Because the pace of change is so fast, people do tend to be overwhelmed and threatened.
Leena Nair: I passionately believe that the future is about meaningful work and purposeful work. What does the data tell you about the business impact? McKinsey: The Unilever Sustainable Living Plan has been one of Paul Polman’s signature initiatives. These are the kind of conversations that HR leaders must hold themselves and their teams accountable for. So, suddenly, I’m able to show the business that we’re saving €15 million because of the sheer strength of our employer brand in some of our key markets. But with the power of data and analytics, I’m able to connect the dots and show that in markets where we are more attractive, we are attracting the right kind of people, our costs of recruitment have fallen, our conversion rates have gone up, our recruitment yield is better. It’s also a number I like because it’s externally measured, based on Nielsen Universal. We are, for example, the number one employer of choice in 44 of the 52 markets we recruit in. At Unilever, we are using people analytics to change this. What bench strength do we have? How many people do we have on a talent slate? These are very internal measures that don’t tell you what difference it’s making to the business. Leena Nair: Most of the measures that you see HR teams looking at are very internal measures. McKinsey: What role does analytics play in these conversations and decisions related to value creation? In many cases, you find that the person in the country handling the P&L might not be very senior in terms of hierarchy but is in the most important role to create value as part of one of our key strategic thrusts. In Unilever, we are creating multifunctional, empowered teams, which are actually the front-facing teams looking after a particular category in a particular country. Often the value is being created in roles that are probably two or three clicks below the CEO. Leena Nair: Increasingly I find that we need to be far less hierarchy-conscious in the way we think about value creation. McKinsey: Are you focusing mainly on key leadership roles in the organizational structure? Then we’re able to say that, for example, “This team created value equivalent to €100 million.” We’re able to link the appointments and placements of talent to the actual value creation that’s happening in the business. So, we look at these human dimensions through the data analysis we have and also look at the business challenges. How equipped are they? What’s their level of readiness? What’s their level of capability? What’s their level of experience? What’s their level of passion and perseverance? And we look at the talent that we’re putting into those roles, the teams we’re getting ready to take on these challenges. Leena Nair: When we have defined our key strategic levers for the year, we ask ourselves, “Which are the five or ten or 15 roles where the biggest impact of value creation in the business could be seen?” Then we use analytics to see whether we’re putting the right people into those roles.įor example, we look at what we call “stubborn cells”-parts of the company where we haven’t seen the traction and performance we would like to see. McKinsey: Can you give some examples of how this works in practice?
So, making the strategic investments in financial capital and human capital at the same time is really important. Because if you invest but the people are not ready-if there’s not enough talent and capability there-we will never see the investments being turned into reality. We’re discussing how we want to deploy investment into certain countries, markets, and categories but at the same time seeing if there’s organizational readiness. We also make sure that we have regular catch-ups, both with each other and with the CEO, to ensure that we’re looking at business strategy in totality. Graeme and I have ensured that a key finance person from his leadership team sits on my HR-leadership team and that key person from my HR-leadership team sits on his finance-leadership team.
Leena Nair: I believe that the CFO and the CHRO have to be very close. McKinsey: How do you view the relationship between the HR function and the finance function? Transcrição da entrevista (texto original) A entrevista foi realizada durante a reunião anual do Fórum Econômico Mundial em Davos, na Suíça. Vídeo A gestão de talentos como disciplina de negóciosĮm janeiro de 2018, Nair conversou com Rik Kirkland do McKinsey Publishing para compartilhar seus pontos de vista sobre como os líderes de RH podem desempenhar um papel fundamental na criação de valor ao utilizar a análise de dados, as funções de criação de valor mais importantes e ao desenvolver uma estreita parceria com as equipes de finanças.
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