6 workshops, 17 speakers, more than 200 participants, new trends in the area of human capital, topics such as personal well-being at work, innovation, technology and digital transformation – this was the HR Conference 2018 which took place in Prague in May. We bring you a report from the event and a selection of the most important things that were debated at the meeting of business and HR leaders.
The event is opened by Sarah Cuthill, Human Capital Director and Workforce Transformation Leader at Deloitte USA. She presents the results of Deloitte’s global survey of 11 thousand HR and business leaders from 124 countries of the world that examined what the major trends in the area of human capital are. In the Czech Republic the clear winner was well-being at work, which is important for 92% of respondents.
“Do you know what is interesting? That 21% of large firms in the Czech Republic do not attach importance to data. This creates a gap between data and their analysis, but these are key factors for successful recruitment, employee retention and the prediction of other factors that affect the entire area of human capital,” says Sarah Cuthill. The figures in the presentation confirm her words – only 3% of Czech respondents use predictive analytics.
Sarah Cuthill also speaks about the importance of social impact, which, however, did not rank very high in the value system in the Czech Republic, even though it can have a positive effect on a company’s brand, about personalised remuneration or about automation and robotisation, which are starting to penetrate the area of human resources more and more. “In the next three to five years we expect a significant expansion of automation in organisations,” Sarah points out.
What did other speakers say at the HR Meeting? Or a few motivational phrases and pieces of advice
Zonky.cz: Every manager also has to be a good HR manager. This is why we have completely eliminated the position of HR director in our company.
Etnetera: Do not be afraid to make changes and the related mistakes. Use your best people for your best opportunities. Not for your biggest problems.
AAA Auto: If you want to be successful in innovation, hire people who know how to listen. Hire a delivery team, not a creative team. And do not forget that “B” people put together “C” teams. Work with people who are proactive, focused on delivery and on business. How to go about innovation in an organisation. Listen and ask questions. “Buy” key people in the company (win them over) and ensure 100% responsibility of a specific person for a project,” says the founder of the respected tailoring salon Galard, which he subsequently sold with great success.
Česká spořitelna: People have to know why they are doing something and they need to have creative freedom.
Alza.cz: You think we have time for table football or a salt cave? We work hard, we work with the best and we are fast. Our freedom means that anyone of us can go to the management with a suggestion for a change. But make no mistake, it has to include a proposal for a solution and its realisation. Anyone can complain. We hire only people who are smart and able to learn fast. We give out notices during the trial period. Every educational course includes a test. Otherwise it makes no sense. We are a very masculine company.
Practical workshops – predictive analytics in the lead
The conference ends and now is the time for practical workshops. Most people are interested in predictive analytics for HR led by Deloitte specialists Pavel Šimák and Veronika Bauer Počerová z Deloitte. A representative of BlueLink shares his experience with a pilot project.
Did you know that predictive analytics can determine the probability that an employee will leave in the next three months together with the reasons for termination. There are approximately 500 predictors out of which the 20 most essential ones have to be identified. These are the ones that determine the probability of leaving, but be careful, they are specific for each company (client).
Experience from Bluelink:
- Result of prediction of employee churn: After three months of prediction of “high-risk” employees, half of the ones marked as high-risk have left the company (10 out of 20), while none of the low-risk employees have left (0 out of 20).
- One of the very surprising findings concerned the national make-up of the team. It turned out that if the team is composed of more than two nationalities, the risk that employees will leave grows higher.
- And if an employee got no bonus in 12 months, it does not affect the risk that they will leave at all, unlike minimal bonuses.
- The predictions vs results of exit interviews with employees who left the company confirmed a significant match in predictors.
Seminars, webcasts, business breakfasts and other events organized by Deloitte.
