Megatendenciasde Recursos Humanos - ERIAC

Megatendencias de

Recursos Humanos

Encuesta entre asociados de ERIAC 2019

Servicios

Demografía

Servicios

Servicios

Manufactura

Comercio

Otros

- 10

11 - 100

101 - 1000

+1000

71 empresas

encuestadas

72% de Servicios o

Manufactura

80% con más de 100

colaboradores

Megatendencias 2019 (BCG)

Demanda del

Talento

Oferta del

Talento

Megatendencias: Demanda del Talento (BCG)

Ø Automatización

Ø Big data y analíticos

Ø Acceso a la información y a las ideas

Ø Simplicidad en la complejidad

Ø Agilidad e Innovación

Ø Nuevas estrategias de los clientes

Megatendencias: Demanda del Talento

Servicios

Big data y analíticos

Agilidad e Innovación

Nuevas Estrategias de los clientes

El 76 % considera

que las

Megatendencias de

mayor impacto son:


1. Falta de Competencia o talento

dentro de RH

2. Interés e involucramiento por

parte de la gente de RH

3. Desconocimiento del tema

4. Costo o inversión

5. Convencimiento de la Alta

Dirección

Los retos que representa

abordar las

Megatendencias

relacionadas con la

demanda del talento son:


Nada al respecto

Estudiando implicaciones

Concientizando colaboradores

Diseñando iniciativas

Implementando Iniciativas

¿Qué están haciendo las

organizaciones en cuanto

a las Megatendencias

relacionadas con la

demanda de talento?

12%

12%

24%

31%

21%

Megatendencias: Oferta del Talento (BCG)

Servicios

ØNueva mezcla demográfica

ØBrechas en el talento

ØCambios en el poder geopolítico-económico

ØDiversidad e inclusión

ØIndividualismo y emprendimiento

ØPropósito y bienestar

Servicios

Megatendencias: Oferta del Talento

Servicios

Brechas en el talento

Diversidad e inclusión

Propósito y bienestar

El 77 % considera

que las

Megatendencias de

mayor impacto son:


1. Convencimiento de la Alta

Dirección

2. Desconocimiento del tema

3. Interés e involucramiento por

parte de la gente de RH

4. Falta de Competencia o talento

dentro de RH

5. Costo o inversión

Los retos que representa

abordar las

Megatendencias

relacionadas con la

Oferta del talento son:

Servicios


Nada al respecto

Estudiando implicaciones

Concientizando colaboradores

Diseñando iniciativas

Implementando Iniciativas

¿Qué están haciendo las

organizaciones en cuanto

a las Megatendencias

relacionadas con la

demanda de talento?

7%

18%

27%

27%

21%

Servicios

Megatendencias: En resumen

Ø BCG propone 12 Megatendencias en RH: (Investigación y presentación

completas en Portal de ERIAC)

• Automatización

• Big data y analíticos

• Acceso a la información y a las ideas

• Simplicidad en la complejidad

• Agilidad e Innovación

• Nuevas estrategias de los clientes

En cuanto a la Demanda de Talento En cuanto a la Oferta de Talento

• Nueva mezcla demográfica

• Brechas en el talento

• Cambios en el poder geopolítico-económico

• Diversidad e inclusión

• Individualismo y emprendimiento

• Propósito y bienestar

Ø Los retos asociados para enfrentarlas incluyen: desconocimiento y

falta de talento/competencias de la gente de RH

Ø Tan solo una de cada cinco empresas reportan estar implementando

incitativas relacionadas con estas Megatendencias

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Changes in

the supply of talent

Simplicity In Complexity

New customer Strategies

Agility & innovation

Shifts in ways of generating Business value

A new demographic Mix

Skill imbalances

Shifting Geopolitical & Economic Power

Shifts in Resource

Distribution

Diversity & Inclusion

Individualism and Entrepreneurship

Well-being &Purpose

Changing workforce cultures & values

Automation

Big data & Advanced Analytics

Access to information & ideas

Technological &

Digital Productivity

Changes in

the demand for talent

12Powerful Forces behind changes will

revolutionizehow organizations work

15

Copyright © 2017 by The Boston Consulting Group, Inc. All rights reserved.

Big

Data

& A

dvanced A

naly

tics –

CEM

EX C

RM

Exam

ple

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Analytics can be used to

improve employee's experience across entire journey at company

Peop

le A

naly

tics

Retire

Hire

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CEMEX Go | CRM is

transforming sales by using

business analytics to help

representatives:

…offering clients an

improved experience

Use time efficiently by following a

Tactical Plan

Follow-up on sales opportunitiesHave a unified platform

Facilitate sales role4

3

2

1


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CRM seeks

to professionaliz

e

sales exe

cutio

n throughout

the organiza

tion

Traditional

Syste

matic

Highly

dependent

on relatio

nships

and experie

nce

Based on data,

tech, p

rocesse

s and

practice

s

From

To

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New

Custo

mer S

trate

gie

s –Sta

rbucks E

xam

ple

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Customers want

personalized offerings…and are willing to collaborate with companies to get them

People demand more than value from business:

Social and environmental responsibility matter!

The Starbucks – BCG case:

Personalized products

Information from loyalty

program

Offerings focused on final

customers

New customer strategies

21


Agility

& In

novatio

n –

CEM

EX D

igita

l Cente

rs Exam

ple

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Rapidly changing environment requires companies to adopt a

fail-fast innovation culture!

Agility and innovation

Scrum

Other creative methodologies

Design Thinking

Kanban

Agile

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Latest Technologies

Commercial Areas

Market Intelligence

CustomerFeedback

IDEA

CODE

DATA

Minimum

Viable

Products

LEARN

BUILD

MEASURE

Digital

Solutions

CEMEX is building a Digitally Enabled,

Superior Customer Experience…

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Practice & Workspaces

People &

Culture

Partners Ecosystem

DigitalArchitecture

BuildingAgile Teams

Evolving DesignThinking Capabilities

Promoting User Engagement

Strengthening

Analytics Capabilities

LeveragingCloud Strategy

Other

EvolvingCulture

Developing

Talent


… and building a Digitally Enabled Organization through

new ways of work, talent & culture and promoting

organizational capabilities

25


Div

ersity

& In

clu

sion –

BCG

Exam

ple

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Diverse teams more

likely to foster employee

engagement and improve

business performance


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Diversity is important not only because it matters…

2.3xgreater cash flow

per employee

36%more innovation

revenue

66%ROIC

outperformance

10% most inclusive large

companies show 2.3x

greater cash flow per

employee

Most diverse companies

derive more than one third

more revenue from

innovation than the least

Companies in top quartile

for women board members

outperform those in

bottom by 66% on return

on invested capital

Ethnically diverse US

companies 35 percent

more likely to beat

industry medians

but because it is good business


35%more likely to

beat industry

28


Skill Im

bala

nces –

CEM

EX D

igita

l Pro

fessio

nals E

xam

ple

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Digitalization of

products and services

is increasing demand

for digital talent

Companies are using gaming to re-train workers for digital skills or to recognize

talent

Skill imbalances

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Digital Professionals in Development

…are helping us to

develop innovative

solutions at our

Digital Centers

Skill imbalances

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Leveraging startup experience

Tapping the best resource pools

Incorporating agile and digital natives

Forming multi-generational teams

…promoting an inclusive, innovative

and flexible work environment

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Well-b

ein

g &

Purp

ose

–G

oogle

Exam

ple

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New generations want

more from work than

compensation

of employees said they would give up

5% of their salary for

1 or 2 days of

home office

~20%

62%of millennials want a career with

social impact

53%will work harder

to increase social impact

Well-being &Purpose

34


35 229380-9

8_Pre

senta

cio

n E

RIA

C M

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ndencia

s

Org

aniz

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nale

s_21ene.1

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In the future, successful companies will integrate the

12 organizational

forces holistically

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CX Human Capital Model enables business objectives

BUSINESS

STRATEGYENGAGEMENT

ORGANIZATION

PERFORMANCE

DEVELOPMENT

Agileleadership

New waysof working

Superior

EmployeeExperience

Admire

Aspire

Enable

Inspire

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Focus on developing and/or recruiting

digital skills

Develop platforms to promote collaboration

among all stakeholdersMake smaller and more agile interdisciplinary teams

Develop people and include diversity/

inclusion/flexibility

Shift HR to problem-solving interactions and

customize to support individual needs

1 2

34

5

Given 12 forces, companies will need to do things like…

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the R

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be PA

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or C

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SU

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Megatendenciasde Recursos Humanos - ERIAC

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