Transcript The SHRM Foundation Shaping the future of HR Our Vision  To be the globally recognized catalyst for shaping human resource thought leadership and.

The SHRM Foundation
Shaping the future of HR
Our Vision
 To be the globally recognized catalyst for
shaping human resource thought leadership
and research.
3
Research
Research
Inputs
Research Accumulation Practitioner
and
Publication Translation
Use
4 to 7 Years
Thought Leadership Initiative
• Foundation Board developed a strategy to have a greater
impact on HR research and practice
• In 2012 specifically defined “HR Thought Leadership”
o “Future Focused” informing “What’s Next” (3-5+ years out)
o Primary audience of “Progressive Organizational Leaders in
Global Fortune 1000 Companies”
• Designed means of operationalizing our Vision
• In 2013, selected EIU as our partner and initiated
“Thought Leadership Initiative”.
The Economist Intelligence Unit (EIU)
Corporations, the
public sector and
NGOs go to the EIU
for insights on global
talent, particularly in
emerging markets.
The Economist:
Access to global
executives.
SHRM Foundation:
Access to largest
network of HR
professionals.
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Government Leaders
Demographers
Business Leaders
Thinks Tanks
Technologists
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Anthropologists
Political Scientists
EIU with SHRM-F
Synthesis &
Analysis to Identify
Trends Impacting
Future Workforce
Economists
Futurists
Research Centers
Academicians
resulting
in…
3 Major
“What’s Next”
Themes
will
drive…
Sociologists
HR Executives
Consultants
SHRM & Affiliate Boards
SHRM Foundation:
• directed contract research
• academic research funding
• publications/media
• events
• products
11/6/2015
SHRM Members/HR Practitioners
EIU:
• directed research
• publications/media
• events
• products
Others:
• Research Institutes
• Consultants & Knowledge Providers
• Large Companies
• Think Tanks
• Non-Profit Research Groups
Thought Leadership Initiative
Methodology
Objective: Identify three top trends impacting the workplace in
the next 5 to 10 years that will have major implications for talent
management
– Survey conducted in Summer 2013 of:
• 500+ global CEOs and C-Suite executives (EIU)
• 100+ top HR executives from Fortune 500 companies (SHRM)
– Input from:
• SHRM Foundation Thought Leadership Committee
• SHRM Research Advisory Council (RAC)
• Academic HR Research Centers
• SHRM Membership Advisory Council (MAC)
• EIU and SHRM Foundation Research Teams
– Theme Generation and Initial Research Needs:
• Expert peer panels held in New York and Washington
List of peer panel participants
Peer Panel 1
Peer Panel 2
Gilbert Casellas, Chairman of OMNITRU and
former VP, Chief Diversity Officer for Dell and
EEOC Chair
•
Cecile Alper-Leroux, VP of Product Management
and Strategy, Ultimate Software
•
Matt Barney, Founder & CEO at LeaderAmp
•
Lisbeth Claus, Professor of Global Human
Resources at Willamette University
•
Hillary Bochniak, Managing Director, Accenture
•
Ekkehard Ernst, Chief of Employment Trends Unit
at the International Labour Organization (ILO)
•
Mathew Burrows, National Intelligence Council
•
Nicholas Garbis, Workforce Planning Leader, GE
•
Michael Liley, Director of Human Resources,
United Nations Development Program (UNDP)
•
Neal Goodman, CEO at Global Dynamics Inc.
•
Richard Klimoski, Professor at George Mason
and SHRM Foundation Board member
•
Jeanne Meister, Partner at Future Workplace
•
•
Prakash Loungani, Senior Resource Manager at
the International Monetary Fund (IMF)
•
David Robalino, Leader of Labour & Youth Team
at Human Development Anchor, World Bank
•
Scott E. Page, Professor at the University of
Michigan and Santa Fe Institute
•
William Schiemann, Chief Executive Officer,
Metrus Group and HRCI Board
•
Jerold Ramos, Corporate Manager for Talent
Acquisition, AlliedBarton Security Services
•
Michael Sokol, Vice-president of Workforce
Planning and Analytics, Hewlett Packard
•
Libby Sartain, SHRM Foundation Board and
Former CHRO for Yahoo, Southwest Airlines
•
Mara Swan, Executive VP of Global Strategy and
Talent at Manpower Group
•
Tina Sung, VP at Partnership for Public Service
and SHRM Foundation Board member
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“What’s Next “
Theme 1
Evolution of
“Work”
and the
“Worker”
Globalization of
business, changing
demographics and
changing patterns of
mobility will continue
to change the nature
of work and the
worker over the next
5 to 10 years.
“Evolution of ‘Work’ and the ‘Worker’”
Globalization of business, changing demographics and changing patterns of
mobility will continue to change the nature of work and the worker over the next 5
to 10 years.
Sample research needs include new and effective practices…
a. for continuous employee engagement and retention to fit the demands of
changing demographics as well as the way and place where work gets done.
b. for leading and managing remote workers.
c. for managing a workforce that is being replaced or significantly changed by
technology advancements.
d. for defining work that replaces the traditional notion of “jobs” and better
allows for new, more efficient, sources of labor such as individual contractors,
team-based contractors, volunteers, crowd-sourced work, etc.
“What’s Next “
Theme 2
Engaging and
integrating
a global
workforce
Cultural integration
and clashes/unrest
will continue to grow
globally at both
societal and
corporate level over
the next 5 to 10
years.
“What’s Next “
Theme 3
Use of Talent
Analytics for
Competitive
Advantage
Talent shortages will
continue to grow
globally over the
next 5 to 10 years
requiring HR to
become the provider
of human capital
analytics for input
into strategic
business decision
making.
SHRM Foundation’s
Research Funding Focus
Past - any topic with
sound methodology and
high potential for direct
practitioner applications
…i.e., “open calls”
Future – Same criteria,
but focused on “What’s
Next” Theme Areas:
… while maintaining a
portion of our research
budget for “open calls”
Next Steps - 2014+
• Publish white papers that will:
– explain each theme and the implications for HR
practice
– empirically validate the themes (i.e., show the
empirical trends that demonstrate that the themes
will significantly impact business in the next 5-10
years)
– identify the specific research needs for building
solutions for practitioners to overcome the
challenges created by the emerging issues.
• Hold Expert Roundtable events to further
understand the complex issues, trends, and
research needs for each theme.
Next Steps - 2014+
• Develop research agenda and funding tracks
for each of the specific theme areas.
• Create educational products for each theme.
• Be the catalyst for shaping human resource
thought leadership and research by pushing
these other research venues (e.g., academic
research institutes, think tanks, consulting
firms, large companies with research
capabilities)
Outcome
Work with SHRM and its affiliates to provide the answers to
HR practitioners when they need them in the future.
Thank You!
Your ongoing support allows the Foundation to
pursue our objective of “Shaping the Future of
HR” to meet the business challenges ahead.