Top Experten aus der ganzen Welt entwickeln diesen einheitlichen Standard aus drei Gründen:
1) weltweit das Personalmanagement inhaltlich und wissenschaftlich fundiert weiterzuentwickeln,
2) seinen Stellenwert und seine Wirkung in den Unternehmen zu erhöhen, Personalarbeit zu einer “Killer App” für starke Unternehmen zu machen,
3) Unternehmen zusätzliche Möglichkeiten zu geben, ihre Potenziale gegenüber dem Kapitalmarkt und Finanzinstitutionen darzustellen.

Dadurch können auch die deutschen Unternehmen vom internationalen Austausch profitieren. Denn Unternehmensgründungen in den neuesten Technologien führen in Deutschland weitgehend ein Nischendasein und die nächste Stütze der deutschen Wirtschaft nach Maschinenbau und Auto ist noch nicht in Sicht. Daher müssen wir dafür sorgen, dass Top Talente in Deutschland bleiben. Niemand soll mehr nach Harvard oder in die Schweiz oder nach Australien auswandern müssen.

Der Ausschuss verständigte sich in Melbourne darauf, in mehreren Aufgabenpaketen und Arbeitsgruppen Rahmenbedingungen und erste inhaltliche Aspekte anzugehen. Als erster funktionaler Schritte wird eine technische Spezifikation zu den Kosten für Mitarbeitergewinnung (Cost per Hire) erarbeitet. Darüber hinaus werden Normungsansätze zu nachhaltiger Beschäftigung (Sustainable Employment), und Human Governance geprüft. Darüber hinaus wird in den nächsten Monaten der inhaltliche Rahmen für die Entwicklung der neuen Norm präzisiert werden.

Gastgeber des nächsten ISO-Treffens werden voraussichtlich im September 2013 die Niederlande sein. Bis dahin soll auch eine Bestandsaufnahme über die bereits vorhandenen nationalen und internationalen Standards und Messinstrumente in der Personalarbeit vorliegen. Den Mitglieder des Gremiums steht also ein arbeitsreiches Jahr bevor.

My personal highlight is the input I got from Steve Wozniaks life story. This is unbelievably valuable to make my case concerning the leadership of technical talent: Let the technical guys be like they are.

Give them respect for their contributions and a framework which nourishes them and do not request them to be team oriented, outgoing, social and even charismatic, if they want to be nerdy, geeks and introvert. Give them the Steve Jobs or whoever they need at their side. That is the best way to start.

The broadest impact I see in the overwhelming unity of the overall message of HRIZON 2012:
Dave Ulrich formulated the overall rule. “HR has to think from the outside in.”

Wayne Cascio laid out the detailed plan how to do it. Top Down, from the overall risks of the company to the HR dimensions of those risks and from the overall opportunities to the HR opportunities.

The other side of the same medal: Motivation – the glue (if adressesd right) and perhaps the divide (if ignoring basic psychology) between the inside and the results and contributions.

And in between we found the jewels to be not hidden any more: more and more insightful people from the people management discipline discover “G” call it all different names, General Mental Ability or Agile Thinking or or or …

I am looking forward to 2014 in Santiago de Chile to the next World Human Resource Congress.

Li Cunxin is a remarkable man borne of a remarkable story. From humble beginnings in rural China to the height of the global dance world, he told us his story as one of determination, passion, integrity and success. Growing up in a poverty stricken environment he happened to be selected by Madame Mao for the Beijing Dance Academy. Later, while dancing at the Houston Ballet he defected, prompting a standoff at the Chinese Consilate, where he was detained.

He gave an impressive account of the assessment center at Madame Mao, torture like exercises and physical strain to the max. The mental stress he overcame to be one of the selected few. He described in detail his education and development as basis of his latter achievement.

His message is that success is a result of hard selection and hard, continuous effort. there are no shortcuts.

What some omit – but what is crucial to make a strategy is a strategy –  is to deal with risks and rewards.

Human Capital risks reflect the uncertainty arising from changes in a wide range of workforce and people management issues. Such issues that affect the company’s ability to meet its objectives may include talent management and sucession planning, tone at the top and ethics and pay, employment training and development.
To date, the dominant approach to such risks has focussed on risk mitigation (danger) rather than risk optimization, emphazising opportunity.
The way to do it, is „to live it from the top down“. For this sentence I will quote him for the rest of my life.  Since from an academic point of view he has proved in research what I have experienced during my 25 years of practical work: No influence is stronger than leading by example.

His top 5 HR risks:
* shortage of critical skills of the company’s workforce
* compliance/regalutory issues
* succession planing / leadership pipeline planning
* the gap between current talent capabilities and business goals
* the shortage of critical skills in the external labor force market

The way to adress those risks is to rank order them in terms of two key indicators:
1. likelyhood of occurence
2. impact.

From my point of view to deal with the result of this analysis is hard work and there are no short cuts.

While Dave Ulrich gives us a new slogan „from the outside in“, Wayne Cascio reminds us of the hard work in front of us.

Julie Gebauer described demografic trends and how “amid market uncertainty and unpredictable employment trends, organizations are intensifying their focus on recruiting and retaining critical talent”. She addressed the Top issues in today’s labour markets and illustrated how companies can improve their ability to attract and retain the best people in the best positions.

She sketched some interesting survey results, like Empoyees were describing themselves globally as:
highly engaged 35%
unsupported 22 %
detached 17%
disengaged %

According to her, the main drivers of engagement would be
* leadership
* the right way to cascade decision
* alignment of goals

Amid that todays leaders should
* build trust because of trustworthiness
* understand profitability and people
* listen and incorporate other’s ideas
* grow the next generation

Very exciting and interesting where the rankings of motifs she reported from surveys of newly hired.
Reasons to accept job:

GLOBALLY
1. Money
2. Job Security
3. Possibilities of advancement
4. Location (have a short walk to work)
5. Training and development opportunities

CHINA:
1. Money
2. Security
3. Location

JAPAN:
1. Challenging tasks
2. Vacations
3. Location
4. Money
5. Security

INDIA
1. Security
2. Possibilities for advancement and support
3. Money
4. Devellopment opportunities
5. Reputation oft the company as an employer

AUSTRALIA
1. Security
2.Money

Reasons for staying in the Company:

GLOBAL
1. Money
2. Career advancement
3. Relationship with boss
4. Trust in senior leadership
5. Management of stress on the job

JAPAN
1. Boss
2. Stress
3. Pay
4. Trust
5. Challenge

CHINA
1. Pay
2. Boss
3. Flexibility of benefits
4. Long term relationship
5. The physical Work environment

And in the interviews of TOP Executives about the skills of new hires it became apparent, that in this survey as well, G played a major role, only that in this context the term was:

“AGIL THINKING”

Et Voilà my good old “G” is there as well, good to know, that global leaders have this insight as well.