As HR service we've become kind of a COE. Because now we partner on an equal level with the centers
of excellence like talent and they would like to see our data of what we have in terms of cases on
different personas, to be more informed about what kind of strategy they need to set up.
*MUSIC*
Addie, thanks so much for being here.
Pleasure.
I'd like to ask you a question
about the workforce of one. One of the common themes in HR is that as HR, we try to make not just
a general offering to our employees but we try to tailor it to the specific individual. And I know
you have a strong opinion on how that works and how HR can implement that.
Can you describe that a little bit?
Yeah. So, I think you know the interesting piece about that is you've
got digitalization that is possible to give you a contextual experience as an employee.
New for me now is that we also start having service lines that we call white loaf approach that have
personas in mind so actually we have, we build a database and knowledge database, and we learn
from it. Now we learn that in this particular country, we see multiple of these harassment cases,
perhaps there's something going on there. Let's send in a consultant to investigate that and
and perhaps you will add a training for all the people managers there, for the leadership there,
that helps them to be more inclusive.
How is this system changing the role of HR?
What we see is actually that we used to have a field HR.
We actually took out that function in our
company. There's no field HR anymore. We only have business HRs and we have HR professionals and
the HR professionals are typically now in the centers. They are really adding value
in terms of "how do we add value" in the field, but in all those sites in the US -
we have 60 sites in the US - I can't have everywhere HR managers at equal capability, so now we have
a great capability and a centralized approach and those centers are learning and sending in
swat teams to sites or to countries. So I think it dramatically changes how HR operates going forward.
So you change in a way the delivery of HR services?
Exactly. And the fantastic thing is
we have...as HR service we've become kind of a COE. Because now we partner on an equal level with the
centers of excellence - like talent - and they would like to see our data of what we have in terms of
cases on different personas, to be more informed about what kind of strategy they need to set up.
So, you actually now become more like an information, analytics and strategic partner also with the
COEs, with the business HRs, to inform their business strategies, and we are actually enabling
those business strategies of skills in the future through that more individual
approach with employees and managers.
What are the competencies that you see in HR that you are
now looking for, that you're now hiring for?
First of all, I think what we clearly see is business
HR, the strategic form of business HR, not the operational form - is becoming more and more clear.
The second one is: I'm actually training some of my transaction people in how to program bots and
how to program workday, and how to program a portal, how to program salesforce, I teach them how to work
on analytics - a lot of effort on project management. I only have three professional project managers -
with Black Belt and Lean Sigma capabilities - but I've got 26 people that do - on top of their
job, they're learning project management practices - see those skill sets in HR...
moving away from the transactional, operational capabilities, teaching people
those kind of skill sets is critical.
Thank you very much for sharing that.
My pleasure.
Thank you.