Samuel Thomas Johnson was a young boy when he wrote a letter to the CEO of LEGO telling them that working at the company was his dream job, and what does he need to do to be hired by them. He received an encouraging answer with a list of qualifications a design engineer may need to be hired by LEGO. 15 years later as a young graduate he pursued the company and landed his dream job, working on projects like Ninjago and the smash hit the LEGO movie.
Talking to the main sponsor of Zukunft Personal 2017, SAP, represented by Stefan Schuessler, Business Development Manager Human Capital Management, one thing becomes blatantly clear: Digital transformation is in the hands of people. It needs to be embraced, explored and used by humans. So in a way, even technology platform providers and enablers, just like SAP, need to reach out to the professionals and engage them in learning about the technology and the role of people in making technology useful and a value add to businesses.
Illustration: Studio Fee Overbeeke
When you ask CEO’s and CHRO’s what their key priorities are for the coming year, talent management always is one of the issues high on the list. Talent management is an easy and safe choice. Nobody will argue that talent management is not important. Supervisory Boards love to talk about succession and talent management. Talent management is generally seen as something long-term. When you hear terms as “strategic”, “long-term”, “future” and “investment”, you must be careful. For talent management this means: it is important, but not urgent. For the CEO, it means: I have ticked the box, but now HR can deal with it. Of course, I will visit the final session of the senior management program, of course, I will personally mentor one or two high potentials, but please, do not bother me too much about talent management, I have more urgent matters on my plate. A big challenge for organisations is to make talent management urgent, and to make it a priority of today, not of the future.
Foto: Gary Kildare
Before his much awaited presentation at Europe’s largest HR gathering, we interviewed Gary Kildare, Chief HR Officer at IBM Europe, for our interview series with the keynote speakers at the 2017 edition of Zukunft Personal.
One of the key secrets to IBM’s long-term success can be found in the company’s ability to constantly reinvent itself, to continually transform and to search for strategic technologies that enhance human labour. It is a 106-year-old journey that now takes IBM to its present top position in the Artificial Intelligence and cognitive computing market designed to support, inspire and lead current generations. Gary Kildare has spent much of his professional career with IBM as an HR leader and I was pleased to speak with him about AI, the history of HR, Germany’s AI talent shortage and many more.
A much quoted Workforce Management article, HR 2018 Future View, from 2008, famously predicted that in ten years time “An HR executive will become CEO of a Fortune 100 firm”. What do you think? Did the prediction come true?
Actually, it has never been a typical career path, still the prophecy came to light. Albeit, it might be important for us to underline at the beginning of this blog post that for HR executives to reach the top of the top has been a pretty unique pattern. Also, in terms of the corporate landscape it is worth mentioning that HR has always been considered to be a “backwater area” with lots of administrative and repetitive tasks to attend to; a label that held HR hostage for decades and against which the tide has recently started to turn.
Could it be really possible that almost everything your organisation is doing to promote learning and development is a waste of time? Why is it that innovation and learning programmes don’t deliver the land of promise that is coupled with innovative, talented and self-driven colleagues?
To deliver increased productivity, organisations must be in a constant state of adaptation, planned and unplanned learning. The concept that is often left behind from this track of thought is unlearning. Why is this approach crucial? Why is it so relevant for any organisation to adapt its HR practices? Buckle up, in this post we will walk you through unlearning.
Elon Musk famously said: “If something is important enough you should try, even if the probable outcome is failure.” In today’s VUCA world, there are hardly any guarantees anymore. Just as Whatsapp and other messaging services have bitten out billions from large established Telecom companies’ revenues, established businesses and sure-fire branches are under threat every day. If it’s not the curly haired guys in a garage, it may be an advertising fiasco, a new regulation, changing technologies, and even ageing population.
Photo: Gunter Dueck, CommonLense.de
Interview with Gunter Dueck, mathematician, author, philosopher and future thinker
Anyone experiencing Gunter Dueck, the long-standing IBM manager, mathematician, author and star guest at many conferences and congresses, live for the first time, may wonder if they are hearing satire or simply harsh reality. We also experienced two different sides to him in the interview prior to his keynote speech at the exhibition Zukunft Personal. One moment he may be chuckling at his own explanations and in the next breath, he will be deeply philosophical. We talked to him about why it makes sense to have network-organisations today and what metawork means in human resource management. We hope you enjoy reading it! >>MORE>>
Companies are under pressure to come up with innovations: strategic investments in holistically designed working worlds aim to strengthen competitiveness. In the exhibition area “Workplace of the Future | Design by HCD”, the Zukunft Personal is developing visions for the working world of the future in the Koelnmesse from 18 to 20 October. In cooperation with the company HCD Planungsgesellschaft, Europe’s largest exhibition for human resource management is giving visitors the opportunity to experience individual room and design concepts live for the first time on an area of more than 500 square metres.
One of the biggest hits of organisational development in 2015 was the Chief Human Resource Officer of Airbnb becoming Chief Employee Experience Officer. Undoubtedly, over the last years the business world has witnessed the emergence of employee experience management. The trend has been in the focus of researchers, managers and business leaders recently, and it is no coincidence that Europe’s largest exhibition for Human Resource Management, the Zukunft Personal, for its 2016 edition, has chosen this very topic to be in its spotlight.
What do we know about employee experience? What’s in it for HR? More specifically: How can HR take the lead in designing and running employee experience? Keep reading to get to know about the many components of employee experience – from A to Z – that will help you find answers to these questions. >>MORE>>