Art or science any preference in decision making

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Information about Art or science any preference in decision making

Published on March 16, 2016

Author: HRTechWorld


1. ART OR SCIENCE IN DECISION MAKING HR Tech Spring 2016 / Dirk Stoltenberg, Head of HR


3. March 3, 2015 | Slide 4 .....OR ...BY FINDING THE NICHE?

4. March 3, 2015 | Slide 5 TIPPING THE BALANCE

5. March 3, 2015 | Slide 7 SCORING HIGH ON AGILITY PAYS OFF Source: Center of Effective Organizations, University of Southern California

6. March 3, 2015 | Slide 9 STRATEGIZE DYNAMICALLYShared purpose Purpose other than profit & growth and business model are known. Values embedded drive behavior on a daily basis Change-friendly identity Sense of „Who we are“ and „What inspires us“. Strategy encourages the organization to change Robust strategic intend Current strategy is relevant in and concruent to the actual market conditions. Held flexible enough to change on short notice PERCEIVE CHANGE Sensing People are keen to explore the future deeply. Many people maintain continuous contact with parts of the business environment Communicating Unfiltered information from the environment goes rapidly to decision makers. Communication goes seamless between top down & bottom up. Interpreting Information gets evaluated against firm‘s identity, intent, business model, and risk tolerance Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company ROUTINES OF AGILITY (1)

7. March 3, 2015 | Slide 10 TEST & EXPERIMENT Slack in resources Capable resources (people, money, time, tools) are available and can be readily deployed to experiment with new ideas Risk Management Experiments are bounded by agree-upon criteria for judging success and failure. The possibility of failure is accepted, as a vehicle for learning Learning Experience with running experiments is captured and applied with each „new round“, so that the company‘s capabilities are continuously improved ROUTINES OF AGILITY (2) EXECUTE CHANGE Management and organizational autonomy Executives delegate sufficient authority to line and business managers so that the company can execute changes with success. There‘s no second guessing from headquarters but alignment with basic strategic objectives Embedded change capability The pragmatic ability to change collective habits, practices, and perspectives is embedded in line operations, not isolated in staff groups Performance management Clear, unambiguous, accepted performance measures and goals are set upon business drivers with rewards that matters Source: T.Williams, C.G.Worley, E.E.Lawler / 2013 / Booz & Company

8. March 3, 2015 | Slide 12 AGILITY ENABLING CULTURE Source =

9. March 3, 2015 | Slide 13 USE CASES OF AGILITY Source = Schlumberger @ Oil&Gas HR Conference 2015

10. March 3, 2015 | Slide 14 CASE 1 - EXPERIMENT BUSINESS PRACTICES @ HR 201 1 201 2 201 3 Source = ABB Asea Brown Boveri Ltd – Global Master Data 2011-13

11. March 3, 2015 | Slide 15 Case 2 – Perception is Data Source = ABB Asea Brown Boveri Ltd – Global HR Net Promoter Score 2013

12. March 3, 2015 | Slide 16 More Important though – Decision Making ! Source = ABB Asea Brown Boveri Ltd – Global Talent Review Metrics 2013

13. March 3, 2015 | Slide 17 Case 3 – Experiment @ Labormarket Source = MOL Oil & Gas Group, Hungary

14. March 3, 2015 | Slide 18 Case 3 – Market Intelligence @ Labormarket Find out who is your competitor Learn which platforms they use Check out the agencies they use Measure how long they need to fill their vacancies Get the details of their ads Optimise your Marketing- and Search strategy. Source = apetito @ TextKernel 2016

15. March 3, 2015 | Slide 19 Search your own database Dig into candidates details Send candidates to hiring mgr Compare candidates First overview of match 3.1 – Analyze your Application Tracking System

16. March 3, 2015 | Slide 20 Explore external candidate pools Get out of your comfort zone. Contact them. Be an Active Sourcer ;-) Check out candidates where you find them 3.2 – Profile multi platform search

17. March 3, 2015 | Slide 21

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