Tuesday, 22 December 2009

One more for 2010 - TRU London


TRU I enjoyed speaking with Bill Boorman and his other guests yesterday.

And I also look forward to speaking to many of them again at Bill’s second HR and recruitment unconference, TRU London 2, where I’ll be one of Bill’s track leaders, early next year.

Bill describes the format of the unconference as:

“An unconference is an event that has no fixed structure and only two rules, no power point and no presentations. The day is split in to sessions during which a series of ‘tracks’ run on a theme with a track leader hosting the discussion, debate and learning. The discussion takes a life of its own with attendees bringing their own views, questions and opinions as well as debate. This takes many directions and concludes with real learning and opinion forming. The track leaders have been carefully chosen from their areas of experience and knowledge and the value they can bring to the ‘track’ and have been drawn from across the globe giving a real global view. We will be adding to the list of track leaders right up to the day of the event (and even during it.)

You are actively encouraged to disagree, argue, debate and question, all we ask is that you respect one another. In addition to the published tracks we will be adding to the list by request right up to the day. If you want to add a track just contact us and we will set it up. We will also be encouraging impromptu tracks throughout the day whenever a new subject comes up. An unconference is about what you want to discuss and is not restricted by any fixed agenda.”


I’m particularly pleased to be participating after deciding, maybe incorrectly, that travel time and costs would make attending last year’s HRevolution event in Louisville, Kentucky unproductive, and missing TRU London 1 while I was up at the CIPD conference.


You can learn more at some of the reviews of TRU London 1 earlier this year – eg this blog post and this podcast (although if you listen to the podcast please note there weren’t hundreds of us tweeting from the CIPD conference – only about 8 of us really – we just did a lot of it; we did have fun there too; and this blog was included in several of FOT’s power rankings well before Andy Headworth!).

And you can buy tickets for TRU London 2 here.  Note that ticket prices are well below those of a traditional conference. 

If you don’t think travelling to London for this would be productive, I can understand, but you might be wrong (as I think I was about HRevolution).  But no worries, as Bill plans on taking TRU on a world tour as well.


So there you go.  That also wraps up all I have to share with you about my current plans for January and February 2010 too.

A reminder:


There’ll be a few other things too – including trips to Nigeria, Bahrain and back to the UAE (as well as quite a bit of client work coming up), but I’ll let you know about these additional activities next year.

In the meantime, stay tuned for more HCM and HR 2.0 related posts over Christmas and New Year as I’m going to be trying to catch up with some of the things I’ve not managed to post on earlier on.





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Monday, 21 December 2009

Talking Blogtalk


      You’ll have hopefully listened to some of my Talking HR podcast shows, broadcast on Blogtalk radio:



Well later today (6.00pm GMT), I’ll be talking to some hosts of other Blogtakradio HR and recruiting shows about podcasting / the use of Blogtalkradio:


We’ll be addressing:

“Why do they do it? what makes a good show? What shows are memorable from 2009? What works & what doesn't? Call in and ask the hosts anything you want to know about podcasts, radio shows or the subject of their show. Should be lots of talk as the hosts turn guests.”


Do join us if you can (call +1 646 727 3988 - open invite).  Or as per Talking HR, you can listen to the archive after the show:




You can also check out some other great HR and recruitment shows here.




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Friday, 18 December 2009

European HR Directors Business Summit, January 2010


   I’m also going to be doing more conference blogging in 2010.

On 19th and 20th January, I’ll be attending WTG’s European HR Directors Business Summit.  I’m looking forward to posting and tweeting on sessions from:


  • Tom Stewart, authority on intellectual capital and knowledge management
  • David Ulrich, who?
  • Liane Hornsey, HR Director EMEA, Google
  • Julian Birkinshaw, co-founder of the Management Lab (MLab)
  • David Fairhurst, SVP and Chief People Officer, McDonald's
  • Matthew Brearley, HR Director, Vodafone
  • Martin Tiplady, Director of HR, Metropolitan Police Service
  • Vance Kearney, VP HR (EMEA), Oracle
  • Andy Doyle, Group HR Director, ITV
  • Christopher McLaverty, VP Global Leadership Development and Learning, BP
  • Danny Kalman, HR Director Europe, Panasonic
  • Marc Weedon, Senior Director, HR, EMEA, Polycom
  • Michele Owens, Head of Organisational Development, Olympic Delivery Authority
  • Liz Barrett, SVP HR, EMEA/APAC, Sungard
  • Misty Reich, VP of HR UK and Ireland, KFC
  • Jonathan Ferrar, Director of HR, UK and Ireland, IBM
  • Mark Wakefield, Corporate Citizenship & Corporate Affairs Manager, IBM
  • Jo Mullis, UK Workforce Lifecycle Programs(WLP) Manager, IBM
  • Ian Iceton, Director, HR Operations, Skanska
  • Therese Proctor, HR Director, Tesco
  • Diane Tomlinson, HR Director Organisation Effectiveness Britain & Ireland, Cadbury's
  • Kate Griffiths-Lambeth, Director of HR, White & Case LLP
  • Kate Coulson, Senior HR Manager – Management Information and Reward, White & Case LLP
  • Sian Thomas, Director, NHS Employers
  • Cheryl Lee, Director of HR, Medway NHS Foundation Trust
  • Hugh Hood, HR Director, BT Wholesale
  • Tanya Channing, HR Director, Burger King
  • Fernando Garcia Ferreiro, Head of HRM development unit, European Commission, Spain
  • Ravi Chand, Head of Equality & Diversity Directorate, Home Office
  • Melanie Flogdell, Head of Policy, Centrica Plc
  • Rob Cook, Head of Business Solutions, Centrica Plc
  • Ed Sweeney, Chairman, Acas
  • Annemie Ress, Senior Director (HR), eBay Marketplaces & PayPal Europe
  • Jeff Bakes, Reward and Recognition Director, Europe, PricewaterhouseCoopers
  • Paul Kennedy, HR Director, New Balance
  • Jacqui Summons, Group HR Director, Intec
  • Andy Gillham, International HR Director, 3Com
  • Richard Lowther, VP HR, TomTom
  • Stefan Tonnon, Director Human Resource EMEA, Progress Software, Netherlands
  • Tim Taylor, Head of Reward and Recognition, TUI Travel UK & Ireland
  • Liz Cook, HR Director, Sega
  • Clare Mitchell, NHS Lorenzo Delivery Director
  • Christoffer Ellehuus, Practice Lead Europe, Corporate Leadership Council
  • Clare Moncrieff, Senior Research Director, Corporate Leadership Council
  • And others.



Do let me know if there’s someone in this list you think I should particularly try to see.  And if you’re attending (particularly if you’re one of the people in the list above), do let me know and let’s meet up.





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Thursday, 17 December 2009

Top online HR influencers


I've been following John Sumser’s developing list of top 100 HR influencers with much interest.

There are some great stories in here – some about people I feel I know quite well, but quite a few of people I’ve never come across as well.

However, in the spirit of authenticity, I’ll admit that my interest is partly to see if my own name comes up.  I don't actually think it will, partly because the list is rather US-focused (where are the UK's David Fairhurst, Angela O'Connor, and other usual suspects from the UK conference circuit for example) and also recruitment-centric (it is supported by Recruitingblogs.com).  And it's also, I'll admit reluctantly, because I probably don't yet have that much influence!

In addition, as Sumser notes, people who have great influence online are rarely seen as influential offline - which I think is interesting, but means this list probably doesn't play to the way I spend my time.  Still, I'm vain enough to think I might squeeze in at #99.


Anyway, Sumser has now published a new list which has used algorithms to rank online footpints and identify the top 25 online HR influencers - and I'm on this one (at #20, but one of only 3 people outside of the US, and the single person on the list from the UK).


The top 5 influencers are:


Check the HRExaminer site for info on the other influencers.


The ranking is a combination of three different percentages:

Reach (I score 45%)

-   This score (a percentile) is an estimate of the number of people who see the material. It’s a measure of the eyeballs or audience size.

Resonance (50%)

-   This is a measure of the number of inbound links, mentions, blogroll listings, community participation

Relevance (53%)

-   This score describes the fit of the persons work with a cloud of keywords.


Of course, people only establish significant internet footprints when other people read and link to what they have to say.  So thanks to the other influencers, and other social media contributors, for linking here.  And thanks to you for reading!





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Wednesday, 16 December 2009

Talent Retention (Bahrain, 2010)


   I’ll also be delivering the talent retention workshop in Bahrain.

I’ve not been to Bahrain either but I have at least had some exposure to the country (see for example this case study from Batelco).

I’m also planning to stay in Bahrain for some meetings on 10 and 11 February – so let me know if you’re there and you’d like to meet up.



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Talent Retention (Doha, February 2010)


   The retention of talent seems to be becoming more and more urgent as the economy (outside the UK at least) starts to slowly motor forward again.

There’s a good summary of the requirement and some of the things employers can do to increase retention on Harvard’s Management Essentials, ‘Retaining Star Performers in Trying Times’

This article suggests that  organisations need to ‘find the levers where the value to the individual is greater than the cost to the company’.

This includes:

  • Praise for good work
  • Challenging projects and assignments
  • Development opportunities
  • Non-monetary perks.


Companies also need to:

  • Manage anxieties and frustration
  • Over-communicate.

And culture matters more than ever. 

In summary, the article encourages managers to -


  • Find out what benefits matter most to your employees
  • Communicate more than you think you need to
  • Be realistic about people's anxieties and frustrations.



  • Forget that satisfaction with an immediate boss factors heavily into people's decisions to stay with a company
  • Assume that a bad economy guarantees that your star employees won't leave
  • Think that money is your only tool to motivate your employees.


The article includes a nice couple of vignettes supporting these suggestions too.


Anyway, the point of this post is that early next year I’ll be looking at these and other aspects of retention in a series of three-day workshops for senior HR practitioners and other business leaders responsible for talent management in financial services firms operating in the Middle East.

We kick off on 2-4 February in Doha and I’m really excited about this as I’ve not managed to visit Qatar on any of my assignments in the region to date.  If you’d like to attend the workshop, contact Daniel Jackson at Fleming Gulf (email: daniel [dot] jackson [at] fleminggulf [dot] com, tel: + 91 99 00388 366).  You can also get a 10% discount through to 22 December.


I’m also planning to be in Qatar for some meetings on Sunday 31 January and Monday 1 February – so let me know if you’re there and you’d like to meet up (you don’t need to be in financial services for this!).



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Tuesday, 15 December 2009

More on Next Generation HR (Talking HR 022)


CIPD Sustainable Organisational Performance   Tonight’s Talking HR show (#022) took the CIPD’s New Generation HR research that I’ve discussed before for a deeper and fuller review.

However, although I tried to be positive, my reactions to the research report remained largely the same.  Krishna seemed to think very much the same as me as well.  And it looks as if you agree with us too – 24 of you have responded to my survey asking about what you believe provides the basis for Next Generation HR in your organisation.  These are the results with 20 hours to go:


  • Sustainable Organisational Performance (CIPD)  4 (16%)
  • Human Capital Management  9 (37%)
  • The Social Business  5 (20%)
  • Behavioural HR  4 (16%)
  • Externally Focused HR  3 (12%)
  • Green HR  2 (8%)
  • HR 2.0  6 (25%)
  • Imagination Based HR  4 (16%)
  • Evidence Based HR  4 (16%)
  • Strengths Based HR  2 (8%)
  • Other  1 (4%)



I’m really interested and impressed that Human Capital Management and HR 2.0 top your votes (have you see these two things mentioned anywhere else recently??? – perhaps at the top of this blog for instance?), with both these options, and the Social Business scoring more highly than the CIPD’s suggestion, Sustainable Organisational Performance.


Find the show here

And the show notes here (including all the resources mentioned on the show).





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Monday, 14 December 2009

HR and Innovation (Talking HR 021)


   Just time to get the show notes out from the last episode of Talking HR before we do the next show (#022, on Next Generation HR) tonight.


For #021, I was joined by a guest host, MOK, from the Innovation Beehive.

We discussed the importance of innovation during, and helping to exit from, the recession. And also HR's role supporting innovation - creating an innovative culture etc.

We also reviewed a new book - The Silver Lining by Scott Anthony.




Listen to the podcast: you can download the podcast to your hard drive or play it streaming from the web.  You can also subscribe to the show at itunes.


Talking HR is hosted by Krishna De and Jon Ingham and you can contact us with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com.



Picture credit: إبن البيطار 


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Thursday, 10 December 2009

Helping you have more impact


   I want to wrap up my series of posts on planning for 2010 (before 2010 actually starts in a couple of weeks time!) by writing about what I could / would do to help you plan effectively for next year in order to have more impact / create Next Generation HR / change to a New Leadership Paradigm etc.

Having said that, the post isn’t so much about me (although it would be nice to help you raise your impact too), but about what I’d advise you to do to go about creating this sort of impact – and approaching this subject in a bit more of a practical way than I’ve posted on it before.

The key to creating this higher level of impact is, I think, to ask the right questions.  And then to think, deeply, about your answers, and not to be limited by what’s happening today.  (It’s for this reason that I believe measurement has a limited role in HCM, and why I believe in Imagination Based HR – even if you, my readers don’t*).

These are some of the questions I’d want to ask you (and help you answer):

  • What’s your organisation about / what’s going to make the difference to its future?  (what’s your mojo?)
  • Who are the people who will sustain this mojo?  (who are your talent?)
  • What will they be thinking, feeling and doing? (what are your competencies?)
  • What unique value do these people provide?, and how to they provide competitive advantage? (what are your capabilities – your human and social capital?)
  • What do these people want you to do to support them? (what’s your EVP?)
  • What form of organisation structure is best able to support your mojo and your people? (your organisation capital)
  • What specific processes will you need to develop, and other interventions to make, to create the capabilities you require as well as the offer your people desire?  (what best fit processes do you need?)
  • Therefore what role does HR need to play in supporting all of this (what’s your view of Next Generation HR)?
  • And of your leaders and managers?


Oh, and really at the top of the list, who needs to be involved in answering these questions (hint: everyone would be wonderful - whether this be through social media or a large scale event).



* As Imagination Based HR has only received one vote in the quiz on my blog so far – and with just 4 days left for you to vote).


Picture credit: Don Davis/NASA

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Friday, 4 December 2009

Are you ready for the HR roller coaster?


    I’ve already posted on the drivers of change discussed in the CBI’s recent report, The Next 10 years. And here is my summary of the section on businesses’ responses.  Hold onto your hats – it looks like it’s going to be a thrilling ride!


The business response

The changes I described in my last post are leading many businesses to reassess their purpose, structure and organisation, and what they need to do to ensure sustainable business success. For most, there will be a movement away from ‘business as usual’ towards a more flexible, collaborative and leaner model. This will include the following actions:


Bend 1. Building workforce skills

Businesses will have to build, retain and make the most of knowledge and experience in the workforce while finances for training are restricted, there are major changes in the make-up of the population available for work and individuals’ expectations of work continue to evolve.

Businesses will become much more proactive in their approach to talent management, placing greater focus on skill development. Many businesses will develop detailed skill roadmaps for their organisations.

However, businesses will also focus on enhancing business productivity and achieving a greater return on investment in training. More training will be delivered online, or through other virtual learning environments, and in-house, rather than being provided face to face and outside of the workplace.

Funding for ‘non-essential’ training and general career development training not directly aligned with corporate goals will be scaled down substantially or even stopped. (I think businesses will find doing this clashes with the changed workforce expectations that the report mentioned earlier on, and with increasing needs for smarter management in a more collaborative environment that is mentioned later. As the report notes, it will also provide a challenge in building management and leadership skills with longer timeframes for development.)

There will also be a trend to select and develop employees for a career within organisations rather than for a specific job, reflecting businesses’ preference for staff to be multi-skilled.  (Not sure about this – it certainly goes against existing trends in organisations.)

Development will increasingly be provided through collaboration with schools, colleges, universities and other education and training institutions. To avoid organisational rationalisation closing down career paths, businesses will also collaborate with each other (particularly supply chain partners and customer organisations) to provide staff with secondments and other opportunities to gain skills and experience that cannot be found in one organisation. Employees will take a bit of the company ethos with them with each move, cementing relationships and building trust. (I have always thought this to be a good idea, and write about it in my HCM book.)

Bend 2. Developing a new employment model

New forms of partnership and collaboration, and new contractual relationships between employees and employers, are already emerging and will become more extensive.

Changes in employment legislation over the past decade have allowed many employees to ask for flexible working (eg to manage family, health or educational needs) and Generation Y employees have also sought greater flexibility to meet their own ambitions. But now employers will also increasingly ask for flexibility and will use this as a core part of their business model. For some sectors – eg in manufacturing – annualised hours contracts will become standard. In retail, zero-based hours (essentially call-up contracts with trusted individuals) will be used more extensively to manage peaks and troughs in workload. Payment in time – eg time off for sabbaticals or charity work – is likely to become the new bonus in place of money.

Businesses will continue to emphasise flexibility and a significant number will move to a new employment model where the core of permanent staff is smaller and a greater number of freelancers, consultants and temporary workers are used. The move to such a model accelerates an existing trend in the increase of freelancers. (Meaning that HR has to move its focus from just employees to everybody who provides the business with human capital.)

Bend 3. Rationalising the organisation

The recession has accelerated the need to address inefficiencies and non-core activities across the enterprise. It has also provided the stimulus for companies to re-think themselves and re-evaluate their future – allowing them to make organisational changes that will position them for the upturn and beyond, while building-in resilience and flexibility.

Businesses will continue to focus on reducing their costs, shifting the balance between fixed and variable costs to improve flexibility.

More significantly, businesses will seek to ‘simplify’ their operations in order to gain greater control of the complexities and interdependencies in their operations. This rationalisation will create new organisational structures built around a core of permanent employees and unique business propositions, with a much larger group of activities and people outsourced and offshored to and beyond the periphery of the organisation. (The report suggests this might include HR but I can’t see it – change of this magnitude will require HR to be right at the centre of organisations, managing it and then making it work.)

Bend 4. Moving to a more (externally) collaborative business model

The need to share risk, invest effectively in developing new innovations, and access finance and competencies will drive businesses to a more collaborative business model. The shift from transactional to collaborative relationships will bring about new alliances with a wide range of partners, including customers, universities, suppliers and, in some cases, competitors. Businesses will also work with the supply chain to improve supplier performance and efficiency (a clear opportunity for externally focused HR.)

The trends in the location of the supply chain for intangibles will also become more complex. Communications technology now allows the supply of knowledge based services to be based anywhere in the world and businesses will move more of their process-driven intangible supply chain abroad to take advantage of lower costs.

Collaboration is not without risk - establishing and maintaining trust will be critical. So businesses will invest in new management skills to deal with the risks and challenges accompanying collaborative working. (More great work for HR.)

Bend 5. Emphasising governance and sustainability

(This is the only one of my five areas that is clearly driven by the change drivers I reviewed in my last post, ie trust, social / demographic change and technology, rather than the recession and what is predicted will be a harder decade.

It is also the only section where I detect clear CBI spin. I’ve rewritten the next paragraph more extensively than other areas to bring it closer to the truth as I see it.)

Businesses are starting to recognise that demonstrating accountability will be part of the new ‘licence to operate’. Some businesses already invest significantly in governance and sustainability. This will become much more extensive and central to business with actions taken across all parts of the organisation and beyond.

There will be more investment in business continuity, risk analysis and mitigation, scenario planning etc and greater controls will need to be put in place. Monitoring by business of their internet – and in particular their on-line social network – presence will increase. (I agree with the need for scenario – for me this report outlines just one scenario – there will be others. I don’t agree quite so much with the need for more monitoring of social networks. I think the key here, again, is workforce skills, and trust.)

More senior management jobs will be dedicated to compliance, governance and risk management. But other managers and employees will need to support governance too.

The transition to more extensive governance will be difficult and the result will be less flexible, more rigid organisations at a time when businesses are trying to become more flexible. With these changes it will be difficult for companies to retain their agility and focus and there will be increased tension between delivering on governance and conducting core business. (I think the way to resolve this dilemma is through culture – meaning that less control is required.)

The implementation of a ‘no blame’ culture will be used by organisations to ensure mistakes are quickly uncovered and lessons can be learned. Leadership in businesses will be key to developing new cultures.

(HR doesn’t tend to get than involved in governance currently – with the part exception of the remuneration area. This report implies a much greater focus here.)


At the finish 

It’s all highly interesting stuff. If you agree with the picture it describes, it provides some big, big challenges for the next 5 – 10 years. And if you don’t, do you have a different picture you can use?  (Let me know if you want me to draw one for you.)



Photo credit: Andrew Waite


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  • Wednesday, 2 December 2009

    Business changes and HR plans


       I’ve just got a few more posts to do on human capital / talent / workforce planning for 2010.

    However, even though I promote the view that the energy for HCM should come from within the organisation (an inside-out perspective), organisations clearly need to take account of the broader and longer-term context too.

    One of the inputs that organisations (at least those based in, or with operations in, the UK) may want to use is the CBI’s latest report: ‘The Shape of Business – The Next 10 Years’ (thanks to Alice Snell for highlighting this on Taleo’s blog).

    The first part of the report focuses on the reset in the business environment and the effect of the financial crisis and the recession on three existing drivers of change. Here’s my summary (focusing on the themes which are of most interest to me / this blog, and which does not cover the whole report):


    1. Increasing importance of, and declining levels of trust

    Our expectations of businesses are increasing, and the internet gives us the power to ensure that businesses live up to these expectations, Businesses are under the spotlight and need the trust of their stakeholders to retain current degrees of freedom to operate.

    However trust in businesses and the profit motive have declined and are at risk of remaining depressed.

    • 79% of UK respondents said they don’t trust business leaders to put the interests of their employees and shareholders ahead of their own personal interests (Edelman Trust Barometer - supplementary survey)
    • 51% of respondents said UK businesses behave ethically - compared to 58% in 2006 (Institute of Business Ethics, 2008).


    To redevelop trust, businesses will need to demonstrate their ethical credentials. This relates in particular to executive pay, environmental responsibility and openness with information (I’m going to have to come back to this with another post).


    2. Social and demographic change

    Businesses will be challenged to manage four different generations of employees, each with different motivations and expectations.

    In addition, although pension problems will force some older employees to work longer, businesses will still need to take action to address gaps in critical skills (including science, technology, engineering, maths and project management).

    Businesses will need to capture the knowledge and experience of individuals before they retire –and to retrain other employees, and/or seek new skills from elsewhere.

    Businesses will also need to adapt if they are to attract, retain and get the most out of the new generation of employees (an important point and again, the subject of a future post).


    3. Further technology change

    Digital technologies are fundamentally changing business. Personalised web-based applications, cloud computing, real-time interaction and always-on web features are likely to become commonplace within 5-10 year years. Teleconferences, videoconferencing, webinars and remote working systems are all improving. Generation Y use these technologies in a different way and will expect increased technological capability at work.

    Businesses will need to increase their use of Facebook, Twitter and other web 2.0 and social networking applications.

    Businesses will also need to invest more in building their corporate cultures as a higher proportion of employees work away from central offices and/or reside in the periphery to the core of permanent staff.

    The report also suggests that businesses are concerned about the impact of technology on work / life balance (though this wasn’t seen as a major issue in a recent Google Wave on the area).



    More on the business response to these challenges shortly.  But perhaps you’d like to think about how you’re going to respond to them first?


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    Tuesday, 1 December 2009

    Dubai’s out, who’s in?


       Just when you thought it was safe to go back into the water!

    I’ve had some more work in the UAE cancelled as an indirect impact of the current debt problems there (although I hope that other work I’m planning will continue).

    So I’ve got some time over the next couple of months.

    Want to ramp up your HR team’s contribution to your business:


    • 2010 Planning (HCM, talent strategy, workforce planning etc)
    • Measures, metrics, scorecards, evaluation, ROI
    • HR Capability development
    • Social business (enterprise 2.0) / HR2.0
    • etc…



    Or just need some help at the moment? (I’ve got senior line and consulting experience across the full spectrum of HR activities).  Give me a call.

    +44 (0) 7904 185 134

    jon  [dot] ingham [at] strategic [dash] hcm [dot] com



    Picture credit: FT.com


    Helping you create Next Generation HR


       In my last post, I described my ‘ideal’ process for human capital / talent / workforce / HR planning.  I also explained that the actual process I would hope to use with a client would depend upon their particular situation: strategy, context, challenges and opportunities etc.

    I think it also depends upon their views about Next Generation HR, which I’d define as the way in which they believe HR can best create value for their organisation.

    As I explained in my review of the CIPD’s session on Next Generation HR, I think there’s a variety of options available to organisations here.  To me, Next Generation HR is about continuing the movement towards best fit, so whereas the current generation of HR practice is about all moving together towards one view about effective HR practice, the next generation will be more differentiated – and more focused on the particular ways that HR can add and create most value in your particular organisation.

    So I’ve put up a quiz on my blog to get more input on which of these you think will be the basis for Next Generation HR for you and your organisation.  These are the results so far:


    Option Response

    Sustainable Organisational Performance (from the CIPD’s Next Gen HR research)

      2 (28%)

    Human Capital Management (accumulating human capital)

      4 (57%)

    The Social Business (accumulating social capital, including through the use of social media)

      2 (28%)

    Behavioural HR - using the insights of neuroscience to change HR’s, managers’ and employees’ decision making processes and activities

      2 (28%)

    Externally focused HR - developing a role outside the organisation

      1 (14%)

    Green HR- developing a tie-in with ethics and CSR

      1 (14%)

    HR 2.0 - the use of social media tools within HR (social recruitment, social learning etc)

      1 (14%)

    Imagination based HR

      0 (0%)

    Evidence (measurements and analytics) based HR

      3 (42%)

    Strengths Based HR - a focus on talents and appreciation etc.

      2 (28%)


      1 (14%)


    I’m obviously pleased to see HCM taking an early lead, but disappointed to see imagination based HR, one of my personal favourites, falling behind already!.  However, I’m after your views here – you’ve probably had enough of mine.

    So please do select your personal favourite option(s) from the list – and if you’re voting for the ‘other’ category, perhaps add a comment to this post and let me know what you think I’ve missed.


    Human Capital Planning

    Reviewing which of these options make best sense for you is part of my Human Capital Planning process too.

    I’ll describe more about this process, and how I can support it, in my next post.





    • Consulting - Research - Speaking  - Training -  Writing
    • Strategy  -  Talent  -  Engagement  -  Change and OD
    • Contact  me to  create more  value for  your business
    • jon  [dot] ingham [at] strategic [dash] hcm [dot] com


    Did you miss? (On Social Advantage during November)


    Social Advantage box






  • Consulting - Research - Speaking  - Training -  Writing
  • Strategy  -  Talent  -  Engagement  -  Change and OD
  • Contact  me to  create more  value for  your business
  • jon  [dot] ingham [at] strategic [dash] hcm [dot] com