Strategic HR & Business Summit 5. december 2013

Transkript

1 Strategic HR & Business Summit 5. december 2013 Revision. Skat. Rådgivning.

2 Velkommen v/ Jan M. Huusmann, Partner og direktør, Revision. Skat. Rådgivning.

3 s HR-rådgivere på globalt plan Total: 6822 Total Partners: 222 Total Practitioners: 6600 Europe 42 Partners 944 Practitioners Denmark 6 Partners 58 Practitioners Central & Eastern Europe 3 Partners 24 Practitioners Middle East 9 Partners 228 Practitioners UK 36 Partners 464 Practitioners Canada 3 Partners 168 Practitioners Japan 12 Partners 300 Practitioners US 27 Partners 1244 Practitioners Korea 3 Partners 112 Practitioners Mexico 6 Partners 56 Practitioners Brazil 6 Partners 148 Practitioners Australia 27 Partners 368 Practitioners South Africa 6 Partners 172 Practitioners India 6 Partners 108 Practitioners CaSHT 15 Partners 368 Practitioners

4 HR er et af de vigtigste fremtidige vækstfaktorer deltager i World Economic Forum I Davos hvert år HR-direktøren er den tredje højest lønnede chef i danske virksomheder

5 Introduktion til Strategic HR & Business Summit v/ Gorm Wiegand, Head of HR Consulting, Revision. Skat. Rådgivning.

6 Gorm Wiegand Head of HR Consulting Overall responsibility for s HR services delivered as well as the performance, coordination and the overall HR project management. Gorm has spent 20 years with leading HR, business and transformation projects in both the private- and public sector in Denmark and globally. Area of expertise and experience Head of HR Consulting at s Advisory, People & Change. Member of s Board Forum 2013 Chairman and founder at HR United Head of global HRD at Novozymes Head of Competency Development at Novozymes DK Head of Finance, Logistic, Quality and HR at Novo Nordisk (PIA) Head of the school, heath and child administration at Dragsholm Municipal (Drangsholm Kommune) Mgt. Consultant at DI, working with strategic HR and people development 1996 Overall programme manager at international EU project about technology based training and blended learning (GB, ES, I, P & DK)

7 Udviklingen af HR-hjulet tager afsæt i en sinuskurve Livet er en sinuskurve

8 Udviklingen af HR-hjulet tager afsæt i en sinuskurve B A C 4 forskellige stadier D

9 Udviklingen af HR-hjulet tager afsæt i en sinuskurve B A C Hvad er din organisations nuværende status? Brug 2 minutter til at vende dette med personen ved siden af dig. D

10 Eksempel på hvordan en organisations evne til at skabe værdi, løbende forandrer sig Værdi Tid

11 Strategisk HR >>> Gartnerarbejde

12 Strategisk HR >>> Vækst Workforce planning Organisatorisk review Human capital HR-lov, arbejdsmarkedet og global mobility Organisatorisk udvikling og forandring Ledelsesudvikling Talent management & employer branding IT- og HR-procesoptimering

13 HR-hjulet kan anvendes til at skabe: Fremdrift, forandring, transformation, turnaround m.v. B A C D

14 Strategisk HR Værdi Tid

15 Strategisk HR Værdi Tid

16 s Dorte Simonsen HR Manager Lise-Lotte Helms-Olsen HR Direktør Howard A. Wallack Vice President Stina Bjerg Nielsen Vice President HR Ulrik Sørensen Tinggaard Global HR Manager Dennis Schmidt Pedersen SVP - HR Morten Linnet Vice President HR Heine Z. Larsen Head of Strategy, Performance & Rewards Per Als Trafikchef Elin Hausle, Head of HR, Børne- og Ungdomsforvaltningen Anders Raastrup Kristensen Assistant Professor Mads Ohlsen Talent Leader Amy Wilson Vice President

17 Opsamling og paneldebat Revision. Skat. Rådgivning.

18 Organisatorisk review v/ Lise-Lotte Helms-Olsen, McDonald s Danmark 1. Organizational Review is required to meet continuous customer needs 2. Most organizations compete on their ability to increase topline and control costs and organizational review helps us deliver that 3. People and organizations are asked to adapt to a changing environment, but it is our organizational review processes that helps us stay focused on our purpose.

19 Organisatorisk udvikling og forandring v/ Morten Linnet, IC Companys A/S 1. The constantly changing consumer demands creates change within our business, the business changing demands creates change within HR so a traditional full-scale in-house HR Setup is too much a barrier for fast and constantly changing context around business and HR. 2. Knowledge and implementation of business change and change management is a key foundation for the essentials of a HR function, without it we eliminate our credibility as business partner, due to the constantly changing consumer. 3. Transparent and effective HR setup will give the business and HR easy access to evaluate HR activities from a cost/benefit perspective, which is fundamental for the business ability to priorities value creating HR support.

20 Ledelsesudvikling v/ Anders Raastrup Kristensen, CBS 1. Self-leadership must take offset in common goals not in us as human individuals 2. Watchout with micro management and sense-leadership! If the manager is not aware, what the employee leads himself in relation to, then the manager is not able to lead the self-leading employee. 3. Strategy is considered out-side in to ensure good self-leadership, so that the employee knows, what and how it creates value for the customers.

21 IT- og HR-procesoptimering v/ Amy Wilson, Workday 1. You need a strong system in order to scale your programs and make them an every day practice in your business 2. The questions you re being asked to answer as an HR function are too hard to solve without a technology platform that combines intelligence and transactions 3. Changes in the business are outpacing your ability to deliver the basics, let alone value to the business, without a platform designed for innovation and change

22 Talent management & employer branding v/ Mads Ohlsen, DuPont 1. We know from years of research that there is a strong correlation between engagement levels and business performance 2. Global recession puts further pressure on companies to maximize performance from each individual employee 3. Highly engaged employees are more resilience to change

23 HR-lov, arbejdsmarkedet og global mobility v/ Heine Zahll Larsen, DONG Energy 1. Global Mobility is typically an area with low level of interest due to the fact, that HR Functions lack capabilities of translating core business needs into practice. 2. HR needs to start thinking into value contribution to the business rather than securing compliance when operating global mobility. 3. If HR is looking for an opportunity to deliver tangible results directly related to the company's strategy and profit line, global mobility is one of the vital few areas that makes a distinct difference.

24 Human capital v/ Ulrik Sørensen Tinggaard, H. Lundbeck A/S 1. Global Mobility is typically an area with low level of interest due to the fact, that HR Functions lack capabilities of translating core business needs into practice. 2. HR needs to start thinking into value contribution to the business rather than securing compliance when operating global mobility. 3. If HR is looking for an opportunity to deliver tangible results directly related to the company's strategy and profit line, global mobility is one of the vital few areas that makes a distinct difference.

25 Workforce planning v/ Dorte Simonsen, IKEA 1. The right people contribute to a healthy economy. 2. Securing the right people, at the right time at the right place 3. Empowerment and succession planning must meet the company s needs.

26 Quickpoll v/ Jesper Runge, Partner, Revision. Skat. Rådgivning.

27 Quickpoll Sådan gør du Tag remoten frem fra din stol. Svar ved at trykke på et tal. Du behøver ikke trykke Send. Trykkede du forkert? Så tryk blot på det rette tal bagefter. Sidste tryk før tiden er gået gælder.

28 Quickpoll Spørgsmål 1 Hvilket indsatsområde i HR hjulet er efter din vurdering det der forventes at skabe mest værdi for din virksomhed i 2014? Svar: 1. Organisatorisk review 2. Organisatorisk udvikling og forandring 3. Ledelsesudvikling 4. IT- & HR-procesoptimering 5. Talent management & employer branding 6. HR-lov, arbejdsmarkedet & global mobility 7. Human capital 8. Workforce planning

29 Quickpoll Spørgsmål 2 - Organisatorisk review I hvor høj grad gennemfører din virksomhed årligt et effektivt organisatorisk review? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

30 Quickpoll Spørgsmål 3 - Organisatorisk udvikling og forandring I hvor høj grad står din virksomhed over for store forandringer i 2014? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

31 Quickpoll Spørgsmål 4 - Ledelsesudvikling I hvor høj grad er ledelseskompetencerne i din virksomhed tilstrækkelige for at nå jeres strategiske mål for de næste 1-3 år? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

32 Quickpoll Spørgsmål 5 IT- og HR-procesoptimering I hvor høj grad er din virksomhed i stand til at kunne afrapportere virksomhedens strategiske HR data og KPI er? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

33 Quickpoll Spørgsmål 6 Talent management & employer branding I hvor høj grad formår din virksomhed at tiltrække og fastholde de talenter, som skal understøtte virksomhedens fortsatte udvikling og vækst? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

34 Quickpoll Spørgsmål 7 HR-lov, arbejdsmarkedet og global mobility I hvor høj grad er din virksomhed i compliance i forhold til cross-boarder medarbejdere for så vidt angår skat, social sikring, immigration, ansættelsesret, arbejdsudleje? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

35 Quickpoll Spørgsmål 8 Human capital I hvor høj grad er din virksomhed i stand til at beskytte og udvikle sin unikke viden? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

36 Quickpoll Spørgsmål 9 Workforce planning I hvor høj grad formår din virksomhed at udnytte sine medarbejderes kompetencer og potentiale? Svar: 1. Slet ikke 2. I lav grad 3. I nogen grad 4. I høj grad 5. I meget høj grad 6. Ved ikke

37 Tak for i dag God jul og på gensyn til s Academy Aktuelle HR-kurser og e-learning Executive Education Executive Network for leaders Bestyrelsesarbejde i Danmark 2014 Læs mere og bestil på