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20/20 Vision Emerging Issues Facing Organizations and HR. Thought Leaders Retreat September 23, 2008. Key Issues to Consider. Talent shortages already exist in many areas of the global workforce Effectively handling organizational simplexity is required

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20 20 vision emerging issues facing organizations and hr

20/20 VisionEmerging Issues Facing Organizations and HR

Thought Leaders Retreat

September 23, 2008

key issues to consider
Key Issues to Consider
  • Talent shortages already exist in many areas of the global workforce
  • Effectively handling organizational simplexity is required
  • Multi-dimensional leadership with information and insight
  • Own your function; own your vision
talent shortage interventions
Talent-Shortage Interventions

Reduce Demand

Increase Supply

  • Process/job redesign
  • - Automate
  • - Offshore/Outsource
  • Invest in education and vocational training
  • Improve public-private initiatives
  • Encourage prolonged work life
  • Corporate initiatives
it is a major balancing act to drive value across differing dimensions of hr leadership
It is a major balancing act to drive value across differing dimensions of HR leadership.

1

Getting “in tune” with the CEO and Board, using an HR lens to shape a collective people agenda that maximizes value creation

HR leadership

2

Operationalizing the value-creation agenda through effective planning and performance management

3

Leading cross-company initiatives to drive growth and productivity

Value creation in the business

Communicating progress against the value-creation framework to internal and external stakeholders

4

Building the organization and talent levels to create a “Gold standard” HR organization

5

Value creation within HR

Running leanHR operations that are a reference case within the company for adding value at a competitive cost

6

Managing business risk by achieving best-in-class performance for specialty HR functions (e.g., recruiting, employee relations)

7

slide6

Effective

Management

Practices

Employee

Satisfaction

Customer

Satisfaction

Drives

Drives

Drives

Leveraging the Value-Profit-Chain…At SYSCO

Long-Term

Profitability

&

Growth

Innovation

(2)

(1)

Execution

SYSCO Practices:

  • Leadership Support
  • Front-Line Supervisor
  • Rewards
  • Quality of Life
  • Diversity/Engagement
  • Customer Focus
slide7

Key Metrics/Shared Practices is Working at SYSCO

Example:In Safety, we reduced the performance gap from top 25% and bottom 25% and increased overall safety results by nearly 50% in past 3 years.

This was accomplished through leveraging the key metric process, shared practices and reciprocal visits.

safety update
Safety Update

5,000 Fewer People Injured Each Year

slide9

Shifted the curve in Safety!

Annual savings: $20 million

slide10
We believe HR can be an enabler of world-class business performance through a more strategic and general management orientation.

Leadership

HR strategy

  • Establish a performance culture, assessment of performance/potential
  • Leadership quality (and quantity) not matching demand of business
  • Become sparring partner of top management (CEO/COO)
  • Assess impact of business early on and drive solutions
  • Drive internationalization (of culture and organization)

HR function: Multi-dimensional

  • Overall set-up to deliver maximum value to business "HR transformation"
  • Deliver administrative HR-services cost efficiently
  • Build skill base beyond HR

HR development

HR management

  • Become the employer ofchoice
  • Step-up talent manage-ment and rotation
  • Address aging workforce phenomena
  • Focus IR negotiations on life time employability and incentivizing comp & benefits systems
  • Professional management of restructuring
  • Truly support local management in HR-related issues
  • Manage employment costs and flexibility
shrm 2008 2009 workplace trends
SHRM 2008-2009 Workplace Trends
  • Continuing high cost of health care in U. S.
  • Large numbers of baby boomers retiring about the same time
  • Threat of increased health-care costs to the economic competitiveness of the U. S.
  • Aging population
  • Retention strategies for current/future workforce
shrm 2008 2009 workplace trends12
SHRM 2008-2009 Workplace Trends
  • Federal health-care legislation
  • Preparing orgs for an older workforce
  • Threat of U. S. or global recession
  • Labor shortages at all skill levels
  • Demographic shifts leading to shortages of highly skilled workers
actions taken in response to trends
Actions Taken in Response to Trends
  • Tuition reimbursement
  • Greater investments in training/development
  • Implementing an employee-data privacy policy
  • Policies/procedures to protect from employee/customer identity theft
  • Non-disclosure, non-compete agreements for intellectual property
actions taken in response to trends14
Actions Taken in Response to Trends
  • Measures to protect company data from natural disasters or cyber attacks
  • More use of technology to perform transactional HR functions
  • Increasing technology training
  • Increasing training in specialized skills
  • Implementing preventive health programs