#3

Future of Work and HRM

Pitch I: Transformation of HR & New Work
“Dyn.Health – On the way from old to new
HRM“
• Aparna AGRAWAL
• Wessim NEMLAGHI
• Himanshu NIMJE
• Jean-Chrysostome TOURNYOL DU CLOS
• Jiayi WU
Recap Pitch I:
“Dyn.Health – On the way from old to new HRM“
a) Different transformation steps of HR
The HR operating model is derived from the HR strategy, which in turn is a result of the corporate strategy
4 Waves since 1950s:

1950s-1970s 1970s-1990s 1990s-2010s 2010s-present

Source: McMackin & Heffernan (2020).

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Recap Pitch I:
“Dyn.Health – On the way from old to new HRM“
b) The design of traditional HR vs. Modern HR – selected examples
Practice Traditional
Learning & • Top down and long-term decision making in
Development succession planning (Problem: Needs
change quickly and individuals which were
picked years in advance do not fit anymore)
Performance • Annual performance reviews
Management • Top-down approach: Goals cascaded down
from business and unit objectives each year
• Performance feedback from only one
person: The boss
Source: Cappelli & Tavis (2019).
Modern
• Fast and flexible learning approaches such
as online learning, experience-based
learning etc.
• Identification of demand-abilities gaps by
artificial intelligence as basis for
development activities
• Frequent performance reviews (e.g. in
context to project assignments)
• Immediate feedback for course corrections
• Multidirectional feedback from different
sources such as co-workers, customers and
managers
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Recap Pitch I:
“Dyn.Health – On the way from old to new HRM“
b) The design of traditional HR vs. Modern HR – selected examples

Practice Traditional Modern

Compensation • End-of-year salary increases • Spot bonuses (recognizing contributions
when they happen)
• Adjustment of wages more frequently
• Bonuses for learning and knowledge-
sharing
• Inclusion of non-monetary rewards

Source: Cappelli & Tavis (2019).

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Course overview:
Human Resource Management and New Ways of Working
DEMOGRAPHY DIGITALIZATION GLOBALIZATION COVID-19

Changes in the work environment

2

3
HR Reponses & Support for New Ways of Working

4 5 6 7 8 9 10 6
Megatrends & changes in the work environment

DEMOGRAPHY GLOBALIZATION
Can be perceived as
DIGITALIZATION
threat or opportunity for
companies

COVID19
Pandemic?

Greater job demands

Changes in the work environment

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The COVID-19 crisis unfolds – accelerating the future of work?

Link to the video:

https://twitter.com/skyn
ews/status/123850414
3104421888?lang=en

Source: https://twitter.com/skynews/status/1238504143104421888?lang=en; https://www.mckinsey.com/industries/metals-and-mining/our-insights/how-a-steel-company-embraced-

digital-disruption.

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Pitch II: COVID-19 & New Work
“COVID-19 - Accelerating New Ways
of Working at Engineeric“

Zidane ALAOUI, Frederica INTERLICI,

Quentin MECHALI-AUGUSTE, Naman SARDANA
Recap Pitch II: “COVID19 –
Accelerating New Ways of Working at Engineeric“
The role of HR
The COVID-19 pandemic has been called a ‘‘people-based crisis’’ (BCG, 2020)
Tackle challenges associated with
remote working Autonomy & empowerment:
Ensure social conncectivity greater control over work creates
greater satisfaction, productivity and
Create well-being instead of reduces stress
exhaustion

c) Missing theoretical background

Reason: HRM research based mostly on Taylorism Work design models. Research rests on
assumptions of a permanent organization with traditional employment relationships But this is not
the case to
Job description date!
Tasks Jobs

Sources: Minbaeva (2020); BBC (2020); Caligiuri, De Cieri, Minbaeva, Verbeke & Zimmermann (2020); BCG (2020b): https://www.bcg.com/publications/2020/people-solutions-
response-covid.

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Five principles of New Work
New Work Canvas
Creative tool for visualizing
the five New Work principles
• Freedom
• Self-responsibility
• Purpose
• Development
• Social responsibility

Three-stage workshop process, in which companies identify

• Their status quo concerning the five principles
• Which New Work activities they want to focus on
• How they can approach these activities concretely

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Five principles of New Work
Freedom
Experimental rooms
Culture of the imperfect
Strong networking

Social responsibility
Sustainable management
Regional commitment Self-responsibility
Honorable merchant Self-organization
Budget Authority
Participation models

Purpose
Personal growth
Development
Tripartite added value
Collective learning structures
Meaningful work
Self-renewal
Collective decisions

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Five principles of New Work

Group work
You will be assigned to one of 5 groups. Each group will
work on a specific principle from the New Work Canvas.
Please answer the following questions:
1. What do you expect from your future employer to fulfill the
New Work principle that has been assigned to you?
2. What could be the role of HRM in facilitating this (please
refer to the sources provided)?
3. Please prepare this on a Flipchart and present it in 5
minutes to your fellow students. What does
this mean
for HRM?

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New Work canvas
Group 1 Group 4
Group 3

Group 2 Group 5

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New Work canvas: The role of HR
Group 1
Newman, A., Donohue, R., & Eva, N. (2017). Psychological
safety: A systematic review of the literature. Human Resource
Management Review, 27(3), 521-535.

Please refer to section 3.2 „Antecedents of psychological

safety and psychological safety as mediator“

Group 2

Renkema, M., Bos-Nehles, A., & Meijerink, J. (2020).

Implications of self-managing teams for the HRM function.
Baltic Journal of Management.

Please refer to pp.10 f. „HRM practices“

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 Group 1
New Work canvas: The role of HR
Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human
Resource Management Review, 27(3), 521-535.

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 Group 2
New Work canvas: The role of HR
Renkema, M., Bos-Nehles, A., & Meijerink, J. (2020). Implications of self-managing teams for the HRM function.
Baltic Journal of Management.

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New Work Canvas: The role of HR
Group 3 Bailey, C., Madden, A., Alfes, K., Shantz, A., & Soane, E.
(2017). The mismanaged soul: Existential labor and the
erosion of meaningful work. Human Resource Management
Review, 27(3), 416-430.

Please refer to section 3.2 „Human resource management“

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 Group 3
New Work canvas: The role of HR
Bailey, C., Madden, A., Alfes, K., Shantz, A., & Soane, E. (2017). The mismanaged soul: Existential labor and the
erosion of meaningful work. Human Resource Management Review, 27(3), 416-430.

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New Work canvas: The role of HR
Group 4 Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020).
Enhancing the role of human resource management in corporate
sustainability and social responsibility: A multi-stakeholder,
multidimensional approach to HRM. Human Resource
Management Review, 30(3)

Please refer to section 5 „Putting sustainable HRM into action:

examples of HRM activities designed to promote CS/CSR”

Group 5
Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent
development: definition, scope and architecture. European
Journal of Training and Development, 36(1), 5-24.

Please refer to section „Programmes to enable talent

development“ (pp. 12ff.)

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 Group 4
New Work canvas: The role of HR
Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource
management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to
HRM. Human Resource Management Review, 30(3).

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 Group 5
New Work canvas: The role of HR
Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: definition, scope and architecture.
European Journal of Training and Development, 36(1), 5-24.

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New Work Canvas: The role of HR
Group 1 Group 4
Group 3

Group 2 Group 5

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Five principles of New Work (by Humanfy)
Freedom
Experimental rooms
Culture of the imperfect
Strong networking

Social responsibility
Sustainable management
Regional commitment Self-responsibility
Honorable merchant Self-organization
Budget Authority
Participation models

Purpose
Personal growth
Development
Tripartite added value
Collective learning structures
Meaningful work
Self-renewal
Collective decisions
Source: https://humanfy.de/new-work-charta.

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Student Work: New Work Canvas Student Work

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Student Work: New Work Canvas Student Work

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Pitch your Case – Groups for Group Presentation in Course
Topic 1
• Aparna AGRAWAL
• Wessim NEMLAGHI
• Himanshu NIMJE
• Jean-Chrysostome
TOURNYOL DU CLOS
• Jiayi WU
Next session
Topic 3
Topic 2 • Zoé ALMAIRAC
• Maria FERRACCI
• Zidane ALAOUI
• Raunaq MANGLA
• Frederica INTERLICI
• Karan Veer SINGH BAL
• Quentin MECHALI-
• Srijan SRIVASTAVA
AUGUSTE
• Naman SARDANA

Topic 4
Topic 5
• Jingjun CHEN
• Dhrupad HINDOCHA • Arianna DE LA CRUZ LARA
• Louna LANGLOIS-HÉRAULT • Kritesh KAUSHAL
• Riccardo MORANDINI BENINI • Saswat Sanket MISHRA
• Vihaan PUROHIT • Philippa SPIETH
• Eugénie VIRIOT

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Merci! Thank you! Danke!
Questions… Feedback…
#4
Ambidexterity & HRM
Course overview:
Human Resource Management and New Ways of Working
DEMOGRAPHY DIGITALIZATION GLOBALIZATION COVID-19

Changes in the work environment

2

3
HR Reponses & Support for New Ways of Working

4 5 6 7 8 9 10 30