HR trends in 2018
Last Tuesday I participated in Berenschot's first HR Trend Congress. At a beautiful but warm (!) Location (Kasteel Amerongen) a good program was presented from 15:00 to 21:00. The research report 'HR-Trends 2017-2018 - the function of HR' is in book form. This was as follows (with additionally my comment):
• Employer branding, the weapon against staff shortages! (Speaker: Marieke van Heek, Compagnon)
Employer branding has risen sharply in the priority list (from rank 16 to top 3) in recent years. This has to do with the fact that organizations are experiencing scarcity in the labor market. It seems that the war on talent is back again. To attract and attract talent, you want to be attractive as an organization. Employer branding as the weapon in the struggle to get talented employees. How do you become the employer of the future where talent wants to work? Employer branding is more than paying a good salary. It is the core value of the organization, image and flexibility. An active employer branding policy is widely supported and penetrates into the organization.
Reaction from my side: despite the fact that I wanted to attend this conference, I found this presentation the least of the three. There was talk about the communication side (what resources can you use today?), But less about the strategic aspects of employer branding. Right there, the attendees, at least, were waiting for me. Developing a Employer Value Proposition was "fired" if you need to develop a Purpose goal - clear, but how do you do that? - and internal branding - changing employee behavior and timely internal activation of your employer's brand - was not mentioned. The examples shown - Young Capital and VR - were interesting.
Watch the video (in Dutch)
• Sustainable employability, forecasting or getting started? (Speaker: Francel Vos - Managing Consultant - Berenschot)
In the HR Trend study, developing sustainable development policies for years has been in the top 3 of themes that are "next year" important, the so-called bulldoz effect. High time to really do a job. Most companies do not think about it until employees are 50-55 years old; way too late. Because sustainable employability is more than just healthy for longer. It also involves strategic personnel planning, talent management and vitality policy. In this way, you create a good employer to make employees work smoothly and challenging in every life phase. Because there are both the employee and you as an employer.
Reaction from my side: this was the most interesting presentation of the afternoon. Francel knew the subject - which was also seen as the most important trend of HR in 2017 - offered clear, profound and interactive. In particular, its seven success criteria to make sustainable employability a success (often the plan disappeared in a business combination) were good. Keep in mind: make it small (change of behavior is difficult), forge the iron when it's hot, change with fun and go out of possibilities.
Watch the video (in Dutch):
• Performance management: more focused and greater involvement? (Speaker; Kilian Wawoe - Berenschot)
Which organization does not want it now? Greater greed and satisfaction and more involved employees. But how do you get that? Not by conducting an annual appraisal interview, recording the appointments, then returning to the order of the day, and after a year again, to see if the agreements made have been met. The employee 2.0 demands more influence, more independence and self-control. He wants to be challenged to use his talents. That does not include the current function and assessment cycle anymore. The modern employee wants an environment where he can develop his talents optimally, where he has an influence and where he can influence. The result: greater engagement and involvement of the employees and a better functioning organization. A wonderful job for HR. But how do you handle this?
Reaction from my side: Also a good presentation and a good speaker. Based on scientific research, Kilian showed that performance management in 2017 could really be better: a review is often seen as a conviction, depends on the perception of a manager and targets are difficult to measure in the case of complex occupations. Better is to implement performance management based on as many sources as possible, then indicate if someone is fit or unsuitable (not a four or five, but a two-point scale) and in both cases always go for coaching ( Employees provide feedback, provided they are brought in the right way).
Final note of the day: Berenschot has shown that presenting a research report can really make sense (we can learn something): By choosing a special location, giving the opportunity to networking, a wonderful dinner and appealing guests These kinds of meetings are just as much cachet than expected.