior leaders in change management

Question 17

Three broad categories for urgent people management topics- BCG article

Answer 17

1. Digitization
2. Talent
3. The future of work

Question 18

Five priorities for people management leaders- BCG article

Answer 18

1. Put employees at the center
   - in the survey 85% of respondents said that focusing on employee needs and expectations is the key success factor in the competition for talent
2. Shape the future of work
   - define a smart work strategy, rethink employment options and workforce structure
3. Accelerate in digital
   - HR must step up its capabilities in digital, IT, and analytics to future-proof the organization’s workplace, improve employee experiences, and play a more strategic role
4. Set new paradigms for skills and employees
   - As the evolution of HR continues, organizations need to have the right people with the right skill sets—both within and beyond HR—so they can adjust to the new reality and win in the 2020
5. Transform the people management function
   - With employees at the center and sound digitization support in place, HR must become the motor of a continuously changing organization that serves employees

Question 19

HR challenges in a global world- 5 key priorities

Answer 19

1. Employee centricity
   - Adopt a people-first approach to meet current and future talent demands and to offer a seamless employee experience.
2. Cost efficiency and value delivery
   - Focus on value creation and controlling costs to drive overall standardization and process simplification.
3. Skills, capabilities and end-to-end process responsibility
   - Develop experts to foster global collaboration and robust process harmonization along the entire HR value chain.
4. Agility and scalability
   - Encourage new ways of working and cross-functional collaboration by responding fast and flexibly to changing business priorities.
5. Data and digital readiness
   -Tap the potential of disruptive technologies and leverage advanced data analytics to make people decisions and enhance overall employee management.

Question 20

Future-proofing the HR function

Answer 20

1. People strategy
   - HR departments must establish the right priorities to determine how to generate the most business value.
2. Organization structure
   - HR must collaborate with other functions and stakeholders to address the growing complexity of their organizations.
3. Processes and governance
   - HR processes need to be well-connected to other parts of the business and designed with an employee-centric approach to ensure seamless end-to-end experiences.
4. IT, analytics and digital tools
   - Organizations must upgrade existing legacy HR platforms—which are often expensive and cumbersome to integrate—to modern cloud-based solutions that can easily be used with self-service platforms and best-of-breed digital solutions.
5. Staff capabilities
   - The ability to reshape the HR function of any business will significantly depend on whether its people are able to take on new roles and responsibilities.
6. Business case
   - For each new process it undertakes, HR must identify a holistic future-state vision that realistically outlines the required investments and provides clarity on the savings that can be achieved.
7. Change management and stakeholder communication
   - The department must set up a program management office to create an implementation action plan, flag areas of concern, and track the success of its transformation.

Question 21

Small business

Answer 21

100 employees or less
HR ratio= 3.0

Question 22

Midsize business

Answer 22

100-999 employees
HR ration= 1.20

Question 23

Large company

Answer 23

1000+ employees
HR ratio= 0.72

Question 24

The mission of any HR function:

Answer 24

To develop an organization’s greatest asset—its people