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Why We No Longer Need HR Departments

Why We No Longer Need HR Departments | Human Capital & Business Trends | Scoop.it
The time has come for HR (Human Resources) departments to call it a day. HR departments often portray themselves as a valued business partner for management and staff alike. However, how can anyone
Tony Brugman (Bright & Company)'s insight:

Bernard Marr starts the discussion with a provoking title and message: We no longer need HR departments. Marr says the name of the HR department is wrong, HR is serving two masters and it is questionable whether HR delivers enough value.

 

He has two major recommendations

1. Don’t call it HR!

2. Put two teams in place: a people analytics’ team and a people support team

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Tony Brugman (Bright & Company)'s curator insight, November 19, 2013 5:07 AM

Bernard Marr suggests we should abolish the old name and department of HR. It's time for a new 'people function' with two teams in place: a people analytics’ team and a people support team.

 

Human Capital & Business Trends
Latest and relevant insights on the field of people, work and organisations.
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The Real Reason New MBAs Want to Work for Goldman Sachs

The Real Reason New MBAs Want to Work for Goldman Sachs | Human Capital & Business Trends | Scoop.it
It’s not money.
Tony Brugman (Bright & Company)'s insight:

Good blog post on HBR on the (real) motivations of talented employees to work for an investment bank like Goldman Sachs, and why it is more difficult to fulfill. Introducing "status-as-competitive-advantage".

 

Quote:

“These companies are attractive to join because they’re attractive to leave.”

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Cisco: Divide and Conquer - Talent Management magazine

Cisco: Divide and Conquer - Talent Management magazine | Human Capital & Business Trends | Scoop.it

"By farming out HR’s transactional duties to another department, Cisco says it saved money, freed up talent management professionals to think strategically and boosted employee satisfaction with HR."

Tony Brugman (Bright & Company)'s insight:

Great example of HR Transformation at Cisco, splitting HR in tactical and strategical parts!

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Can Robots Be Managers, Too?

Can Robots Be Managers, Too? | Human Capital & Business Trends | Scoop.it
A recent study suggests many of us are willing to follow their instructions.
Tony Brugman (Bright & Company)'s insight:

Are we one step closer to Robotic world domination? This interesting HBR blog presents study findings on whether people will obey a robot's orders when placed in a position of authority.

 

According to the researchers, "the results were quite surprising. (..) The most striking thing was that people engaged the robot as if it were a person and argued with it, proposed compromises and used logic to try and sway its opinion, with many continuing the task despite this."

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Immigrants from the future

Immigrants from the future | Human Capital & Business Trends | Scoop.it
"Robots offer a unique insight into what people want from technology. That makes their progress peculiarly fascinating, says Oliver Morton. (..) This fascination has produced robots of many shapes and sizes. Academics have tried their hand at mimicking nature, basing robots on everything from termites to pterodactyls."
Tony Brugman (Bright & Company)'s insight:

Great read! Special Report (including a neat infographic) in this week's The Economist on the developments in Robotics and Robots.

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Why Work Is Lonely

Why Work Is Lonely | Human Capital & Business Trends | Scoop.it

"There is an old cartoon I often show to the managers I work with. It portrays a smiling executive team around a long table. The chairman is asking, “All in favor?” Everyone’s hand is up. Meanwhile, the cloud hovering above each head contains a dissonant view: “You’ve got to be kidding;” “Heaven forbid;” “Perish the thought.” It never fails to provoke awkward laughter of self-recognition."

Tony Brugman (Bright & Company)'s insight:

Excellent blog on "violent politeness" and why it leads to loneliness by INSEAD Associate Professor Gianpiero Petriglieri.

 

"Violent politeness keeps leaders stuck in the very place we say we least want leaders to be—carrying the glory if things go well and the blame if they don’t. Stressed out, alone, and handsomely rewarded for it."

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Why Good Managers Are So Rare

Why Good Managers Are So Rare | Human Capital & Business Trends | Scoop.it
Gallup data shows they have a combination of hard-to-teach traits.
Tony Brugman (Bright & Company)'s insight:

According to researcher Gallup, companies choose the wrong manager candidate 82% of the time! "Most companies promote workers into managerial positions because they seemingly deserve it, rather than because they have the talent for it."


The companies who do manage to make the right choice gain "147% higher earnings per share than their competition".

 

About 1 in 10 people have all the traits needed to be a good manager. Gallup found that good managers have the following talents:

- the power to motivate and engage people

- the assertiveness to drive results and overcome resistance

- the ability to create a culture of accountability

- the strength to build trust-based relationships and transparency

- decision-making based on productivity instead of politics

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How Technology Creates Jobs for Less Educated Workers

How Technology Creates Jobs for Less Educated Workers | Human Capital & Business Trends | Scoop.it
Assuming that only highly educated workers benefit from technology is a mistake.
Tony Brugman (Bright & Company)'s insight:

Great story by Boston University economist James Bessen on HBR blog on the impact of technology on jobs in healthcare.

 

"It is a mistake for managers to assume that they need to hire highly educated workers to handle new technology; employees gain much critical knowledge about new technologies through experience on the job and such learning often does not require a high degree of education."

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Constant change is a headache for HR | HR Magazine

Constant change is a headache for HR | HR Magazine | Human Capital & Business Trends | Scoop.it

"Roffey Park’s Management Agenda survey shows HR professionals struggling to meet their organisations’ demand for change"

Tony Brugman (Bright & Company)'s insight:

The latest Roffey Park Management Agenda 2014 shows that HR struggles to lead and deliver change. Two findings from the study confirming this statement are:


* 77% of HR managers report their organisation has attempted culture change in past five years


* 37% of HR managers said cultural change had not been “that successful


Download the full report via http://www.roffeypark.com/leadership-and-management/two-stats-that-reveal-how-most-organisations-struggle-to-lead-deliver-change/

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'The Starbucks Way' - HR Executive Online

'The Starbucks Way' - HR Executive Online | Human Capital & Business Trends | Scoop.it
By Kristen B. Frasch Starbucks -- the subject of a new book -- exemplifies a whole new corporate approach to talent management, one that centers on behavioral and cultural fit over skills, and gives power to its people.
Tony Brugman (Bright & Company)'s insight:

Nice article from HR Executive Online, discussing Starbucks' HR approach and culture. Everything at Starbucks, including onboarding and training new hires, is about "coffee passion" and "customer experience".


Nice quote on the 'coffee passion':

"When a store manager celebrates the first day with a new hire by preparing a coffee tasting, that manager is producing an event that both communicates the desired behavior of learning the unique flavor profiles of coffee and demonstrates values that support coffee passion."


A great example of real customer-centric HR:

"Newly hired baristas are asked to reflect on their personal histories as consumers to identify what makes certain Starbucks (or non-Starbucks) experiences memorable, uplifting, inspiring or "elevated" for them."

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Talent Strategy That Drives Business Strategy, Korn Ferry Whitepaper

"Research consistently shows that when an organization gets the right people with the right skills focused on the right initiatives, the benefits are seen across the board: higher morale, productivity, innovation and financial performance. In fact, a talent strategy designed around business objectives produces stronger outcomes than simply adopting best HR practices."

Tony Brugman (Bright & Company)'s insight:

Whitepaper by Korn Ferry Institute on how to develop a Business-driven Talent Strategy.

 

See also:

http://www.kornferryinstitute.com/reports-insights/talent-strategy-drives-business-strategy

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The disruptive power of collaboration: An interview with Clay Shirky | McKinsey & Company

The disruptive power of collaboration: An interview with Clay Shirky | McKinsey & Company | Human Capital & Business Trends | Scoop.it
How we collaborate has profound implications for how we live and work. The author and New York University professor explains how social media has upended traditional norms. A McKinsey & Company article.
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Tapping the power of hidden influencers | McKinsey & Company

Tapping the power of hidden influencers | McKinsey & Company | Human Capital & Business Trends | Scoop.it
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts. A McKinsey Quarterly article.
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How the decision gurus choose - FT.com

How the decision gurus choose - FT.com | Human Capital & Business Trends | Scoop.it

"Eight academics who are experts in effective decision-making techniques discuss whether they deploy the same strategies at work and at home."

Tony Brugman (Bright & Company)'s insight:

Fun to read FT article, interviewing some of the well-known academic experts in the field decision-making (about the way they apply their own methods and theories at home and at work).

 

The interviewees include Dan Ariely and Robert Nau (Duke University), Richard Thaler (University of Chicago), Anil Gaba (Insead), Francesca Gino (Harvard Business School), Nigel Nicholson (London Business School), Maya Bar-Hillel (Hebrew University of Jerusalem) and Phil Rosenzweig (IMD).

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The Netherlands must do more to make working at an older age more attractive, says OECD

The Netherlands must do more to make working at an older age more attractive, says OECD | Human Capital & Business Trends | Scoop.it
Information for journalists, Encouraging more people to work later in life would help the Netherlands meet its growing challenges of a rapidly ageing population and rising social spending, according to a new OECD report.
Tony Brugman (Bright & Company)'s insight:

Critical report OECD for The Netherlands: Big challenge to cope with rapidly ageing workforce. Among the OECD's recommendations: The Netherlands should encourage longer work careers, stimulate pension flexibility, support older employees to improve prevention and performance rates.

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Automation Alone Isn’t Killing Jobs

Automation Alone Isn’t Killing Jobs | Human Capital & Business Trends | Scoop.it
The long-term unemployed are now burdened by complex interactions of technology, education and market demand.
Tony Brugman (Bright & Company)'s insight:

Good piece by Tyler Cowen (also author of 'Average is over') in NY Times on the debate of job loss due to the rise of technology and automation. He argues that although automation of jobs is nothing new, it "may prove a tougher problem this time around."

 

One of the threats is "labour market inflexibility" and demand for higher and specialised skills. "Across the economy, a college degree is often demanded where a high school degree used to suffice."

 

Also, it will be hard for "people who don’t like formal education, even if they are otherwise very talented".

 

And, especially amongst younger people, "the problem in labor markets takes the form of underemployment rather than outright joblessness."

 

"In a nutshell, what we’re facing isn’t your grandfather’s unemployment problem. It does have something to do with modern technology, and it will be with us for some time."

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The Expert (Short Comedy Sketch) - YouTube

Funny business meeting illustrating how hard it is for an engineer to fit into the corporate world! Starring: Orion Lee, James Marlowe, Abdiel LeRoy, Ewa Woj...
Tony Brugman (Bright & Company)'s insight:

Okay, a somewhat different kind of video in this feed. But, fun to watch, and at the same time very familiar to many of us 'experts'.

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How Many Bossless Companies Exist Today? - Innovatini

How Many Bossless Companies Exist Today? - Innovatini | Human Capital & Business Trends | Scoop.it
Bossless companies and workplaces, such as Valve Software, Semco and The Morning Star Company have been much in the news. Are these really outliers?
Tony Brugman (Bright & Company)'s insight:

Nice collection of Semco-like companies both inside and outside the US (all written down in this Innovatini blog post of April 2013).

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Gauge Which Activities Aren’t in Sync with Your Strategy

Gauge Which Activities Aren’t in Sync with Your Strategy | Human Capital & Business Trends | Scoop.it
Getting the right stuff done takes more than alignment.
Tony Brugman (Bright & Company)'s insight:

PwC's Nick Chapman writes in his HBR blog post about the gap between strategy intent and strategy execution. According to PwC survey "only 54% (of the organisations) think they’re executing that strategy well."

 

His main message:

Intellectual leadership buy-in into strategy and execution plan is not enough, building "emotional commitment" will give efforts more staying power!

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With Change Agents, One Size Does Not Fit All

With Change Agents, One Size Does Not Fit All | Human Capital & Business Trends | Scoop.it
The kind of change you need should determine how you identify and train your leaders.
Tony Brugman (Bright & Company)'s insight:

Change is a process with different stages and challenges, thus a-one-size-fits-all approach to change leadership is not working. This HBR blog post proposes an distinction of change leaders (depending on the different challenges they meet). Roughly, there are three types of change leaders:

 

1) Transformational Leaders (set context and inspire people)

2) Innovation Instigators (identify improvements)

3) Innovation Managers (execute improvements)

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Staying@Work™ Report: The Business Value of a Healthy Workforce

Staying@Work™ Report: The Business Value of a Healthy Workforce | Human Capital & Business Trends | Scoop.it
The 2013 – 2014 global results of Staying@Work, Towers Watson’s long-standing health and productivity (H&P) survey.
Tony Brugman (Bright & Company)'s insight:

New research by Towers Watson on Health and Productivity shows that stress is the biggest factor globally, followed by a lack of physical activity and obesity, when it comes to work-related lifestyle risk.


At the same time, companies are increasingly investing in Health & Productivity initiatives and programs. Yet, lack of employees’ engagement in their own health is a top obstacle to changing employee behaviour in most countries.

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How Disney Solved Its Skills-Gap Problem | HR Executive Online

How Disney Solved Its Skills-Gap Problem | HR Executive Online | Human Capital & Business Trends | Scoop.it
There are some valuable training lessons to be learned from Walt Disney's method of developing world-class animators, but companies in China seem to be the only ones taking note.
Tony Brugman (Bright & Company)'s insight:

Great analysis on Walt Disney's talent management method by Peter Cappelli, following this article in Vanity Fair (http://www.vanityfair.com/culture/2014/03/calarts-animation-1970s-tim-burton). Read Cappelli's post to find out what Walt Disney did (different) to get more guaranteed access to the talent (e.g. animation artists) it needed.

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Korn Ferry CHRO pulse study

"Chief Human Resources Officers (CHROs) increasingly are faced with delivering bottom-line results through the employee infrastructure. From workforce gaps to legislative changes, HR is continuously adapting to new and, often, challenging environments.

 

What keeps these top HR executives awake at night?"

Tony Brugman (Bright & Company)'s insight:

Annual Korn Ferry CHRO survey. Some selected findings:

 

>> Employee engagement and retention keeping HR executives up at night

 

>> Strategic vision is most important competency for a CHRO

 

>> CEOs and Boards asking CHROs to take on more bottomline responsibility

 

>> Almost 90% CHROs say Board of Directors’ involvement in HR increased

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Unlocking the Internet of Things - The European Business Review

Unlocking the Internet of Things - The European Business Review | Human Capital & Business Trends | Scoop.it

"Big data is amassing like snow in a blizzard, forming an avalanche that threatens to bury anyone who ignores it. Below, John Bates, CTO for Intelligent Business Operations and Big Data, Software AG, discusses how systems with scalability, agility and speed can help to bridge the intersection of the digital ID and the Internet of Things."

Tony Brugman (Bright & Company)'s insight:

Nice story in European Business Review on the potential of the Internet of Things for both individuals and enterprises. " What are we meant to do with the Things of the Internet?"

 

IoT lead to Individual Empowerment:

Usage of location-based services, on-time commercial offers, developing a richer digital identity

 

IoT leads to Enterprise Empowerment:

Introducing “Intelligent Business Operations” (IBO), real-time analytic intelligence and decision-making into the primary processes, intelligent business-adapting decisions, increasing digital awareness

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Hire Slow, Fire Fast

Hire Slow, Fire Fast | Human Capital & Business Trends | Scoop.it

"A lot of start-ups hire fast and fire slow. A bias for speed combined with the pressure for high growth drives many leaders to be quick to hire (“We need to fill this role now!”) but slow to remove underperforming employees because they’re busy and would rather put off the awkward, hard conversations. It can lead to what Guy Kawasaki, when he was still at Apple, called “the bozo explosion.” " 

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The Future of Work: Jobs and Skills in 2030 | Our work | UKCES

The Future of Work: Jobs and Skills in 2030 | Our work | UKCES | Human Capital & Business Trends | Scoop.it
The Future of Work research provides results from a qualitative study on the trends, disruptions, and drivers of change in the UK economy and labour market over the next 16 years.
Tony Brugman (Bright & Company)'s insight:

Interesting new study by UK Commission for Employment and Skills predicts the future of work in Britain by 2030. 

 

The study looks at:

* the trends shaping the future of UK jobs and skills

* the disruptions that could radically change the future of work

* 4 scenarios of future jobs and skills in the UK

* the implications of future changes for 7 different sectors

* the actions we can take to prepare for tomorrow's world of work

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