CHREATE Executive Summary
Phase 3: June 2015 to June 2016
By John Boudreau, Ian Ziskin and Carolyn Rearick
How You Can Use This Webpage
CHREATE provides ideas, frameworks and tools designed to help HR leaders and their constituents disruptively accelerate the future of HR and organizations. This executive summary is your guide to the history of CHREATE, and more specifically to the ideas and practical tools developed by CHREATE’s team of over 100 CHROs and HR thought leaders over the last three years.
The summary will guide you through the CHREATE results as they were presented at the Phase Three Project Summit, held at Twitter headquarters on May 17, 2016. We invite you to use this webpage to support your own efforts to understand the future of HR, and to engage your constituents and organization leaders in the important work of disruptively accelerating the evolution of the HR profession.
How the CHREATE Project Began
CHREATE, the Global Consortium to Reimagine HR, Employment Alternatives, Talent and the Enterprise, began in January 2014. Originally named the Future of HR Project, it was driven by a community of HR leaders committed to disruptively accelerating the evolution of HR. The CHREATE initiative is unique not only because of the elite group of CHRO’s and HR thought leaders who have helped build it, but also because it is open source, voluntary, inclusive, messy and agile.
Phase One: Defining the Challenge
In 2013 twenty CHROs volunteered to work together to describe how the HR profession must accelerate to meet rapidly-approaching future challenges. Under the guidance of CHREATE’s Advisory Group, they were interviewed about current and future expectations for HR, the profession’s ability and challenges in meeting these expectations, and the pivotal gaps that needed to be addressed. Phase One culminated in a gathering of CHROs in June 2014, where the group learned the results of the interviews and collectively identified four pivotal arenas where the profession’s progress must accelerate to meet future challenges:
- Align HR with Value Creation for Organizations that Win
Articulate an HR charter/ contribution model that describes precisely how great HR contributes to organizations’ ability to successfully compete in the future.
- Shape Expectations of HRs Key Constituents
Create a “pull” for the future of HR by defining today’s expectations among key constituents (such as Boards, investors, C-suite teams, policymakers and employees), and more importantly define how those expectations must be enhanced and improved.
- Rewire The Work and Tools of HR
Define the vital improvements in processes, practices, systems, and operating models that are necessary to support and drive the key deliverables and outcomes for the future of HR.
- Enhance the HR Talent Pipeline
Insure the availability of the necessary talent to lead, build and grow HR in the future, by developing necessary new professional requirements, talent sources, and career paths, based on the best research on the needs and gaps in the HR profession.
Click here to read a detailed summary of the findings from the Phase One Summit, June 2014.
Click here to see a list of the Phase One participants.
Phase Two: Describing the Future Vision
Phase Two ran from June 2014 to May 2015, with four volunteer teams of top HR leaders– one team taking on each pivotal challenge identified in Phase One. The teams recruited thought leaders, futurists and executives inside and outside of HR, and conducted interviews and focus groups with that group. The teams identified these Five Forces of Change:
- Exponential pattern of technological change
Technological breakthroughs will force organizations to adapt and reinvent themselves more quickly. Meanwhile the workforce faces the risk of job loss and skill obsolescence, requiring that they adapt and reinvent themselves.
- Social and organizational reconfiguration
The workforce’s increased autonomy and decision-making authority will make the workplace more power-balanced and less authoritative. The workplace will be structured more through social networks and less through hierarchy. Work relationships will be more freelance, gig, and project-based and less exclusively employment-based. Organizations will tap more diverse avenues for sourcing and engaging talent that extend beyond traditional employment.
- A truly connected world
Information will be more abundant, richer and more available to everyone. Work will be accomplished from anywhere, creating a truly global talent ecosystem. Seamless global and real-time communication, will lead to faster product development. Go-to-market strategies will be more diverse, and have shorter product/strategy durations. Organizational reputation will become a pivotal currency in customer and work markets.
- All inclusive, more diverse talent market
Multiple generations will increasingly participate as workers, today’s minority segments will become majorities, older individuals will work longer, and work will be seamlessly distributed around the globe through 24/7 operations. Organizations that win will develop new employment contracts and hone new leadership styles and worker engagement approaches to address the varied cultural preferences in policies, practices, work design, rewards and benefits.
- Human and machine collaboration
Technological breakthroughs will produce exponential disruptions in markets and business. The rapid adoption of robots, autonomous vehicles, commoditized sensors, artificial intelligence, and global collaboration will renew the thinking about work.
Other Phase Two teams described how Workforce Planning, Attraction, Alignment and Engagement must evolve, and how Operational Excellence will be redefined. To support this evolution, teams identified new roles within organizations and the HR profession. Finally, team interviews with CEOs and Board members revealed HR to be valued and admired, but also the need to evolve quickly to meet emerging challenges that fall “within the white spaces” of today’s typical HR function and workforce strategy.
More information on Phase Two can be found in the Phase Two Executive Summary.
Click here to see a list of the Phase Two teams and participants.
Phase Three: Tools to Bring the Concepts to Life
Phase Three ran from June 2015 to June 2016, and was about enabling action: Take the frameworks and ideas from the first two phases, and build tools, examples and dissemination techniques that would help leaders bring them to life in their organizations and among key influencers. Once again, leaders in the HR community stepped forward, forming five volunteer project teams, one for each change arena from the first two phases:
- Five Forces of Change
- Four Roles Talent Pipeline
- Shape Key Constituents Expectations
- Rewire the Work and Tools of the HR Function
- Creating an Engagement Platform to Start a Movement
The work of the five teams was logically integrated as shown below:
The sections that follow describe the tools, how to use them, and provide links to access and apply them. HR and operating leaders can use these prototype tools to drive the profession forward, through their personal leadership and careers and in the organizations they support.
Click here to view articles and blogs written by CHREATE members, that further describe the tools, how the frameworks behind the tools can change the future of HR and work, and the implications of these future developments for workers, leaders and organizations.
Click here to see a list of the Phase Three teams and participants.
Financial and in-kind support for Phase Three came from HR People + Strategy (HRPS), Innovation Resource Center for Human Resources (IRC4HR), NAHR, Allegis Partners, Executive Networks, Cambia Health Solutions, Flex, RGP, Root Inc, and Twitter.