100 thoughts

Centenary ident
 

Work is continually changing, and it’s important that the HR profession leads the thinking on how we can grasp the opportunities this change presents and overcome the challenges it creates.

We asked you to tell us your vision for the future of work, the workforce, and the workplace. Thank you for sharing your hopes, your predictions and your concerns.

This project is now closed and you can read all of the contributions below.

Your thoughts

Click on the photos below to find out what these people think about leading HR into the future.

  • Corinne Mills
  • Michael Paterson
  • Jonathan Cormack
  • Vanessa Robinson
  • Charles Cotton
  • Sarah Harvey
  • Bernie Green
  • Mark Sandham
  • Tania Tiippana
  • Lisa Elliot
  • Ian Johnson
  • Ruth Leggett
  • Penny Baxter
  • Safia Boot
  • Chris Jullings
  • Jim Loft
  • Pauline Wilkinson
  • Loreto Mallon
  • Perry Timms
  • Faiza Kamal
  • Billy C H Teoh
  • Therese Procter
  • Sandy Wilkie
  • Sreenivasan Chittaranjan
  • Martin Rayson
  • Roxana Mocanu
  • Stephen Bennett
  • Ian Buckingham
  • Dudley Davidson-Jarrett
  • Sue Swanborough
  • Janice Donaldson
  • Rob Hubbard
  • Paul Matthews
  • Darren Jackson
  • Nauman Azhar
  • Laura Kirrane
  • Donna Larvin
  • Kathy Allison
  • Peter Cunningham
  • Ted Johns
  • Ali Moosavi
  • @HiringHub
  • @PeopleAlchemy
  • @HelenaJMoore
  • Sumeet Anand
  • Lou Banks
  • Gerry Griffin
  • Craig Bowman
  • Jonathan Kettleborough
  • Terry Gillen
  • Alex Killick
  • Clayton Glen
  • Sandy Roach
  • Raymond Robertson
  • Patricia Lustig
  • Joe Gerada
  • Jill King
  • Rhyan Anderson
  • Sarah Lewis
  • Claire Blackburn
  • Jane Daly
  • Civil Service
  • Andrew Larkin
  • Mark Withers
  • Louise Burke
  • Feras Q Al-Tal
  • Rob Noble
  • Ray McGrath
  • Ravinder Bhan
  • David Hayden
  • Manhal Dakhl-Allah
  • Dave Redfern
  • Michael Davis
  • Anna Mamalaki
  • Frances O'Grady
  • Gillian Amos
  • Shirley Dalziel
  • Nicola Reeves
  • Deborah Baker
  • Ben Bengougam
  • Karina Rook
  • Amina Oyagbola
  • David Squire
  • Dianah Worman
  • Oluwafunke Amobi
  • Danny Kalman
  • Mike Campbell
  • Habiba Balogun
  • Jon Ingham
  • Anna Meller
  • Mark Beatson
  • Veronica Hope Hailey
  • Helen Rosethorn
  • Maurice Collis
  • Ruth Cornish
  • Alan Warner
  • @RapidBI
  • Ruth Gawthorpe
  • Sajjad Parmar
  • Dhruva Trivedy
  • Madeeha Khan
  • Peter Anyebe
  • Sarah Ahmad
  • Wendy Hirsh
  • Tim Nolan
  • Nicos Marcou
  • Adam Riley
 


Adam Riley, Senior Principal; Talent and Organisation, Accenture

Centenary-100-thoughts-adam-rileyThe pace, volume and complexity of the change faced at work will continue to increase. Companies will be typically managing not just one initiative, but a complex portfolio of change - and they will need to become ever more agile to succeed. HR will have a leading role in developing and maintaining a change capable workforce that is comfortable in this environment - one that can cope with the demands made on it through successive changes over an extended period of time. Effective Change Leadership - at all levels - will in particular be critical, as while grappling with this portfolio of change programs, simultaneously leaders will need to ensure the actual work of the company continues to get done. So HR needs to really get to grips with what it means to be 'change capable' and then help embed this thinking in the fabric of the organisation.

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Nicos Marcou, Assistant Director, EY

Centenary-100-thoughts-nicos-marcou2The world of work in the future will be a lot more flexible, have more freelance work, will be more collaborative with a lot less security and that is ok. HR will be in the forefront taking on a more coaching and mentoring role to assist employees with adapting to the new norm.



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Tim Nolan, HR Consultant

Centenary-100-thoughts-tim-nolanTime spent travelling to work and the associated cost will continue to increase until a feasible alternative to oil/gas is found. The technology already exists for home working so this is likely to play a much larger role than it does at present. Any need for social attachments will be supplied by Twitter and Facebook.



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Wendy Hirsh, Independent Researcher and Consultant

Centenary-100-thoughts-wendy-hirsh

Research for the Institute for Employment Studies (IES) on 'What Customers Want from HR' showed that senior managers, line managers and employees all wanted HR to be:

  1. RESPONSIVE to changing needs; clear about what it is there for and what services it offers; easy to contact; able to respond quickly, efficiently and effectively. 
  2. PROACTIVE - independent minded, helping managers look ahead and tackling issues of strategic importance.
  3. PROFESSIONAL - expert, consistent, reliable and informed by evidence.

Achieving these three shifts means fewer fancy processes, less following of HR fashions and much less jargon. More time spent working with colleagues outside the function on key people issues and tracking what works.

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Sarah Ahmad, Training Coordinator, IT Training Academy, Punjab IT Board

Centenary-100-thoughts-sarah-ahmadCompetitiveness is a healthy practice in any organisation and is very important for the growth of one self, as well as the growth of the organisation in the market. Healthy competition can only be accomplished when there is a strong sense of belonging in all the departments within the organisation. Strong HR can make sure that through capacity building in every field, the employees of any organisation can play a vital role in fulfilling the goals of the employees, and in the long run, the goals of the organisation. Last but not least, HR can and should play an important role in building interpersonal relationships of the employees by defining all the SOP's and sharing them with the employees for a better environment. Every level of designations should be accountable for their wrongdoings and appreciated for the goals achieved.

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Peter Anyebe, Owner, Agape Consultants

Centenary-100-thoughts-peter-anyebeRecall Immanuel Kant’s conception of nature’s secret plan, in which he anticipated the evolution of a culture in which the model human is made. Recall also that the plan is to unfold in a universal history that may have passed two phases, including the industrial and information revolutions.

The industrial revolution exposed waste as an important human limitation. And the information revolution has highlighted the process as the solution to this problem.

The anticipated knowledge revolution is expected to operationalise this solution in the adoption of the standard procedure for the performance at task. This is the analogue of the natural order. It involves the identification of the essential components of phenomena, in which the phenomenon is at once characterised and procedurised.

HR holds the key to this third revolution. A work culture is suggested, to include the following two items:

  • a knowledge bank
  • an appraisal model.

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Madeeha Khan, Project Coordinator, Punjab IT Board

Centenary-100-thoughts-madeeha-khanHR needs to assume a strong role in strategic planning so as to meet organisational goals; employees should work as one unit with a sense of belonging to their organisation.





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Dhruva Trivedy, Chief Interventionist & Promoter, PERCON The Strategic Interventionists

Centenary-100-thoughts-dhruva-trivedyHR needs to concentrate on building perceptiveness of people in this everyday transforming world. Very little has been stated or researched about perceptiveness particularly in the organisational context. The essential ingredients as I see them are: sensitivity, attention, consciousness or awareness. Each leads to the other. A myriad of experiences, not pursuant of formal education, passion to collect facts and figures and eventually giving them expression through reasoning and emotional content is what we need, and that is possible only through building perceptiveness.

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Sajjad Parmar, Regional Reward Manager - Greater Asia, GSK

Centenary-100-thoughts-sajjad-parmarTalent management is key to future success. In a constantly changing world with high volatility and no boundaries, a company's ability to manage and sustain good talent will define success.

Increasingly, companies that can do this successfully are already benefiting from this and it is becoming a real competitive advantage.


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Ruth Gawthorpe, Director, The Change Directors

Centenary-100-thoughts-ruth-gawthorpe"Wild are the winds to meet you, Staunch are the friends that greet you, HR THE BRAVE!"
Supportive, steadfast, robust stakeholder management skills, facilitate smart decision-making and control the Boardroom battle of wills. That's HR THE BRAVE!
They've Change Management seeds to sew for company's who want to improve and grow. That's HR THE BRAVE!
Employee engagement, performance and business objectives re-align while terms and conditions, work patterns and reward they will refine THATS HR THE BRAVE!
"High may your proud standards gloriously wave."

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Mike Morrison, @RapidBI

Centenary-100-thoughts-mike-morrisonWe need to keep the right people in the right places at the right time, with the right skills. Old practices no longer work.


HR needs to drop the jargon & focus on business, we are now beyond change into flex. adapt & learn. #cipd100

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Alan Warner, Director, Alan Warner Associates Ltd

Centenary-100-thoughts-alan-warnerIn my early career my HRD insisted that the staff`s job when dealing with queries, was to identify the issue and then pick out the right pre-prepared template for a response. It was a serious misdemeanour if  they actually thought about what was being asked and used their initiative. He failed to see that a requirement not to think was boring for the staff, leading to mistakes and sometimes exasperating for the customer who received a shoehorned reply.

Modern screen-led responses to queries are taking the no-thinking requirement to another level. A customer wanting something other than what is prescribed often finds it impossible to get a sensible and logical response.

The future HRD should introduce free thinking for all. Why take on bright and intelligent people and then basically require them not to think? Wasted talent? Fun? No ideas? Economic sense? Guidelines fine, tram tracks not so.

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Ruth Cornish, Director, Ruth Cornish Limited

Centenary-100-thoughts-ruth-cornish2As less and less people join trade unions and as HR is seen more and more as a service for management, I predict the growth of independent HR services for individuals. A high quality personalised service engaging early on to make the right career choices, negotiate the best packages and to actively manage careers, regardless of the employer. This will need to be championed by the CIPD but has the potential to be a very powerful voice dramatically stimulating the economy and representing a wide cross section of people.

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Maurice Collis, Special Advisor to the CEO – People Development, averda

Centenary-100-thoughts-maurice-collisThe challenges we face in the future are both simple and complex. The simple is difficult and requires courage: HR will remain the ethical voice in all environments. To remain at the top table HR must stand alone and speak the truth. This may not be liked but it will be respected. To say nothing or nod in concurrence will erode the integrity of HR even though this option may feel comfortable.

The complex is not so difficult: we need to face up to the perennial challenge of hiring the best, and developing, motivating (engaging) our employees in a faster-paced world so that business and personal goals are achieved. This involves selling a smart strategy to departmental peers and ensuring flawless execution. When we do both of these things we will have truly delivered a great service.

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Helen Rosethorn, CEO & Practice Lead: Employer Branding, Bernard Hodes Group

Centenary-100-thoughts-helen-rosethornIn the future more leaders will take managing their culture seriously - as a strategic driver, a point of difference and a true source of competitive advantage. They will want to build authentic organisations appreciating that there is a difference between brand and reputation - brand being what they want to stand for and reputation being the perception of reality. To be authentic they will have to manage both and minimise any difference between the two - people behaviours are fundamental. So I ask myself whether HR is really gearing up to play its part. I see other functions and specialists ready to grasp the opportunity away from HR - notably corporate communications. Those who want to make it to the very top of the HR profession will need to really 'get' culture and how to manage the drivers - not least to be the expert coach and educator to senior colleagues.

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Professor Veronica Hope Hailey, Incoming Dean of the School of Management, University of Bath

Centenary-100-thoughts-veronica-hope-haileyIn their last session on Strategy and HRM in May I asked my very bright 4th year undergraduate BBA students here at the University of Bath what they saw as the future challenges for HR and they came up with:

  • How to keep people motivated for 60 years of work?

  • How to create different workplaces using more connective technologies? 

  • How to embrace the environmental and societal challenges of the 21st century in HR practices?

  • How to keep coherent, consistent and compelling workplace cultures in a world characterised by distributed workforces, flexi working and constant change?

I would add for my part, that HR needs to reinvent what is meant by 'good leadership' to address the new demands of the workplace following the financial crisis.

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By special invitation: Mark Beatson, Chief Economist, CIPD

Centenary-100-thoughts-mark-beatsonThe HR profession – what it does and how it does it – is shaped by what is happening to the economy and the labour market. A number of contributions to this debate have referenced the scientific management principles of F.W. Taylor. These were developed over a century ago in response to the demands of mass production. However, all advanced economies have since undergone a process of de-industrialisation, with declining shares of output and employment in manufacturing. Service-based economies need different forms of work organisation.

Other long-term trends shaping the labour market have included the increase in women’s labour market participation, greater levels of educational attainment, the diffusion of ICT throughout the workplace and the various impacts of globalisation (including, for the UK, greater levels of migration through membership of the European Union).

So what does the future hold? Will the long-term trends we already recognise continue to shape tomorrow’s labour market? What are the new trends that will re-define the labour market?

We should recognise that new trends can be difficult to spot at the time. New forms of work may not even be measured in official statistics. The inherent volatility of economies makes interpretation difficult. For example, the average weekly earnings of employees in the UK have fallen by 7.6% in real terms since 2008. As far as one can tell from the official data, we have not seen real earnings fall this far – and for this long – in at least 50 years. But is this the response of an increasingly flexible labour market to a lack of demand, with people in and out of work 'sharing the pain' to a more equal extent than in previous recessions? Or is this the harbinger of a prolonged period of little or no economic growth, where the economy doesn’t generate enough income to allow rising living standards for all? As yet, we simply don’t know. But the implications for HR might be profound.

Trends are reversible. The CIPD was founded at the peak of a previous wave of globalisation. After the First World War, globalisation went into reverse. Nations became inward-looking, protectionism took hold and trade and investment fell. It took decades for globalisation to resume. ICT means the world is better connected than ever before. But governments seeking greater economic independence and self-sufficiency could take actions – unilaterally or together – that would put globalisation on hold or in reverse (again).

Does this imply a passive role for HR? Not at all. Responding to a changing environment requires organisational agility and HR has a central role in equipping organisations for the future. Furthermore, HR itself – through its impact on employer behaviour – can shape the labour market. For example, the societal need to provide continued employment opportunities for older workers and those caring for the elderly will depend on the actions of employers. Improvements in people management practices can thus continue to deliver better work and working lives for the benefit of business, economy and society.

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Anna Meller, Director, Sustainable Working Ltd

Centenary-100-thoughts-anna-mellerTo be an effective business partner, HR will need to align itself with organisations increasingly focusing on the triple bottom line (people, planet, profits). Two issues will be key - talentship and trust. Coined by Boudreau, 'talentship' embodies the notion of identifying which people having which specific skills are essential to the success of an enterprise. Arguably, every employee will bring essential skills but harnessing them will become increasingly complex as people work flexibly - both in contractual and location terms. HR must radically overhaul existing people policies and practices to accommodate this contingent workforce. Trust will be at the core of both the overhaul and the search for the triple bottom line. Trust in leaders must be re-built, a culture of trust in management will be essential for high engagement, trust in colleagues will determine the success of multi-disciplinary teams; and of course trust is the underlying variable powering remote flexible working arrangements - as Yahoo's recent ban on homeworking evidenced.

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Jon Ingham, Executive Consultant, Strategic Dynamics

Centenary-100-thoughts-jon-inghamTo remain competitive, and to provide some opportunity for growth, work in developed economies will continue to become more knowledge- and insight-based, specialist and collaborative. This means that the war for talent will continue but that our strategies must become smarter, and more focused on the performance of teams and communities. The places where work gets done will continue to evolve, with growing emphasis on home and third places, and on virtual rather than physical workspaces. Where we do provide our own facilities, more thought will need to go into ensuring these provide compelling and productive opportunities for the new workforces to perform in the new types of work. Most importantly, HR will become more clearly understood as the source of most competitive advantage. And as competitiveness depends on differentiation this means that we'll see an increasing variety of HR strategies and approaches for responding to the other changes.

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Habiba Balogun, Organisation Effectiveness Consultant, Habiba Balogun Consulting

Centenary-100-thoughts-habiba-balogunThe future of HR will be integrating the disparate processes into a single approach. For example, learning, development and coaching will no longer be part of an individual's IDP, or an intervention, it will become part of how they are recruited, how they are onboarded, how they are supervised and managed, and how they work. The world is evolving so fast that there will no longer be time to 'catch up' or be 'brought up to speed'. Learning on the job in all its forms, and all the time, will become the way of being. Let's call it 'just in time' learning rather than scheduled learning. I look forward to it. It will be a much more stimulating and enjoyable place to be.

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Mike Campbell, Group Director Europe, easyJet

Centenary-100-thoughts-mike-campbellDoes looking back help you to look forward? Fifteen years ago who would have predicted what we take as the norm today? There were a few, but none would have forecast the speed of change and the seismic shift in multi-channel communication that the next generation have already mastered. So what’s the point using the past to consider the future?

Forget the content look at the process: 

  • the cycle of change will continually shorten its wavelength and the barriers to collaboration will continue to be removed,

  • the classic work-life balance will become a phrase of the past – work will be life and life will be work, there will be no delineation. The need for presenteeism will reduce and the need for knowledge will continue to grow exponentially, the key will be the ability to learn and adapt quickly – to institutionalise the learning and to see how it fits within the many interdependent systems.

  • Education will be lifelong, schools will need to change – the model is already outmoded. Work will be lifelong, we won’t want to retire and/or can’t afford to retire. The classic, school, work , marry, retire life is long gone.

  • The old mental models of determinism and presenteeism will be replaced by stronger interpretation of probability, risk and reducing time cycles.

When my wife and I talk with our 3-year-old granddaughter on face-time from Malaysia – to her we are there, she hugs us, kisses us and shares her play with us, she knows we are somewhere else but at the same time with her – distance and time are gone. She has already adapted and can operate within those domains now. She is the future.
 
How adaptive are you? How can you learn quickly and collaborate effectively and use the ability to spot patterns to accelerate processes? People who have the ability to do this and link it to the purpose of their organisation(s) will be the sought after talent of the future.
 
The questions are how quickly can you adapt? Can you continue to learn? Can you break and rebuild your heuristic models of the world? Can you spot and link patterns and systems? How well can you collaborate across cultures? We use 8% of our brain and are at our most creative before the age of 10 – we have the capacity, can we create the capability?

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Danny Kalman, Global Talent Director, Panasonic Corporation

Centenary-100-thoughts-danny-kalmanAs the world about us continues to adapt to new technologies at a hectic pace, the HR function will constantly need to demonstrate its importance within the organisation. In order to achieve this HR professionals must strive to achieve the following three competencies ( ABC ): A-authenticity, B-bravery C-credibility. Once HR/the HR Professional has shown such qualities, then they will be given the opportunity to play a key role within their Company. In order to attract and retain talented people to our organisations then there is no doubt in my mind that these three competencies will be key.

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Oluwafunke Amobi, General Manager, Organization and Talent Development, MTN Nigeria Communications Limited

Centenary-100-thoughts-oluwafunke-amobiThe future of HR and the business cannot run in parallel, competition will intensify across markets and talent more portable. People will continue to be the key competitive tool for success, leadership will turn to HR to ensure the right people are in the right jobs at all times. HR's paradigms must shift from traditional strategies for talent management. HR should champion the new culture of work appealing to the new generation of employees (Gen Y) like virtual work and flexi hours; enable the Organization pay equal attention to developing key talent and supporting the career aspirations of all employees and help line managers develop skills required to lead given the new drivers of employee engagement. Millennials will be in charge of HR, pace of learning will be faster, and the successful HR Practitioner will be agile and keen on continuous professional development to remain competent. The future begins NOW!

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Dianah Worman OBE, CIPD Public Policy Adviser, Diversity

Centenary-100-thoughts-dianah-wormanMore than twenty years ago the Institute published guidance - Getting on with disabilities: An employer’s guide (Ken Birkett and Dianah Worman) as a way of engaging employers to be more proactive in employing disabled people. There was no anti- discrimination legislation then. But there was a quota system attached to employment law introduced after the end of World War II. This placed a duty on employers to have 3% of their employees to be people registered as disabled. It was a Government intervention to help injured war veterans get jobs. It no longer exists. In fact data showed that there were too few registered disabled people available to help employers meet the target number. Now people with disabilities have legal protection against not being unfairly discriminated against in connection with employment, training and access to services. The Equality Act 2010 is a mark of significant progress in obliging employers to deal with the issue of direct and indirect discrimination as well as associative discrimination to address the unfair disadvantages that people with disabilities have to cope with in their daily lives. 

We have made progress. There is much more awareness and activity in progressing inclusive practices. Challenges persist. But now - as then - fear and lack of employer confidence get in the way even against the imperative for compliance to safeguard corporate reputation. 

Whilst the good news is that we have come a long way, the bad news is that we can’t afford to assume that law will resolve the challenges. The CIPD is amongst many other stakeholders including government, which continue to urge employers to act positively about this agenda. There are well-evidenced business case reasons for doing so and much good practice to learn from. It is not necessary for organisations to reinvent the wheel about ways of making progress. However, they need to wake up to reasons why they should take time to understand how to manage disability and inclusion better. They need to integrate ways of doing this into everyday operational activity so it becomes business as usual. We did it for the amazingly successful London 2012 last year. It was one of the reasons for the success of the Games.

Let’s hope that in another two-and-a-half decades the situation will have further improved. As the population ages and more and more of us acquire a disability in our later years, the need for efficiency and effectiveness in managing disability and inclusion will become more not less important to all of us.

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David Squire, Creative Director, DESQ

Centenary-100-thoughts-david-squireWork is changing because life, learning and technology is changing - constantly. Life and work is a balancing act that will increasingly be hard to differentiate. Gaming and gamification will influence the way people engage with training and development and with their colleagues. Interactive media will be ever-present and always on. Businesses that don't embrace digital will fall behind.

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Amina Oyagbola, Human Resources Executive, MTN Nigeria Communications Ltd.

Centenary-100-thoughts-amina-oyagbolaIn my view, innovation has become an indispensable ingredient for sustainable growth, organisations that will succeed in the future must be strategically flexible enough to adapt quickly to the evolving environment. This reality in turn, requires HR to understand the business direction and be able to translate top business priorities into strategic HRM. Three critical strategic areas of HR focus for the future for me would be identifying and developing the capabilities required achieving strategic business objectives, nurturing and retaining the talent required to achieve those goals and ensuring effective partnership with the Line to deliver consistently on business strategy. The differentiating factor for strategic HRM of the future is the connection to the heart of the business whereby business results are a direct outcome of the HR philosophy and practices.

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Karina Rook, HR Director, Canterbury College

Centenary-100-thoughts-karina-rookThe future focus for HR is using the power of connectivity to build capability, capacity and agility; taking the 'R' in HR to focus on relationships and to harness the power of potential and performance. It is a careful craft of balancing the here and now with the needs of tomorrow. We know this is variable and dynamic and therefore this is about taking the organisation further than it could otherwise through transforming workplaces into spaces that feel, operate and deliver against all demands. Ours is to question why; raise aspirations, adapt and act with principles. At the route of all sectors the determining factor is people; and the future of HR is to drive the value of people through valuing people. This calls for community, trust, leadership, insight and innovation.

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Ben Bengougam, Vice President Human Resources, EMEA, Hilton Worldwide

Centenary-100-thoughts-ben-bengougamI am not the moral compass of the organisation, the birthday card sender or the social events executive - I am a business leader whose contribution it is to ensure we have the best people with the appropriate skills, supremely motivated and engaged, in the right quantities, at the right location and at the right time to generate an unfair share of business and then look after our customers supremely well and profitably. There is a balance of strategy and planning, operational execution and learning lessons for improvement. The rest of what we say we do is noise, which has to be dealt with professionally and competently but adds no value whatsover.

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By special invitation: Deborah Baker, Director for People, BSkyB

Centenary-100-thoughts-deborah-baker-bskybThe timing of the request for me to write a piece on leading HR into the future was very pertinent. A very dear aunt of mine had just died, apart from being awarded a King's commendation, travelling the world and being one of the first female managers in the UK (a quiet life!!), she spent all her business life in HR or as she called it Personnel Management. (That’s another topic I could write on - I hate the term Human Resources). I found one of her presentations dating back at least 40 years and it struck me that I could use that same presentation today.

The point is when you strip everything to its core, the role of HR despite massive change in technology, the speed of communications and in methods of working, human nature remains the same. We still have the same basic needs. So let’s not fool ourselves into thinking that everything has to be completely different because of social media, flexible and remote working and innovations in technology etc. Let’s make sure we don’t forget our core purpose – finding the right people, putting them in the right jobs, making sure they are properly trained, fairly paid and creating the conditions which will enable them to reach their full potential. P.S. That last line is a direct quote from my aunt!

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Nicola Reeves, Head of Performance and People Development, JT Group

Centenary-100-thoughts-nicola-reevesHR has come a long way since its Personnel days. Having achieved a valued role supporting strategy, we now need to be proactively visualising and preparing for the future. There is much to consider - global competition, talent attraction and retention, technology, flexible workforces, corporate governance and Generation Y and Z movers and shakers. And it doesn't stop there! Our role is to link strategy and operations, bringing all these parts together, to ensure valuable results are achieved within the boundaries of ethics and integrity. Tomorrow won't look like today - and we need to get ready for that, building a future where all needs are taken into consideration to ensure a culture that values the service being provided to customers.

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Shirley Dalziel, Director, Develop Global

Centenary-100-thoughts-shirley-dalzielHR has changed the rules. By 'partnering' the business, they have shown how they can add greater value and at the same time reduce cost. This has forced other corporate services functions to ask themselves some fundamental questions. As a result we now have Business Partners in Finance, IT, Legal and Procurement to name a few. However many HR professionals have struggled with the partnering approach as it has meant a new way of working and ultimately a departure from the familiar. Those that have embraced it have reaped great rewards, but now face many new challenges. Not least how to stay ahead of the game. To really succeed in the future, we need to work closely with other service functions to provide integrated business solutions. If not, others will quickly step into our shoes.

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Gillian Amos, Director, Active Development

Centenary-100-thoughts-gillian-amosIn the future the workplace will have less permanent employees and make more use of a 'flexible workforce'. This workforce will be made up of individuals and teams or consortiums which form to tackle particular issues or projects in organisations. People will be more specialised in this flexible workforce and be able to flex their thinking across situations, cultures and industries. In order to maintain employability people will need to take charge of their continuous learning and their career in a more proactive way. Workplaces will need to ensure that their culture supports an environment where people want to work and enjoy being there. This means that organisations need to recognise that the culture is like the heart of an organisation and as such they must pay attention to its health.

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By special invitation: Frances O’Grady, General Secretary, TUC

Centenary-100-thoughts-frances-ogradyIt's tempting to say 'we told you so'. Union officers and far-sighted HR professionals have long argued that those companies whose reports claimed 'our people are our greatest asset' did not always match words with action.

Over more than thirty years, the link between pay and productivity was broken, an obsession with short-term share returns trumped long-term investment in people, independent unions were sidelined and top directors stopped walking the floor.

Some argued that this was an inevitable consequence of globalisation and that, as long as workers could access cheap credit, skills training and employment rights, why worry? Then came the financial crash and the realisation that our sense of economic well-being was built on sand. The falling share of total wealth going to wages and growing pay inequality is now recognised as one key driver of the crash.

Today, worried about shrinking pay packets and job security, workers are keeping a tight grip on their cash. As long as consumer confidence is low, businesses won't invest, and we seem destined for a lost decade of low growth. Government austerity policies are adding to the gloom with pay and benefit caps sucking yet more demand out of the economy by hammering living standards.

Privately, politicians express surprise that there hasn't been more workplace conflict as ordinary people bear the brunt of a crisis that they did nothing to cause. But, they are kidding themselves if they think that when we finally emerge from the crash citizens will settle for a return to business as usual.

Popular feeling demands a radical rethink of what a future economy should look like, and how rewards can be shared more equitably. And all the polls show they want a bigger say in how the organisations that their livelihoods depend on are run.

Many HR professionals agree. Take pay. The minimum wage is now well-established, but too many employers who can afford to pay more are bailed out by tax credits funded by the taxpayer. Bringing back a modern version of wages councils could help set pay benchmarks across industries. Giving workers a say on remuneration committees would end the closed shop on top pay and start tackle the obscenity of top bosses raking in 185 times more than the average worker. And, as even the IMF has admitted, expanding collective bargaining would be the best guarantee of fair rewards, including equal pay for women.

But we need to go further and rediscover that great shared goal of humanising work. Better working lives – from pension plans to childcare support and a strong union voice at work - isn't idealistic dreaming. It's vital for recruitment, retention and business productivity. And, for staff, it can be as valuable as take home pay.

We need to spread what good HR staff already know – that good employee relations is one of the biggest untold economic growth measures. Better still, it’s one that doesn’t have until Budget day to be delivered.

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Anna Mamalaki, Group Organisational Development Senior Manager, TITAN Group

Centenary-100-thoughts-anna-mamalakiThere is an accelerated pace of a changing workplace due to rapid growth of mobile technology, economic volatility and the global war for top talent. The physical workplace of the future will not have office desks since people will keep themselves fit by utilising the technology around them, with mere gestures or voice control. The workplace of the future will also require high-skilled workers, will be less centralised, more mobile and flexible, than anything else up to now. In this drastically different working environment a Human Resources department focusing on ensuring processes and compliance will not fit. This kind of work will be outsourced and to a great extent ensured through technology safety 'nets'. A new lean HR organisation will be partnering with the business to act as the connecting string between business needs and the employment of available resources for the required sourcing and development of employees.

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By special invitation: Michael Davis, Chief Executive of the UK Commission for Employment and Skills

Centenary-100-thoughts-michael-davisTurning Taylor’s tide

In 1893, the American industrialist Fredrick Winslow Taylor revolutionised work at his steel plant through the introduction of 'scientific management' in a process which would eventually come to bear his name – Taylorisation.

Taylor’s principle of enforced standardisation of methods and products laid the foundations for eighty-five years of affluence, with productivity levels above all previous records. 

Coincidentally, Taylor died at almost the same time as the CIPD was born. Are we now, a century later, still in thrall to a man whose methods no longer fit our needs and desires?

Taylor believed in transferring control from workers to management. He set out to increase the distinction between mental (planning work) and labour (executing work). Detailed plans specifying the job, and how it was to be done, needed to be formulated by management and communicated to the workers.

Now, we need that control back. As both producers and consumers, we are moving from an age of deference to an age of reference. For example, I’m a keen cyclist. When I bought my first bike, pretty much the only things I got to choose were the size and colour. Now, I can go into any quality cycle shop and spec just about every component, building a perfectly bespoke bike at about the same price as a good off-the-shelf one. The businesses which survive and thrive will be the ones which recognise this changing nature of consumerism, and hand control and power to their staff to meet this challenge.

What will the brave new world of work look like? A flexible and engaged workforce with staff wanting to go the extra mile to deliver a unique product to unique customers. How do we get there? We turn Taylorisation on its head. We value uniqueness, placing trust in our people.  We foster values, adaptability, innovation, passion and ideology, sharing a common vision of the future, yet free to follow our own paths to get there.

As the management guru Gary Hamel notes in his ground-breaking book, What Matters Now, humans are the only beings who create for the sheer pleasure of doing so. We don’t need an excuse to innovate - we are at our happiest when we are pottering in the garden, refining a new recipe, or plinking on the piano. 

We are facing problems that humanity has never faced before. If we are to conquer the technological, sociological and political challenges we face, we need to radically change the way we work and the nature of work. Taylor was the innovator of his day – I say it’s time to give him a run for his money and release the creativity and innovation within all of us.

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Dave Redfern, CIPD Programme Leader, University of Salford

Centenary-100-thoughts-dave-redfernOne of the major challenges facing HRM specialists relates to the implications of demographic factors in terms of managing older workers and training and developing the rising number of school leavers when they reach the workplace. In terms of employment relations the impact of the development of economies in other continents may result in rising living standards for the emerging nations but decline in the West. It may place pressures on the levels of employment regulation. Mid- to long-term economic stagnation throws up challenges in terms of motivation and morale in the workplace. In response, transferable skills and a flexible approach will be required with greater use of part-time and temporary workers. Competition for service industry jobs may pose questions about the work ethics and skills of some UK applicants. Conversely, will a resurgence of manufacturing be the key to a future with HRM in a starring role?

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Manhal Dakhl-Allah, Chartered FCIPD, Human Capital and Organisational Development Advisor, Abu Dhabi Government, UAE

Centenary-100-thoughts-manhal-dakhl-allahIn our increasingly knowledge-based economy, I can picture the future of HR evolving within the wider framework of Intellectual Capital (IC) Management by taking charge of managing and reporting on the full suite of the organisation's intangible assets. This should encompass all the key IC components including, the Human Capital, the Structural Capital (Organisational, Technological and Social) and the Relational Capital and thereby creating a Knowledge Management platform capable of ensuring the longer-term sustainability of the organization. In the government sector context, this even involves a greater significance as public outputs are specially complex and difficult to define; inputs are not easily measured, and as a consequence it is difficult to value public sector efficiency. Moreover, most inputs and outputs are intangible. As a result, the HR leadership should now aim to reserve their permanent seat at the board table in the potential capacity as: VP Intellectual Capital Management.

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David Hayden, Owner Talent Delivers, Chair South Yorkshire CIPD Branch and Tutor on CIPD Programmes

Centenary-100-thoughts-david-haydenThree key topics will focus the world of HRM and HRD - Engagement, Performance and Innovation. Underpinning all these will be excellence in communication.




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Ravinder Bhan, Principal Consultant TPS Management Consultants, UAE

Centenary-100-thoughts-ravinder-bhanHave you heard of the term 'HR & Admin'? If you're in the West, chances are you haven't. It's kinda funny how the term HR gets used in various contexts and organisations ranging from outright time keeping to hiring, recruitment to a part of the admin. In some government organisations it is a function reserved for some specified categories for societal balance. So the position gets filled by people who may have no qualification or background in HR. Why am I talking about this? Because this, in my opinion, is the challenge for HR professionals - for them to be able to plan anything that's seriously HR.

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Ray McGrath, Customer Service and HR Director, NextiraOne

Centenary-100-thoughts-ray-mcgrathThe Employee Experience AND the Customer Experience all rolled into one entity of a business - THAT is the only future that guarantees we never sever the link between what serves us individually and what serves those that put us here and sustain us in the first place.

If we lead the employee experience and perpetually engage in attracting, keeping, driving and growing peak performance - we must lead the charge to do this with our customers as well. Do this and the Engagement person at the board table will ALWAYS be taken seriously. Do this and the customer will always take us seriously. Do this and we will all have A LOT of fun!

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Rob Noble, CEO, Leadership Trust

Centenary-100-thoughts-rob-nobleA more proactive HR department, skilled in developing people to work better with increasingly changing environment rather than being consumed by the fallout from change feels more desirable and effective use of time.

The Leadership Trust believes that leadership will be a key enabler in getting the UK out of this period of austerity. Leading within change is a critical 21st century skill.

Getting the best out of people and ourselves. Creating the right environment, setting the direction, facilitating inspiration and tapping into the intrinsic motivational drivers of others to find more innovative and creative solutions to the problems we all face, comes from good leadership.

We believe HR has to take firm responsibility to proactively put in place development that does more than just tick boxes. It has to look at the development of individuals who, through their development, will build stronger teams and will ultimately make the organisations more effective and probably more attractive to customers and partners.

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Feras Q Al-Tal, FCMI, CIPD Course Leader and Chartered Management Institute Ambassador

Centenary-100-thoughts-feras-al-talAccording to the Economist, organisations are launching more major change initiatives and businesses are experiencing significant levels of complexity and high increases in uncertainty.

Unemployment rates, cutting pay, and volatility have become the new norm - it's important that HR is more adaptive to deal with the significant amount of ambiguity. There’s no more fixed or predictable context. The environment, business and people are all part of the same bigger system. Contextual agility and savvy will give HR the edge in managing the chaos because, if HR fails who can employees trust?

One- in-four employers across the region still report having difficulty in filling jobs. And, many qualified employees are turning to entrepreneurship in this uncomfortable environment.

HR has to build sustainable capability and create multilevel development systems, to ensure consistency between the levels rather than applying blanket programmes to everyone. The CIPD has a critical role to play in shaping the 21st century workplace and a new HR language.

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Louise Burke, Marketing Manager, Kallidus Limited

Centenary-100-thoughts-louise-burkeOne hundred years ago HR's primary concern was administrating payroll. In 100 years HR has evolved to become a strategic part of the business. What will HR look like in another 100 years' time? I believe it will change beyond all recognition. The speed of transformation will be driven by technology, globalisation and seismic changes in working practices and cultures. HR will be more than a strategic partner to the business, it will be the right hand to organisational heads. It's going to be an exciting journey - one that will require HR and learning professionals to master technology, global talent management and business change, every step of the way.

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Mark Withers, Managing Director, Mightywaters Consulting and CIPD Thames Valley Branch Chair

Centenary-100-thoughts-mark-withersHow we understand organisations will change fundamentally over the coming decades. Organisations will be less about 'owning' resource and far more about harnessing talents of in and outsiders who will be able to deliver a compelling proposition to customers. Organisational boundaries will be far more porous and our ability to network, partner and collaborate with others will be a fundamental capability for business leaders and especially HR. Redefining organisations will challenge fundamentally our understanding of the employment relationship and how we do HR. Being able to bring the right talents to deliver compelling propositions to customers will be a core task for HR. Working beyond the formal organisation, HR will need to be at the heart of creating organisational agility to respond to ever-increasing external change. This will bring huge HR challenges in shaping high performance cultures, creating collaborative and innovative groups, keeping a fluid workforce engaged and in supporting organisational development. Exciting times! Shame I won't be around in 100 years to see how the journey unfolds.

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Andrew Larkin, Principal Consultant, The Leadership Learning Team

Centenary-100-thoughts-andrew-larkinWe talk, read and write a lot (quite understandably) about engagement and sustained organisational performance as well as alignment between HR strategy and organisational strategy. I'd like to see a future where management, HR and organisation structures combine to focus more on giving people increasing freedom regarding the 'when' and 'how' and 'with whom' they achieve results and focus more on aligning personal goals with organisational purpose. We need to get much better at tapping into people's natural, intrinsic motivation and passion. There is nothing wrong with rules and structure, let's just make them about the right things and make sure they bring out the best in people.

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HR Fast Stream Graduates, Civil Service

Centenary-100-thoughts-cabinet-officeIn the future working world more people will be self-employed contractors, running portfolio careers and working from wherever they happen to be. Technology will enable us to work with partners across the globe and in a virtual team set-up. Individuals will not expect a job for life or accrued benefits; they will invest in their own career and expect to be rewarded for their contribution in the here and now. Leaders of the future will be intelligent clients of their HR services and HR professionals will be key players at board level. HR will have a role in creating sustainable organisation performance through acting as a commercial business partner, advising on portfolio careers and developing organisations with the right roles and structures to deliver their priorities. [Thoughts contributed by a group of HR Fast Stream Graduates.]

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Jane Daly, Head of Head Office Learning & Development, Marks & Spencer

Centenary-100-thoughts-jane-dalyImagine a world, organisation, business or idea without people to share it with... imagine life without the buzz of connecting with people... it's a scary thought but one that could be closer than you think if the only goals are to cut costs and tick boxes.

As HR professionals our only mission is to lead the revolution required to make sure all fellow leaders see and share a vision to create a thriving, buzzing and 'working' future... a future designed for and by people...

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Claire Blackburn, HR Adviser at Hallmark Cards Plc.

Centenary-100-thoughts-claire-blackburnAs an HR function, when we sit down to consider what we need to achieve in the future, we should:

(a) consider what our business needs and expects of us then raise that bar two inches higher in respect to what we expect of ourselves
(b) take our one and three year strategic plans and double them because that's often how long it takes to properly embed our plans, check they've worked and create a new culture
(c) ask what are the new trends, technologies and ideas/theories... and how can I get involved/use them?

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Sarah Lewis, Principal Psychologist, Appreciating Change

Centenary-100-thoughts-sarah-lewisHR must be on a mission not only to help managers understand how to get the best from, and put the best into, their people, but also the huge difference relationships and group dynamics make to individual and team performance. They can work at the untended boundaries, noticing the fractures and disruptions in organisational life. Positive psychology is the key to creating motivation and hope as work patterns become even less stable.

In a world of zero hours contracts and temporary workers, HR as a profession must take the long view, understanding that investing in the people they each have access to is an investment in a pool that all draw from. As the professionals that truly understand the costs of hire (and of unplanned departures) and the benefits of improved capability, they are best placed to be the guardians of an ethical approach to people investment.

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Rhyan Anderson, Director, Renard Exec Ltd

Centenary-100-thoughts-rhyan-andersonHR will be the navigational compass by which organisations plot their course to sustainable success. Explorers, pilots, helmsmen (and women), get onboard, it's going to be a great journey!


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Jill King, Writer and Consultant, JK Insights

Centenary-100-thoughts-jill-kingThe world of work is becoming increasingly de-humanised by technology, complex business models and pressure on costs and productivity. In this context the contribution of HR is vital to breathe energy and enthusiasm into the culture and to advise leaders on how to create supportive environments where people are encouraged to be innovative, collaborative and focused around shared values and goals.

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Joe Gerada, CEO, Foundation for Human Resource Development

Centenary-100-thoughts-joe-geradaIn my role in the Foundation I think that HR needs to inspire the managers to aspire for long-term sustainable performance and have the credibility to grow the trust and confidence of the people that they lead. In addition they have to consistently drive policy and programmes to attract and develop the talent of the employees in order to be able to innovate, be agile and have the courage and commitment to succeed. As a trainer of CIPD, I feel that HR, not only has to impart the knowledge, skills and attitudes that the repective training programmes offer but drive the value of inspirational leadership. They need to capitalise on their expertise and understanding of the dynamics of their organisation and use it to add value, influence decisions, drive change and consistently align policy and programmes, to what makes the business successful and the stakeholders proud.

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Patricia Lustig, CEO, LASA Development UK Ltd and Tutor on Scenario Planning and Futures/Foresight for the CIPD

Centenary-100-thoughts-patricia-lustigWe will all need to be leaders - leadership from every chair - each person taking the lead whenever it is right to do so. This dispersed leadership means that HR will lead equally with any other function. It is likely that functions will disappear, or change beyond what we know today.

Everyone will need to incorporate the skills we see today as 'HR', but HR will lead with new skills taking advantage of their exceptional coaching and facilitation skills and use foresight to enable engagement, strategy development and implementation to keep their business successful.

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Raymond Robertson, HR Consultancy Director, Strategic Reward and Guest Lecturer

Centenary-100-thoughts-raymond-robertsonImagine an organisation where people work together toward common objectives which they all understand and agree with; where everybody behaves in ways which are right for customers, other stakeholders and long-term organisational growth; and where people feel valued and trusted, are developed to their full potential, and feel rewarded on the basis of their contribution to organisational success. This is an organisation business leaders would like to create and people would choose to work for. HR's role is to help achieve that vision.

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Sandy Roach, Director, Ultimate Training

Centenary-100-thoughts-sandy-roachI watched a comedy show where the comedian asked an audience member what they did for work. Answer - 'HR'. 'What’s that then?" said the comedian. 'Disciplinaries and grievances',  said the lady.

What a shame that it seems Employee Welfare and Development are no longer the main concern of HR.

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Clayton Glen, Founder, imagine~hr

Centenary-100-thoughts-clayton-glenHR's inputs only have legitimacy when HR can clearly articulate how its strategies, programmes, projects and behaviours support the main business drivers (or service drivers in the case of Public and Third Sectors) of the organisations that it serves, with clear ROI.

Notwithstanding many outstanding exemplars, HR teams largely remain unempowered, non-commercial, and not fully aligned with the business and/or service organisations that they support. Transactional professional 'doing' mindsets largely proliferate, whereas driving, influencing, communicating and coaching behaviours are regressed as the majority of HR professionals at all levels experience difficulties being brave and taking strong commercial stands on organisational talent matters.

Leveraging the collaborative/educative/networking power of the internet and creatively enabling a new youthful internationally-focused HR cadre via expert senior HR-to-HR and Biz-to-HR mentoring, advocacy and coaching are key to the HR community's ongoing development as a commercial contributor.

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Alex Killick, Director of People, Glasgow Caledonian University

Centenary-100-thoughts-alex-killickWhile many things change, some things remain the same. My thought is this; people will always be the defining difference between thriving and surviving, between gaining gold or missing out on the medals. Our job is and will be about getting people in the right place, and for me this comes down to three things: trust, tenacity and talking the walk.

Trust because this is at the heart of any relationship. We can be trustees of the soul- guardians of governance, helping to galvanise people around purpose and values. Tenacity because anything worthwhile doesn't usually come easy and our territory should be about creating the conditions for agility and resilience. Talking the walk, or putting it another way, doing more and talking less means we can encourage others to practice what we practice rather than what we preach.

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Terry Gillen, Consultant, Trainer and Author

Centenary-100-thoughts-terry-gillenIn 1911 F. W. Taylor published The Principles of Scientific Management advocating 'enforced systems' so that workers, controlled by layers of managers, worked compliantly 'the one best way'. This suited manufacturing organisations' quest for mass production in the first half of the 20th Century but, even though the world has changed dramatically since Taylor's time, most modern organisations are still structured and managed this way. It saps energy and engagement, subdues performance and facilitates stress. It's dysfunctional and way past its use-by date. If we want following generations to prosper, we need new ways of working that tear down the 'Berlin Walls' of Scientific Management. This requires more than 'rearranging the corporate deck chairs'. If we are brave enough and radical enough, CIPD can be at the heart of the fundamental changes that are becoming increasingly urgent.

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Jonathan Kettleborough, Managing Director, Corollis Limited

Centenary-100-thoughts-jonathan-kettleboroughCome on HR - let's ditch the plethora of labels, let's stop hiding behind the same outdated models, the fancy words and let's focus on the business we serve. Let's ensure our actions show we are true business partners rather than awarding ourselves titles for the sake of it. Let's put our business at the heart of everything we do. Let's break all the norms, let's be disruptive and innovative and sexy and cool. Let's deliver results without caring whether we've used the latest social media tool, or the most appropriate mix of blended learning. Let's make a real difference to our business, let's attract the VERY BEST into our profession and let's not ever, not even for once, let ourselves lapse into 'HR speak'. Who cares if its induction, orientation or onboarding - all that matters are the results we deliver for our business and HR, we MUST DELIVER NOW!

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Craig Bowman, End User Marketing Manager, The Healthy Workplace Project

Centenary-100-thoughts-craig-bowmanNow, more than ever, looking after your people is crucial to business performance. Getting the 'Right People', and getting the 'People Right', can be the difference between success and failure. Taking extra steps to enhance employee engagement, with the end goal of employee wellbeing, will keep your workforce happy and healthy and can give companies that incremental competitive edge needed to win in highly challenging economic environments like these.

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Gerry Griffin, Founder of Skill Pill M-Learning

Centenary-100-thoughts-gerry-griffinTechnology and in particular, mobile devices are set to shape the future of work, forcing HR departments to evolve.

We look at the horizon – the near one – and predict a polarization. Procedural learning: the ‘how-tos’; such as the smart way to coach a colleague; the smart way to force the pace of enterprise. On the other side – we have semantic knowledge: the ‘know-whats’; what being a leader is all about. The real meaning of change;  building and maintaining trust. The former needs time efficient and specific ‘smarts’; the latter time for reflection and listening.

To enable both in the mid-term, HR/L&D will need to shift from being brokers (facilitating between blocks of knowledge/skills) to being ‘sherpas’, guiding each colleague on their journey; using expertise and wisdom to help the selection of the best route. HR will no longer need to ‘lead’ but will guide. Throw away your tracking tools and switch to ‘trust’ mode.

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Lou Banks, Director, Bolt from the You

Centenary-100-thoughts-lou-banksThe most forward thinking HR professionals are now realising that there is more to L&D than traditional skills training courses. The 'softer skills' that explore things such as values and beliefs, self-awareness and self-management are vital to increased morale, efficiency and leadership development. Companies that are brave and encourage authenticity in their workforce are already reaping the rewards.

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Sumeet Anand, Assistant Director of Human Resources, Hotel Grand Hyatt Dubai

Centenary-100-thoughts-sumeet-anandHR will have to be the ethical compass of the firm.





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Helena Moore (@HelenaJMoore)

Centenary-100-thoughts-helena-moore#CIPD100 HR must develop leader capability to manage virtual mobile flexible diverse dispersed matrix managed teams and projects .. Simples!



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People Alchemy (@PeopleAlchemy)

Centenary-100-thoughts-people-alchemyThe bigger picture of human resource capability via informal learning is essential to keep HR relevant #cipd100



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Hiring Hub (@HiringHub)

Centenary-100-thoughts-hiring-hubHR strategy will become vital in the process of innovating and modernising businesses globally #cipd100



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Ali Moosavi, MA Student, Faculty of Management, University of Tehran

Centenary-100-thoughts-ali-moosaviPeople will be the most important component of organisations, so it will be so vital to save the best of them. I think HR managers concerns will be 'how to serve personnel because of saving them'. And then when we have the right talents in companies they'll know what to do, so you can just say: 'leave it alone'.


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Ted Johns, CIPD Chief Examiner

Centenary-100-thoughts-ted-johnsAs a CIPD Examiner we look for candidates to demonstrate they’re ‘Thinking Performers’, which means we want people who can ‘perform’, i.e. deliver operational outcomes, and people who can ‘think’, i.e. reflect on better, cheaper and faster ways of doing whatever we do at the moment. 

We must have people who can make things happen – for today and tomorrow. We want people who’re interested in ‘next practice’, not merely ‘best practice’. We want people who don’t simply seek refuge in employment legislation, but try to find ways to achieve excellence despite the law. We want people who have visions about big ideas, about employee engagement, about high performance working.

In short, we want people who’ll make a positive difference who, when they retire, will look back at their careers and be able to point to some ways in which they made an impact.

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Peter Cunningham

Centenary-100-thoughts-peter-cunninghamI believe, in the long-term, the concept of work will (must) change, with work becoming more home/community-centered and 'workplaces' existing only to carry out processes requiring human input not possible at/from home. HR will become the vital binding link between these home and workplace resource centers.



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Kathy Allison, Head of HR, Boohoo.com

Centenary-100-thoughts-kathy-allisonHuman Resources for the future? There can't accurately be one answer to this as the challenges faced are sector and organisationally unique. For me, the recipe for success is about aligning HR strategy to support organisational plans, building strong board-level relationships (not complaining that they don't exist) and delivering results. Identifying and maximising where the career aspirations of our talented individuals overlap with the aspirations of the business is also fundamental. Finally, continuing to shape the culture and values of the business, steering clear of too much 'HR' jargon, and not being afraid to think and act in a more entrepreneurial way should produce a winning formula.

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Donna Larvin, HR manager, Cascade HR

Centenary-100-thoughts-donna-larvinHR has really stepped up to the challenge during the economic downturn and has cemented its position as a valuable and strategic business profession. But this is merely a foundation to build upon going forward. HR needs to focus on raising its profile further, by shaping business cultures, better engaging with employees, supporting managers to help uncover and deal with issues that would otherwise go unsaid such as absence problems, recruiting and retaining the finest industry talent and helping organisations to grow.

It sounds obvious, but for too long HR has unavoidably had to remain bogged down by arduous administrative tasks. But now intelligent technology exists to remove this headache, encourage best practice, identify opportunities for change, and support HR professionals as they strive to excel. The discipline is increasingly becoming more receptive to change and the momentum we are gathering, with the help of the CIPD, is really inspiring.

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Laura Kirrane, HR Assistant, Cascade HR and CIPD student

Centenary-100-thoughts-laura-kirraneThe world of Human Resources is becoming ever more enticing as a career. As a student studying for a diploma in HRM, I think now really is one of the most exciting times to enter the world of HR. Human Resources - rightly or wrongly - has long been perceived by many as simply the management of a filing cabinet or databank. But as the profession continues to tread boundaries and implement positive change within businesses large and small, that misconception is increasingly falling by the wayside. As we better embrace proactive and value-adding technology to remain abreast with and indeed ahead of industry change, we can better concentrate on the things that matter - our people. Their recruitment, wellbeing, engagement, motivation, development, aspiration fulfilment and retention is what HR is all about, and finally more opportunities are arising for us to focus on this, and impact on our businesses' bottom lines.

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Nauman Azhar, Joint Director (HR), Punjab Information Technology Board

Centenary-100-thoughts-nauman-azharIn my opinion the strategic role of HR will continue to become very important for all 'progressive' organisations. CEOs looking for long-term success will be looking to achieve their goals through HR's strategic role. HR professionals with a 'human element' will be in 'high demand'.



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Darren Jackson, Customer Engagement Manager, Xoserve Ltd

Centenary-100-thoughts-darren-jacksonI see HR's role transitioning more robustly out of resolving issues and into preventing the issues arising in the first place: raising and sustaining line manager capability is key to demonstrating the value of HR to organisations.



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Paul Matthews, Managing Director, People Alchemy Ltd

Centenary-100-thoughts-paul-matthewsThe learning, training, development and talent management aspects of HR will become ever more important in the eyes of the senior team. The way these aspects of HR are delivered also needs to change so there is a focus on ensuring that employees are capable at the point of work. This means a shift away from separated learning events to ensuring that learning is taking place at the point of work using informal learning and performance support interventions. For a 'human resource' to be useful to the company, he/she must be capable of doing what the company needs them to do to fulfil the company's purpose and mission. This bigger picture of human resource capability is essential to keep HR relevant in these tough times.


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Rob Hubbard, Managing Director, LearningAge Solutions

Centenary-100-thoughts-rob-hubbardThe workplace of the future is already here - you're living in it! Flexible working will increase in proportion with the cost and hassle of travel. More people will work from home more often and they will be measured on their output rather than their physical presence in a set location. Productivity will soar without the distractions of modern, open-plan offices which are already proven to be the worst possible places to get anything done. Learning and work will be indistinguishable with intelligent performance support technology embedded in collaborative working systems. Learning will be mostly peer-to-peer with HR maintaining the systems and infrastructure that enable this flow of information and support.

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Janice Donaldson, Director of Human Resources, University of Southampton

Centenary-100-thoughts-janice-donaldsonIn today's chaotic world of continuous change and unpredictability, the old rules don't apply. Simply living with chaos is not enough; we are going to have to embrace it, use it and lead within it. Linear processes, constraining policies, rigid role descriptions and annual performance indicators will hinder, not help us.

I envisage a changed HR that has refocused and become an expert in leading in chaos. We must transform the way we operate. Purpose and values will become our guidelines, not policy. Multiple relationships and meaningful conversations will replace rigid role descriptions. A focus on generating and harnessing energy rather than performance indicators will get things done almost instantly. The future is ours.

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Sue Swanborough, HR Director, General Mills UK, Ireland and Nordic Markets

Centenary-100-thoughts-sue-swanboroughNever again will the pace of change be as slow as it is today. The economic environment is shifting and market and stakeholders' needs changing exponentially. To build sustainable resilient organisations, HR needs to be at the centre of developing a new business competence - trust.  

 

In future, organisations will be defined by who they are and what they stand for in addition to their products, services and the individuals who represent them. Leaders will truly understand what society, the marketplace and people need, achieving sustainable business through common organisation and moral purpose whilst building trust with all stakeholders through aligned words and behaviour.

 

The role of HR? To trust ourselves enough to be a part of the change, to hold up the mirror to bring the necessary organisational insight and to provoke the powerful conversation asking 'what’s called for?' 

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Dudley Davidson-Jarrett, Human Resources Director, The Peoples' Meadow Consultants

Centenary-100-thoughts-dudley-davidson-jarrettThe future for Human Resources seems fairly bright. If managed and used correctly Human Resources tools can the perfect catalyst for a desirable working environment.

People learn all the time, and through doing so acquire knowledge, skills and insight. But they will learn more effectively if they 'learn how to learn'. The relationship between the organisation and its members is influenced by what motivates them to work and the rewards and fulfilment they derive from it.

The work organisation, and the design and content of jobs, can have a significant effect on the satisfaction of staff and their levels of performance. The manager needs to know how best to elicit the co-operation of staff and direct their efforts to achieving the goals and objectives of the organisation. This can be done through effective communication to staff members, showing clear direction not only for the organisation's strategy but for individual strategy.

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Ian Buckingham, Founder of the Bring Yourself 2 Work Fellowship and Author of Brand Engagement

Centenary-100-thoughts-ian-buckinghamThat HR professionals see the downturn as a time of opportunity and to proactively lead the organisation development agenda. People are the key to economic recovery. They choose whether to keep or break the promises made by the marketing department. In dark days when so many promises have been broken, now, more than ever, HR should be working with their Marketing colleagues to re-focus on values and behaviours and to rebuild brands from within.

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Stephen Bennett, HR Business Manager, Wigan Council

Centenary-100-thoughts-stephen-bennettThe outsourcing competition is coming over the hill - be prepared or be TUPE'd!!





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Roxana Mocanu, Director, HR Enterprise Balkan

Centenary-100-thoughts-roxana-virginia-mocanuI bet on learning for the future skills and performance. Learning will play an important role in HR for building professional competencies: know the business; be competent within HR; anticipate change and respond proactively; involve and commit line managers; be data based; prioritise and sell success; remain close to the customer...

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Martin Rayson, Divisional Director HR & OD, London Borough of Barking & Dagenham and President, Public Sector People Managers Association

Centenary-100-thoughts-martin-raysonThe public sector is at a crossroads. It must redefine itself and the relationship with the community it serves. HR has a fundamental part to play in re-shaping organisations within the sector, implementing new structures and systems and crafting a new relationship with the workforce. We need the confidence to grasp the opportunity and to collaborate to ensure we have the capacity.

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Sreenivasan Chittaranjan

Centenary-100-thoughts-sreenivasan-chittaranjanHR in my opinion is seen as secondary by CEOs. If a CEO is HR savvy, then only HR can have a seat at the business table. CEOs see business as a priority and not people as a priority. Despite losses, concentration is only on quick bucks rather than people and process development.

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Sandy Wilkie, Vice-Chair, Mid-Scotland CIPD Branch

Centenary-100-thoughts-sandy-wilkieIt is apt that HR is re-thinking itself in the Centenary Year of CIPD. The world of work is shifting continuously. Whilst transactional HR support is still going to be needed, more organisations are looking for added-value, strategic HR. Whilst we may still require people to update our Dress Code policies and deal with employment issues, increasingly this side of HR is conceptually distinct from the effort to support leadership, engagement, organisational change and culture. One opportunity for our profession is to see modern workplaces as 'communities' with associated values; altruism, reciprocity, relationships and authenticity. If we truly want engaged employees, we need new models and ways of thinking about organisational dynamics.

It's like 'Back to The Future'. The Workers Welfare Association set out in June 1913 to improve working conditions in factories. In 2013, HR needs to put energy into building workplace communities that foster well-being, resilience and performance.

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Therese Procter, Personnel Director, Tesco Bank

Centenary-100-thoughts-therese-procterFor me, HR's future can be summarised in two words: value and values. In the past, the value created by public and private sector organisations has been measured primarily in financial terms. Following the global economic crisis, however, organisations will be judged not only by the financial value they deliver - but also by the social value they create. Consequently the impact organisations have on the lives of employees and customers, on communities, and on the environment will be studied as closely as their impact on shareholder and taxpayer returns. This, in turn, will bring the values of organisations into far sharper focus, because how and why things are done will now be subject to the same level of stakeholder scrutiny as what gets done. I believe that progressive HR practitioners will play a pivotal leadership role in driving both financial and social value in this new era of values-led organisations.

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Billy C H Teoh, Independent Principal Consultant/Trainer/Coach

Centenary-100-thoughts-billy-teohHR in the future is about:

#1. enhancing efficiencies in HR transactional activities (for example via new technologies);
#2. executing effectiveness in HR transformational initiatives (for example via new human modeling borrowed from other domains like neurosciences, biomimicry and the like); and
#3. building the people side of business through integrated and holistic actualisation projects (for example via alignments and marrying the various environmental stakeholders' concerns/constraints/ challenges with projects that actualise and propel people to their highest potential, capacities and capabilities - actualisations not only for the person but in alignment with all other stakeholders).

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Faiza Kamal, Student, Manchester Business School

Centenary-100-thoughts-faiza-kamalWhen I think of HR in the future, I expect it to be more business-minded.

I wish that organisations don't see HR as an expense, but rather as a strategic partner.

For that, HR professionals must have business and especially finance knowledge, so that they can present their contributions in a more quantitative manner in front of management teams.

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Perry Timms, Director, PTHR

Centenary-100-thoughts-perry-timmsHR should disruptively innovate ITSELF away from the outdated hierarchical model. It should experiment/implement more agile, fluid ways of delivering and showcase this line of 'structure' as the future for the workforce/workplace. There are case studies where rigid pyramidal structures are no longer the best way to maximise people's potential and create meaningful work; and in HR we still operate as a hierarchy/act bureaucratically. How on earth can we expect the business to change their operating models? We need more creativity in identifying/securing the right people; their job crafting; their skills development and their career enhancement. We should start with ourselves, prove it works by breaking our own hierarchy and valuing alternative measures to 'counted' work stats. Using data we generate, we can prove efficiency then reshape the businesses we operate with/in. Hack the HR OS - build a new open-source platform.

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Loreto Mallon

Centenary-100-thoughts-loreto-mallonMy thought is actually quite simple. I would like to see HR involved in supporting people with the search for meaning in their lives.

This expands into areas such as Corporate Responsibility, Corporate Ethics, Work-Life Balance and a plethora of other workplace issues where HR can make a significant contribution.

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Pauline Wilkinson, Project Manager, Food Standards Agency

Centenary-100-thoughts-pauline-wilkinsonMy thoughts are based around agility - ensuring the workforce of the future is adaptable, responsive and culturally aware. Strategic leadership is key and leaders who understand the importance of HR and how HR can help deliver the organisation's purpose. I am passionate about HR and would like to see future thoughts delivering an evidence-base to address gaps in knowledge, a supporting framework through the CIPD providing differentiated value and 'HR glue' delivered through education and training to assist non-HR professionals with delivering the dynamics of advantage. CIPD in the past has focused on the soft measures of HR in isolation from hard measures such as financial, business process and customer satisfaction, the future should look to bring in the triple bottom line where HR is integral to people, planet and profit.

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Jim Loft, HR Business Partner, 3M UK plc

Centenary-100-thoughts-jim-loftThe basic concept of what work looks like will probably be very different in 20 or 50 years time. Advancing technologies and the changing behaviours of people will drive this. HR will also be very different, for example practitioners may be connected to many employers in a 'cloud' type of environment and have their expert time called off as needed. This will create challenges to connect face-to-face with people so HR will need to find new ways of working and new ways of engaging employees. Perhaps HR will rely more on technology to tell us what the other person is thinking, rather than using our instinct, and it'll be two-way as well! The future? …I never said you'd like it!

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Chris Jullings, Owner/Director Chris Jullings Ltd

Centenary-100-thoughts-chris-jullingsAlvin Toffler's 'Future Shock' has long arrived. Today's commercial and social goal is overtly 'everything connected everywhere, all the time'. Much of the world experiences this as unrelenting pace, complexity and a blurring of personal identity. I have no doubt that progressive HR systems, processes and transactional support have their part to play. This isn't and won't be enough. We are face-to-face with the challenge of needing sophisticated orchestration; the challenge of creating belief for those feeling increasingly irrelevant; the challenge of creating space for employees to feel like people. Toffler's 'Future Shock' has turned into 'personal shock' for many leaders. In my view the overwhelming priority for the global HR function is to help Executive Boards make new and different choices about 'leadership'. This means the days of hopeful, broad-brush investment must pass. Our future depends on the precision selection and crafting of individual leaders.

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Safia Boot, Director/Founder, Respect at Work Limited

Centenary-100-thoughts-safia-bootWhen I think of HR leading in the future it will be in the creation of sustainable organisations. HR will operate beyond the traditional core workforce to influence organisational performance, culture, branding and engagement across a fragmented, complex supply chain as well as to reflect portfolio career patterns. HR will in future play a strategic role in managing external relationships and the procurement process. If it is to engage with global management teams from emerging markets it will also need to challenge itself to address the limitations of its current lack of diversity as it currently fails to provide an effective role model for inclusion and diversity. The de-feminisation of the function to a more equal gender profile could have a positive effect on how it is perceived as well as enabling job rotation between HR and line management to build entrepreneurship and rounded business skills.

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Penny Baxter, Freelance Employment Advisor

Copy of Centenary-100-thoughts-tania-tiippanaWhy do people with a disability find it takes longer to be in paid employment? Have we as HR been under so much pressure at the recruitment stage that the word disability puts those applications in the no pile? Is it our computer searches that mean we rarely see their applications? We have people with disabilities who have proved their capability by going to university. What they have achieved is greater than the norm. They have proved that despite having to deal with their disability and conventions misunderstanding of their capability, they wish to be part of the working population. We need to have the attitude that people with a disability have fought misunderstanding. We should be interviewing them.

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Ruth Leggett, Senior Lecturer, Newcastle Business School, Northumbria University

Copy of Centenary-100-thoughts-tania-tiippanaHR professionals have a critical role in developing cultures of collaboration and trust in future workplaces.

HR needs to engage employees in organisational values; providing a moral compass by ensuring these are upheld by senior management, by challenging decisions that contravene values and by championing corporate social responsibility. HR needs to design performance management systems that reward behaviours that demonstrate values as well as task and profit orientated achievements.

HR needs to be globally aware and able to harness new technologies for professional communications, whilst being the guardians for security. With resourcing and development, the focus needs to be people who can engage others and bring out the best in them. Developing manager as coach rather than manager as boss will be increasingly important. HR will create flexible working practices, communicating the message ‘we’re pleased you‘ve chosen to work for us’, rather than ‘you’re lucky to have a job.’

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Ian Johnson, Retired

Centenary-100-thoughts-ian-johnsonThe day that the Internet goes down and communications by intranet and mobiles stop working, HR will have a strategy to cope with the situation. Thought will have previously been given to non-electronic back-up systems and means of communications, allowing the Organisation to continue to function effectively. There will also be a strategy to adapt and develop in the event of this becoming a long-term situation rather than a temporary interruption.

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Lisa Elliot

Centenary-100-thoughts-lisa-elliotA more hopeful year it seems as many organisations will have already lost any headcount required, therefore providing increased opportunities for HR and the business to work together on organisational design as a means of using the resources available creatively. For many organisations this means embracing all things digital, which will present plenty of opportunities in terms of communication and ways of working. These are exciting times for those who wish to embrace them!

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Tania Tiippana, Learning and Development Consultant EMEA, PAREXEL International

Centenary-100-thoughts-tania-tiippanaTechnology is changing the way we learn and it will play an even bigger role in the future. Buzzwords like M-learning, Social Network based learning and gamification are here to stay. I can see L&D professionals utilising the technology to engage better and to create platforms for learning opportunities. These opportunities will consist of anything from learning through gaming to bite-size learning to just-in-time knowledge at anytime, anywhere. I also believe that L&D Professionals will utilise technology more to manage resources, analyse information, not to meantion measuring the impact. The challenges will arise from rapidly evolving technology; what we know today might not be the case tomorrow. How technology savvy do I need to be to understand what is out there and how to apply the best technology solution to my business?

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Mark Sandham, SVP, Organizational Effectiveness & HR Operations, Thomson Reuters

Centenary-100-thoughts-mark-sandhamWhen I think of leading HR into the future, I look forward to the insight we can bring to the table by having intelligent, real-time people information at our fingertips and in the hands of the business leaders with whom we partner. The next generation HR technology being built today, with its leading edge metrics and analytics plus simple people processes that work 'anytime -anywhere' will allow us to be the HR leaders we aspire to be. It enables us to change service delivery models, change the nature of our conversations with business leaders, and ultimately shifts the contribution we can make to both business decision-making and the strategic health of an organisation.

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Bernie Green, Operations Training and Development Manager, KFC UKI, Yum! Restaurants International

Centenary-100-thoughts-bernie-greenThe way we learn and develop in the workplace is changing almost on a daily basis as we begin to truly leverage technology to deliver blended learning and training solutions for our employees.

Providing all employees with easy and immediate access to a suite of engaging learning and development tools supports their personal growth and development both in the work environment and just as importantly in their personal lives.

HR has a vital role to play in leading this important and transformational change through embedding technology in the workplace whilst ensuring that it is not at the detriment of real and regular human interaction.

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Sarah Harvey, Simply Performance Management

Centenary-100-thoughts-sarah-harveyWhat we do and how we do it has frequently been under the spotlight.  The corporate moral compass has been found lacking, leaders have been questioned and trust has been severely damaged.

There’s now a major opportunity for HR to make a difference - to play a leading role in shifting the future value of values. There was perhaps nothing wrong with the values being espoused by organisations that have been damaged.  The mistake was that stated values weren’t representative of the real values of the organisations. 

HR’s challenge is to ensure stated values are being lived and breathed by everyone. HR needs to become an organisation’s ‘values filter’, holding leadership to account where demonstrated values don’t match those stated.  This style of HR leadership has the potential not only to transform organisations but to take HR into the future in better shape.

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Charles Cotton, Research and Policy Adviser, Performance and Reward, CIPD

Advisor - Charles CottonHow we pay workers has changed significantly over the CIPD’s lifetime. This is due to economic, labour market and technological developments, increased government intervention, changing societal values and beliefs, as well as an evolution in thinking about what constitutes reward.

However, I forecast no let up in the reward revolution. The economy is ever competitive and what businesses need to do to succeed is ever changing. Both society and the labour market are becoming more diverse and demanding. Technological developments will have a massive impact increasing the need for skills. All these factors will change what work is done, where, why, how and when.

As what employers need from their workers and what workers want from their employers changes, reward must be able to facilitate this rather than stand in its way. Pay and benefits will have to become more tailored and adaptable to meet employee preferences and business objectives.

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Vanessa Robinson, Head of HR Capability, CIPD

Advisor - Vanessa Robinson 83x83

The nature and shape of work is changing all around us. For example, more and more people work remotely, made possible by increasingly sophisticated technologies and new employer-employee work practices based on empowerment and trust rather than presentee-ism.

Looking to the future, and specifically to the increasingly knowledge-worker sector of the economy, I imagine that many people will start to re-consider what the construct of work means to them and how they contract their time. In this future, it will be the norm for people to contract with many different entities on different projects at different times, effectively contributing to discrete pieces of activity which interest them and for which they have the skills to contribute.

And HR’s role? Anticipating when groups need to form and importantly when they need to break up, and providing enabling environments for this to happen seamlessly, ultimately unlocking ways to achieve more diverse thinking.

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Jonathan Cormack, Head of Organisation Effectiveness, Group Human Resources, Standard Chartered Bank

Centenary-100-thoughts-jonathan-cormackMy vision for HR is that, over the next few years, we shift from being Human Resources to the organisation performance function.  

People are at the centre of an organisation system and to improve its performance we need to pay attention to every part of that system. This requires us to venture into realms that HR professionals have historically not dared to tread.

What do we need to make that journey?  Three things: a self-image of a business player, not a business partner; a social role that is about enabling the organisation to excel; and the self-confidence to shift beyond our narrow technical expertise and take our place at the vanguard of a transformation agenda.

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Michael Paterson

Centenary-100-thoughts-michel-patersonWhatever else happens in the workplace, there will always be a future for HR as long as managers continue to make a mess and lawyers remain more expensive than HR professionals.



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Corinne Mills, Managing Director, Personal Career Management

Centenary-100-thoughts-corinne-millsI think there will be more self-employment with individuals hiring out their services rather than having permanent status.

Individuals will need to be increasingly entrepreneurial, looking for opportunities, updating and re-configuring their skills in order to avoid over-reliance on one employer. This will make employee engagement and succession planning a key challenge for HR in light of a more explicitly functional rather than necessarily developmental relationship.

Individuals will also have several careers in their lifetime in response to longer life expectancy, personal preferences as well as market forces. This will become the norm rather than the exception and will challenge some of the default thinking about what is an appropriate career path for particular roles.

While technology will enable greater virtual working especially in a global marketplace, this will also create a need for more vibrant local spaces for individuals and communities to come together.

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100 thoughts

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