HR & CSR - David Ducheyne (Middag DO 21/10/2014)

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Information about HR & CSR - David Ducheyne (Middag DO 21/10/2014)
Business
csr

Published on October 23, 2014

Author: FIDO_COMM

Source: slideshare.net

Description

Sustainable employability
Maatwerk

1. CCSSRR HHRR HR & CSR David Ducheyne Chief People Officer Securex

2. As a rule  We do not talk much about CSR outside the company. CCSSRR HHRR  So I will talk 20%of the time on CSR and 80% about (responsible) HR.  (If that’s OK with you).

3. CCSSRR HHRR Community Involvement and development Organizational Governance Human Rights Labour Practices The Environment Consumer Issues Fair operating Practices ISO 26000

4. Why?  Creating Competitive advantage  Reputation  Ability to attract and retain workers or members, customers, clients or users  Maintenance of employees' morale, commitment and productivity  View of investors, owners, donors, sponsors and the financial community  Relationship with companies, governments, the media, suppliers, peers, customers and the community in which it operates. CCSSRR HHRR

5. CCSSRR HHRR

6. Ask yourself: Meaning of CSR CCSSRR HHRR  Risk  Ethical Exhibitionism (look how good we are)  Social Tourism (hit and run)  Fundamental Vison on how we do business?  Focus Future  Sustainability as guiding principle = long term  Balance between Financial, Social, Environmental considerations.

7. Maybe  You want to do CSR because you think it’s a good thing to do in the first place. CCSSRR HHRR  The rest follows.

8. Take your pick CCSSRR HHRR © Richard Bruford

9. Incremental steps CCSSRR HHRR 1,000,000 kms less

10. Incremental steps What about the other 12,000,000 kms? CCSSRR HHRR

11. We go for incremental CCSSRR HHRR  More opportunities for celebrating success and progress.  Is less daunting and feels achievable for those leading the change.  Easier to plan and provide support for.  A chance to catch one’s breath before preparing for the next effort.  Those impacted by the change will be less resistant; asking for and supporting a small modification in behaviour versus a large change in behaviour is likely to be received better.  Nudging possibilities

12. Fuzzy Conviction CCSSRR HHRR Can you strive for CSR and have a car fleet?

13. What about CCSSRR HHRR  Tobacco Industry  Manufacturing of guns  Oil Industry  Delocalisation  Cheap Labour vs Decent Work?  …

14. It’s about Finding Balance CCSSRR HHRR

15. It’s about Looking for improvement CCSSRR HHRR

16. HR & CSR CCSSRR HHRR  Help to make the change focus on behaviour incremental change  Focus on Employment and Sustainable Employability human-centric strategy

17. CSR @ Securex CCSSRR HHRR  Foundation  Share our competencies  Support People to find a way forward (Teach for Belgium, Microcredits)  Involve Employees (leverage volunteering)  Sustainability as value.  Improving  Integrating other ways into the company  Company, People, Environment

18. Manifest CCSSRR HHRR

19. CCSSRR HHRR People are a company’s most important asset. How “real” is that?

20. Turn it around An organisation is an asset to its people. CCSSRR HHRR There is more than economic output. Let’s make people and business successful in business and in life.

21. Added Value?  Income  Status  Meaningful Relationships  …  Sustainable Employability = the capacity to work tomorrow. CCSSRR HHRR

22. Work has become too much confection! CCSSRR HHRR

23. CCSSRR HHRR Is this what we are doing?

24. How many people say they’re happy in their work*? 85% How many people in Belgium report a bad mental health? 20% How many people are actively engaged (worldwide)? *** 13% CCSSRR HHRR How many think that the mental workload is too high? *? How many employees in Belgium think their job is a qualitative one **? 50% 22% • Securex 2012 ** European Foundation for the improvement of Living and Working Conditions 2005 *** Gallup 2013

25. CCSSRR HHRR

26. We have lost the human side of work! CCSSRR HHRR

27. Missed Opportunities CCSSRR HHRR

28. CCSSRR HHRR

29. CCSSRR HHRR Working Longer Budgettary Solution Skills Solution: someone is expected to offer his/her skills during 45 years We need to do something to make this happen. Easy Decision. Difficult implementation.

30. Work Participation http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-FP-13-001/EN/KS-FP-13- 001-EN.PDF 30 CCSSRR HHRR

31. CCSSRR HHRR “Working longer” Can we force this ? Of een kwestie van “willen” en “kunnen”

32. CCSSRR HHRR Dove c'è gusto non c'è perdenza. Where there is enjoyment there is no loss.

33. We will not make it if we have to force people in working longer by introducing penalties, bonuses, … and other extrinsic elements. We must start talking about the quality of work, individual responsibilities and a work-ethic which sees 45 years as the (new) normal. CCSSRR HHRR

34. Shared Responsibilities CCSSRR HHRR EMPLOYEE CITIZEN ORGANIZATION Political Environment

35. Sustainable employability Sustainable people strategy CCSSRR HHRR HOW?

36. CCSSRR HHRR ABILITY SUSTAINABLE EMPLOYABILITY AGILITY

37. CCSSRR HHRR HEALTH ABILITY SUSTAINABLE EMPLOYABILITY AGILITY RESILIENCE

38. Individual perception of Employability CCSSRR HHRR © 2013 Securex

39. How people see the company CCSSRR HHRR

40. We need to CCSSRR HHRR Customize work. Build jobs around people. Create a context in which people can be successful.

41. CCSSRR HHRR IDEAL SIZE? CONFECTION? CUSTOMIZED? HOW ?

42. MAATWERK (Personalisation, Customizing, Individualisation) CCSSRR HHRR Adapt the context to the person Individual characteristics Strengths, needs, aspirations To increase The employability Overall Performance

43. CCSSRR HHRR RESISTANCE NOT EFFICIENT NOT COLLECTIVE NOT FAIR PRECEDENTS EGO-CENTRIC TENDENCIES

44. CCSSRR HHRR

45. The cost of standardization LOW QUALITY OF JOBS 15% NOT SATISFIED HIGH EXPULSION LOW PARTICIPATION EXCLUSIVE LABOUR MARKET LABOUR MARKET FRICTION INCREASE BURNOUT CCSSRR HHRR

46. CCSSRR HHRR CUSTOMIZING WORK NOT EASY FAIR INCLUSIVE ONLY CHOICE

47. Helping people to be employable and productive is answering to the needs of society and is therefore a part of any CSR CCSSRR HHRR Strategy.

48. CCSSRR HHRR

49. CCSSRR HHRR 5 TENETS DEVELOP A PEOPLE VISION DESIGN A CONTEXT DEVELOP AN ARCHITECTURE OF CHOICE ADAPT HR PRACTICES EMPLOYABILITY PLAN

50. CCSSRR HHRR Empathy Kind-ness Fair-ness Reci-procity Starting Point = strengths and needs of the employee(s). Target = create a context in which people can be successful Adds value to an individual’s Life

51. Starting Point = Strengths and needs of the employee(s). Target = create a context in which people can be successful CCSSRR HHRR Ultimate Adds value to an individual’s Life

52. CCSSRR HHRR Do I create this context?

53. CCSSRR HHRR CONTEXT BUILDING PEOPLE VALUE CHAIN LEIDERS CHAP CULTUUR PROCESSEN ORGANISATIE OMGEVING AGILITY ABILITY PERSOONLIJK KLANT BEDRIJF MAATSCHAPPIJ

54. CCSSRR HHRR SUSTAINABLE WAY OF LEADERSHIP SWOL BE(COMEMORE OF) YOURSELF HELP OTHERS TO BE(COMEMORE OF) THEMSELVES SHOW AND DEMAND ALLEGIANCE TO THE CAUSE LEAD BY EXAMPLE CREATEMEANINGFULNESS

55. CCSSRR HHRR LETTING GO (AS MUCH AS POSSIBLE) HOLDING ON (AS LITTLE AS POSSIBLE)

56. CCSSRR HHRR TIME RESULT PRESENCE AVAILABILITY FIXED WORKING PLACE FLEXWORK STANDARD CUSTOMIZED STEERING LEADING CONTROL TRUST LIMIT ENABLE

57. CCSSRR HHRR FUNCTION CONTRIBUTION PERMANENT TEMPORARY THE BOSS CO-CREATION ORGANISATION NETWORK HAVE TO, BE ALLOWED WANT TO, BE ABLE TO TOP-DOWN  STANDARD CHOICE

58. Letting go Holding on Values CCSSRR HHRR Time Place How? Vision Result Means Care

59. CCSSRR HHRR Result: a context that facilitates choice

60. CCSSRR HHRR Do I manage?

61. ARCHITECTURE OF CHOICE CCSSRR HHRR

62. MASS CUSTOMIZATION CCSSRR HHRR STANDARDIZED CHOICE I-DEALS PERSONALISED CHOICE

63. CCSSRR HHRR MASS CUSTOMIZATION I-DEALS COLLECTIVE SEGMENTATION STANDAARDISATION PROCEDURES OPT-IN OR OPT-OUT ACCESSIBLE INDIVIDUAL AD HOC DEVIATION NEGOCIATED WIN-WIN-WIN NO SECRETS

64. CCSSRR HHRR MASS CUSTOMIZATION CONTROLLABLE ASSESSMENT OF CONSEQUENCES COLLECTIVE BARGAINING DIGITALIZATION POSSIBLE CLEAR COMMUNICATION PROCEDURAL JUSTICE LESS FLEXIBLE NOT POSSIBLE FOR EVERYTHING

65. FTE 50% 80% 100% Flexibili-time 7u30 19u00 Thuis Fix Place Mobiel Satellite Expert Manager Career orientation Sales Consultant Profession Health HR Finance IT … Career Speed No Fast Accelerated Engagement & Competencies Experienced Premium CCSSRR HHRR 65 What could it look like ? Slow Confirmed

66. CCSSRR HHRR I-DEALS VERY FLEXIBLE ADJUSTMENTS POSSIBLE CREATIVE TAILOR-MADE BINDING EFFECT MOTIVATIONAL EFFECT LIMITED ACCESS? PRECARITY INTERNAL FAIRNESS WORKLOAD

67. CCSSRR HHRR Job Learning Career Remuneration Work-Life Health Technology Mass Roles Classroom Career Path Cafetaria Telework, Flex Health Program BYOD I-Deals Job Sculpting Coaching Career Sculpting Deals School Bell Health Coach BYOD

68. CCSSRR HHRR I deals Mass Customization Legal Flexibility Law / Rules

69. EVERYBODY DOES IT (ALREADY) I-DEALS NOT ALWAYS AND FOR EVERYBODY NO SHADY DEALS EMPATHY – JUSTICE – KINDNESS - RECIPROCITY QUID COLLECTIVE BARGAINING CCSSRR HHRR

70. CUSTOMIZATION IS AN INSPIRATION FOR THE HR-STRATEGY HR-PRACTICES CAN EVOLVE CCSSRR HHRR

71. CCSSRR HHRR Do we let HR-practices evolve?

72. CUSTOMIZED JOB CUSTOMIZED LEARNING CUSTOMIZED CAREER CUSTOMIZED REWARD WORKING LONGER CCSSRR HHRR PEOPLE PRACTICES

73. Let’s not think we will evolve by doing what we’ve always done. CCSSRR HHRR

74. QUALITY OF WORK JOB SCULPTING CCSSRR HHRR CUSTOMIZED JOBS

75. CCSSRR HHRR

76. CCSSRR HHRR JOBSCULPTING JOBS STEERED BY THE INDIVIDUAL INDEPENDENT OF FUNCTIONAL ARCHITECTURE INFORMAL / FORMAL

77. CCSSRR HHRR Meaningful Flow Talent Learning Opportunities Autonomy Dynamic and temporary Experiences of success Dignity Recovery Individual Support Jobsculpting

78. CCSSRR HHRR FUNCTIONAL-ARCHITECTURE GIVING SPACE JOB-EVALUATION IN FUNCTION OF SUSTANABLE EMPLOYABILITY

79. CUSTOMIZED LEARNING LEARNING STYLE LEARNING NEED CCSSRR HHRR

80. CCSSRR HHRR Collective Standard - Class Room Individueal Standard - Menu Collective Customized - Team approach Individual Customized - Coaching Learning Environment

81. Budget Paradox CCSSRR HHRR

82. CCSSRR HHRR Customized • Starting Point is individual learning need • Taking into account the Learning Style • Self-paced • Coaching • Supported by Technology

83. CCSSRR HHRR CUSTOMIZED CAREER STEERING ENGAGEMENT, COMPETENCIES

84. Before Now # organisations 1-2 5 Degree Essential Start Job tenure Long Temporary Hierarchy Many Layers Flat Knowledge Stable Volatile Learning Job-related Employability Career Steering Organisation Individu Career Steps Reactive Proactive CCSSRR HHRR

85. CCSSRR HHRR

86. Career is a sequence of jobs, roles, missions, assignments across employment regimes and CCSSRR HHRR organizations CAREER COMPETENCIES CAREER GUIDANCE CREATE LABOUR MARKET VALUE

87. CUSTOMIZED REWARDS? SENIORITY ? CCSSRR HHRR MARKET VALUE PERFORMANCE LIFE-CYCLE

88. CCSSRR HHRR

89. CCSSRR HHRR

90. CCSSRR HHRR

91. AVOID I-DEALS ON REWARDS MASS-CUSTOMIZATION THROUGH CAFETARIA PLANS LEGAL ISSUES PERFORMANCE RELATED REMUNERATION RECOGNITION AND APPRECIATION CCSSRR HHRR

92. CCSSRR HHRR WORKING LONGER EXPULSION AVOIDANCE DEVELOPMENT NUDGING

93. CCSSRR HHRR CLOSE EXIT ROUTES DEVELOPMENT BEFORE 45+ AVOID AVOIDANCE NUDGING: THE NEW “PATERNALISM”

94. CCSSRR HHRR Job Learning Career Reward Work-Life Health Culture Development Avoidance

95. CCSSRR HHRR CAO 104 WAT IS UW DOELSTELLING? WAARDEREND VERMIJD STIGMATISERING GERICHT OP MAATWERK ONTWIKKELINGSGERICHT BUDGETVRIENDELIJK

96. CCSSRR HHRR COLLECTIVE EMPLOYMENT PLAN PERSONAL EMPLOYABILITY PLAN

97. CCSSRR HHRR Do I convince my CEO?

98. CCSSRR HHRR

99. A human-centric approach is the only CCSSRR HHRR sustainable alternative Imagine doing the reverse thing?

100. CCSSRR HHRR 5 TENETS DEVELOP A PEOPLE VISION DESIGN A CONTEXT DEVELOP AN ARCHITECTURE OF CHOICE ADAPT HR PRACTICES EMPLOYABILITY PLAN

101. CCSSRR HHRR David Ducheyne David.Ducheyne@securex.be www.securex.be 0479 91 08 67 www.linkedin.com/in/davidducheyne www.twitter.com/dducheyne @dducheyne

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