megatendenciasde recursos humanos - eriac
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Megatendencias de
Recursos Humanos
Encuesta entre asociados de ERIAC 2019
Servicios
Demografía
Servicios
Servicios
Manufactura
Comercio
Otros
- 10
11 - 100
101 - 1000
+1000
71 empresas
encuestadas
72% de Servicios o
Manufactura
80% con más de 100
colaboradores
Megatendencias 2019 (BCG)
Demanda del
Talento
Oferta del
Talento
Megatendencias: Demanda del Talento (BCG)
Ø Automatización
Ø Big data y analíticos
Ø Acceso a la información y a las ideas
Ø Simplicidad en la complejidad
Ø Agilidad e Innovación
Ø Nuevas estrategias de los clientes
Megatendencias: Demanda del Talento
Servicios
Big data y analíticos
Agilidad e Innovación
Nuevas Estrategias de los clientes
El 76 % considera
que las
Megatendencias de
mayor impacto son:
Megatendencias: Demanda del Talento
1. Falta de Competencia o talento
dentro de RH
2. Interés e involucramiento por
parte de la gente de RH
3. Desconocimiento del tema
4. Costo o inversión
5. Convencimiento de la Alta
Dirección
Los retos que representa
abordar las
Megatendencias
relacionadas con la
demanda del talento son:
Megatendencias: Demanda del Talento
Nada al respecto
Estudiando implicaciones
Concientizando colaboradores
Diseñando iniciativas
Implementando Iniciativas
¿Qué están haciendo las
organizaciones en cuanto
a las Megatendencias
relacionadas con la
demanda de talento?
12%
12%
24%
31%
21%
Megatendencias: Oferta del Talento (BCG)
Servicios
ØNueva mezcla demográfica
ØBrechas en el talento
ØCambios en el poder geopolítico-económico
ØDiversidad e inclusión
ØIndividualismo y emprendimiento
ØPropósito y bienestar
Servicios
Megatendencias: Oferta del Talento
Servicios
Brechas en el talento
Diversidad e inclusión
Propósito y bienestar
El 77 % considera
que las
Megatendencias de
mayor impacto son:
Megatendencias: Oferta del Talento
1. Convencimiento de la Alta
Dirección
2. Desconocimiento del tema
3. Interés e involucramiento por
parte de la gente de RH
4. Falta de Competencia o talento
dentro de RH
5. Costo o inversión
Los retos que representa
abordar las
Megatendencias
relacionadas con la
Oferta del talento son:
Servicios
Megatendencias: Oferta del Talento
Nada al respecto
Estudiando implicaciones
Concientizando colaboradores
Diseñando iniciativas
Implementando Iniciativas
¿Qué están haciendo las
organizaciones en cuanto
a las Megatendencias
relacionadas con la
demanda de talento?
7%
18%
27%
27%
21%
Servicios
Megatendencias: En resumen
Ø BCG propone 12 Megatendencias en RH: (Investigación y presentación
completas en Portal de ERIAC)
• Automatización
• Big data y analíticos
• Acceso a la información y a las ideas
• Simplicidad en la complejidad
• Agilidad e Innovación
• Nuevas estrategias de los clientes
En cuanto a la Demanda de Talento En cuanto a la Oferta de Talento
• Nueva mezcla demográfica
• Brechas en el talento
• Cambios en el poder geopolítico-económico
• Diversidad e inclusión
• Individualismo y emprendimiento
• Propósito y bienestar
Ø Los retos asociados para enfrentarlas incluyen: desconocimiento y
falta de talento/competencias de la gente de RH
Ø Tan solo una de cada cinco empresas reportan estar implementando
incitativas relacionadas con estas Megatendencias
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Changes in
the supply of talent
Simplicity In Complexity
New customer Strategies
Agility & innovation
Shifts in ways of generating Business value
A new demographic Mix
Skill imbalances
Shifting Geopolitical & Economic Power
Shifts in Resource
Distribution
Diversity & Inclusion
Individualism and Entrepreneurship
Well-being &Purpose
Changing workforce cultures & values
Automation
Big data & Advanced Analytics
Access to information & ideas
Technological &
Digital Productivity
Changes in
the demand for talent
12Powerful Forces behind changes will
revolutionizehow organizations work
15
Copyright © 2017 by The Boston Consulting Group, Inc. All rights reserved.
Big
Data
& A
dvanced A
naly
tics –
CEM
EX C
RM
Exam
ple
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ights
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Big data & Advanced Analytics
Analytics can be used to
improve employee's experience across entire journey at company
Peop
le A
naly
tics
Retire
Hire
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CEMEX Go | CRM is
transforming sales by using
business analytics to help
representatives:
…offering clients an
improved experience
Use time efficiently by following a
Tactical Plan
Follow-up on sales opportunitiesHave a unified platform
Facilitate sales role4
3
2
1
Big data & Advanced Analytics
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CRM seeks
to professionaliz
e
sales exe
cutio
n throughout
the organiza
tion
Traditional
Syste
matic
Highly
dependent
on relatio
nships
and experie
nce
Based on data,
tech, p
rocesse
s and
practice
s
From
To
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New
Custo
mer S
trate
gie
s –Sta
rbucks E
xam
ple
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Customers want
personalized offerings…and are willing to collaborate with companies to get them
People demand more than value from business:
Social and environmental responsibility matter!
The Starbucks – BCG case:
Personalized products
Information from loyalty
program
Offerings focused on final
customers
New customer strategies
21
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Agility
& In
novatio
n –
CEM
EX D
igita
l Cente
rs Exam
ple
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ights
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Rapidly changing environment requires companies to adopt a
fail-fast innovation culture!
Agility and innovation
Scrum
Other creative methodologies
Design Thinking
Kanban
Agile
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Agility and innovation
Latest Technologies
Commercial Areas
Market Intelligence
CustomerFeedback
IDEA
CODE
DATA
Minimum
Viable
Products
LEARN
BUILD
MEASURE
Digital
Solutions
CEMEX is building a Digitally Enabled,
Superior Customer Experience…
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Practice & Workspaces
People &
Culture
Partners Ecosystem
DigitalArchitecture
BuildingAgile Teams
Evolving DesignThinking Capabilities
Promoting User Engagement
Strengthening
Analytics Capabilities
LeveragingCloud Strategy
Other
EvolvingCulture
Developing
Talent
Agility and innovation
… and building a Digitally Enabled Organization through
new ways of work, talent & culture and promoting
organizational capabilities
25
Copyright © 2017 by The Boston Consulting Group, Inc. All rights reserved.
Div
ersity
& In
clu
sion –
BCG
Exam
ple
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ights
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Diverse teams more
likely to foster employee
engagement and improve
business performance
Diversity & Inclusion
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ights
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rved.
Diversity is important not only because it matters…
2.3xgreater cash flow
per employee
36%more innovation
revenue
66%ROIC
outperformance
10% most inclusive large
companies show 2.3x
greater cash flow per
employee
Most diverse companies
derive more than one third
more revenue from
innovation than the least
Companies in top quartile
for women board members
outperform those in
bottom by 66% on return
on invested capital
Ethnically diverse US
companies 35 percent
more likely to beat
industry medians
but because it is good business
Diversity & Inclusion
35%more likely to
beat industry
28
Copyright © 2017 by The Boston Consulting Group, Inc. All rights reserved.
Skill Im
bala
nces –
CEM
EX D
igita
l Pro
fessio
nals E
xam
ple
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Digitalization of
products and services
is increasing demand
for digital talent
Companies are using gaming to re-train workers for digital skills or to recognize
talent
Skill imbalances
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Digital Professionals in Development
…are helping us to
develop innovative
solutions at our
Digital Centers
Skill imbalances
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Leveraging startup experience
Tapping the best resource pools
Incorporating agile and digital natives
Forming multi-generational teams
…promoting an inclusive, innovative
and flexible work environment
32
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Well-b
ein
g &
Purp
ose
–G
oogle
Exam
ple
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ights
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New generations want
more from work than
compensation
of employees said they would give up
5% of their salary for
1 or 2 days of
home office
~20%
62%of millennials want a career with
social impact
53%will work harder
to increase social impact
Well-being &Purpose
34
Copyright © 2017 by The Boston Consulting Group, Inc. All rights reserved.
35 229380-9
8_Pre
senta
cio
n E
RIA
C M
egate
ndencia
s
Org
aniz
acio
nale
s_21ene.1
9_M
N_M
EX_v02.p
ptx
In the future, successful companies will integrate the
12 organizational
forces holistically
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CX Human Capital Model enables business objectives
BUSINESS
STRATEGYENGAGEMENT
ORGANIZATION
PERFORMANCE
DEVELOPMENT
Agileleadership
New waysof working
Superior
EmployeeExperience
Admire
Aspire
Enable
Inspire
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Focus on developing and/or recruiting
digital skills
Develop platforms to promote collaboration
among all stakeholdersMake smaller and more agile interdisciplinary teams
Develop people and include diversity/
inclusion/flexibility
Shift HR to problem-solving interactions and
customize to support individual needs
1 2
34
5
Given 12 forces, companies will need to do things like…
38
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