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dear hr colleagues in europe and beyond
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today we're going to meet paolo gallo before that it's been very lit for me as president of the european hr association
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eapm to welcome you today we celebrate international hr day
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for fourth time originally by initiative from lithuanian ireland nurtured in europe and today celebrated all over the
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world it's a day to reflect on what lies behind us to be proud and to mobilize
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for what lies ahead it's a day to celebrate on what we are
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how we contribute and what we believe and hr is indeed bigger than itself
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during covet hr has delivered delivered and delivered on what was expected but
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also on needs many did not see when the crisis started on our way out of govit
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we shape the new future i'll return to that in a bit
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then came ukraine it's a tragic disaster for ukrainians and many russians let's not forget that
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with consequences for us all many ukrainians are dying many have
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become refugees and all of them see the beloved country being torn into pieces stock markets all over the world are
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shivering energy prices are on the rise inflation is increasing and recession is
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a realistic threat to many countries all of us are worried the poor ones afraid of not being able to put bread on
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the table but also those who already are low on motivation and those who do not see themselves as a part of the
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organization in the future they really struggle struggle we talk about fatigue big resignation we
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quit lost generation distrust the rise of skepticism and isolationism we see the rise of strong leaders those
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who are good on creating unity by defining external enemies we have seen this before in the past
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with terrible consequences it's toxic and it's contagious
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for us we mainly work at the company level it's important to remember that much starts with daily life
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what we experience at work and stories parents tell around the kitchen table
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work is the source for income dignity and social security and we must deliver on that
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but also an arena for individual development where we foster values and where we live our lives
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where we are leaders and where we see leadership displayed in all its forms
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when we look around we see excellent leaders we know who they are and the opposite management by fair
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distance and humiliation yes druke was right culture still eats
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strategy for breakfast this is our responsibility conducting people management
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should foster a culture of trust psychological safety empowerment and inclusion with clear object objectives everyone
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can support and act upon and with freedom when it comes to execution people-centric policy that
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puts hr at the core something good comes out of everything
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in a bizarre way covet and ukrainian disaster reinforced by global talent
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scarcity might pave the way for a different kind of leadership a different working life
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a crisis is an opportunity too good to go to waste as we know where we invest in people re-skill
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upskill and where we build better structures leadership and processes where we utilize technology increase
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productivity and achieve a better work-life balance and do good for the environment all at
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the same time we should create a magnet effect to all
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those good people we have already hired and those we want to attract in the future caring and demanding culture
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people are valued and given the opportunity to show the best side of themselves i mean this is not rocket science at all
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people is the main source of competitive advantage in most companies and the same way it goes with public sector much is
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up to us we are in the people business the most important business of all
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the hashtag for the international day alongside international hr day hr shaping the near future
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that is exactly what we aim to do shaping the new future let's make sure it's a good one
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hr is indeed bigger than itself it's more than a job more than a profession
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it's about creating value in all its forms for the benefit of companies
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us as individuals and society as a whole
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a wise guy once said talk about the dream try to make it real
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that guy was bruce springsteen today it's my privilege to introduce paulo gallo
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i have only attended five i think bruce springsteen concerts first back one back
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in 1981 uh i believe you have attempted substantially more
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you are a man talking about the dream trying to make it real and you are one of us
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former hr director at the world economic forum world bank european bank amongst much else
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i first met you at the conference in little humber some years ago you impressed us all with your knowledge
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skills and values your ability to describe a bigger picture with a growth
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with a growth perspective and where we enjoy and embrace change we would then welcome you
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on stage with the sound of hungry heart in retrospect i think this as an excellent music
5:54
choice for such an introduction so if not in a springsteen way and
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hungry heart at least with eurovision take it away paolo you are good to go
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no listen evan first of all you have no idea much appreciate uh your word wisdom your introduction and
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i'm sure people are disappointed because i have to say bruce prince probably maybe a speck was pretty they get
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only paolo gallo but uh just to uh maybe put an emphasis on on your words uh and
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your wisdom and your your reflection and um when i when i finished university there was about 345 years ago uh
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um you know i studied at bocconi and studied finance and economics and and then i i went to my professor and i said
6:43
i i i decided to work in human resources and you look at me with the same expression that you would
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have uh if you were to meet a ghost like you couldn't believe you know like like what's wrong with you no
6:55
and i explained why i wanted to to work in human resources which is fundamentally exactly what you just said
7:01
evan which i believe the competitive advantage and the passion is about developing people and uh he looked at me and he said well
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paulo i respect your choices it's a pity because i thought you would have gone into you know finance or whatever but
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you know your choice but uh yeah he said you're very innocent and you're gonna
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lose your innocence by working human resources and and the guy was right because you
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know as soon as you start working in resources you get some some disappointment because you see in the standard deviation the best and the
7:31
worst of people an organization when you work human resources but then the philosopher means bruce came and he gave
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me the key to solve that problem because bruce in an interview said
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the very difficult things in life is uh how do you keep your faith after you lose your innocence
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how do you keep your faith after you lose your innocence and this if you think is is is a lot to do with our
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profession because we have lost our innocence we saw redundancy we saw covet we saw the war we saw
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you know maybe bad practices in management in some organization in some countries bad
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example of leaderships as well but we keep our faith the faith is about
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developing people making sure that people are valued for the sake of growing organization and i think that
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what we have in common here i know there are people from all over the world tonight and today and i'm very
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grateful is actually we we kept our faith so in a way we are all a bruce
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princeton fans so and on that note let me let me uh share the screen with
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you guys because i wanted to uh to um to let me see
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um you are screen sharing let me see okay
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so um i i wanted to uh to produce an image that reflects perhaps the spirit that we
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have after dealing with everything with that with uh in the last few months and i decided to use another philosopher which
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is shrek it of course is a is a is a fun way but is a serious way to say listen guys we
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had quite a lot of stuff to do and if you think about it's not about the quantity
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but also the disruptive element over whatever we've been doing in in numerous
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saw since the last few months so before starting i'm gonna have two questions for you and
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rebecca i know you are a most wonderful dj for me today so i'm gonna help i'm gonna ask you to help me because i want
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to get an answer from from you guys the first one the first question for you is uh
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how good are you in singing from zero to ten okay so this is not about bruce
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princeton it's about your capacity to sing so if you think that you're like a pavarotti obama or bruce prinstein or
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maria callas put a ten uh if you're pretty bad like i am in a
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good day i'm a two but usually one so what is your what is your how good are you in singing and uh
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for me too rebecca can you read us some of the answer from uh from the participants and then we'll go back to
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this question at the end of the presentation hi paulo um good morning good afternoon and good evening all
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those who are joining us from around the world and happy international hr day the numbers are coming in thick and fast two
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four three seven all between a one and a two i'm a solid five um six one to two
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seven i think seven's oh eight hey you're doing well uh oh nil points from eurovision i'm guessing
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they're not particularly good um i think eight oh twelve someone's super
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confident maybe we should ask them to sing today um i appreciate the desire and an
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enthusiastic 10. um i'm not sure if they're really a 10 if they're an enthusiastic
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oh someone's being a bit controversial bruce springsteen is a five
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i'm going to come off camera now that's given us a great start okay no thank you rebecca and again
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thank you for inviting me to international hr day i cannot think of a more important uh
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item to discuss and park your answer here because sometimes
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ago i asked these questions to a group of uh leaders in organization there were
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170 and we did the math and the average was 3.72 so we said okay we you guys are good
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3.72 let's park this information here we're going to get this at the end
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the second question that i for you who who invented superheroes with super power
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who invented them which country invented them rebecca i need your help again which
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country invented superheroes uh usa america usa japan usa usa france
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usa greece japan usa lots of usa india
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japan usa oh there's a lot in the usa a lot of people think superheroes came for usa with a
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close second of japan i reckon okay in grazie graz again uh rebecca by the end of the
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presentation you would have improved your italian as well which is an additional benefit of listening to me but
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you can beside actually there is one person that answers correctly because the superior were not invented in in
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united states were invented in greece more than 3 000 years ago we have 12 olympian gods and i like you to point
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out there is a great uh diversity distribution because uh the chairman of the board was zeus
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but there were six uh female gods a goddess and five six
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male gods so they were a good distribution in terms of diversity so when the romans conquered greece and uh
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they conquered greece with the battle that was fought 238 before christ in ascolum which is
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now an italian city called ascori they they didn't really invent
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new gods you know they were very practical guys going to war building streets and aqueducts
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and and they decided it was easy to cut and paste greek gods rather than create a new one
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okay also because they have more than two thousand of them uh and it was a bit complicated to sort them out you know
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uh so they decided to literally use the greek gods except one god
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janus so this is the only roman god that did
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not exist with the greeks okay with the greek uh and look at the feature of this god
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because uh uh it was considered the god of transition transition in latin means andare go to
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another place trans era go to another place and this god is a unique feature
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to have two faces the one looking at the pasta that implies they invented a word called
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gravitas gravitas means wisdom judgment reflection
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what we saw for example what we saw from from heaven a few minutes ago and then they had a face
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looking at the future and the future was called juventus youth
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not the soccer team but juventus in terms of youth energy and optimism
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and this god was considered the god of transition and was celebrated in every transition that occurred in their life
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yeah so for example when you go from winter to summer when the war was over
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when in family kids were born on funerals or marriages
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and in case you wonder why january is called that way because it was named after the god janus because represent
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the transition into the new year so if you think about what we've learned
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from the romans that in a moment of transitions you need to have both the gravitas meaning the judgment
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and the experience managing the problems and the optimism and the energy to cope
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with them so we learned from them that you're not managing change which is external but you imagine transition which is internal
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of you and i really believe that right now we are managing a
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historic transition so today what i want to to address with you at least and maybe
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discuss briefly with you are the following points uh and i'm an executive coach and uh i love to frame problems
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around questions the first one is what is different this time around you know why we're even talking about this
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transition this uh systemic changes what is coming next and then there is one feature of uh that
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never occurred since the first industrial revolution in the job market which what i believe is really relevant
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to the profession that we have when we work for human resources or as i used to call it people in culture how can we
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restart given the fatigue and the intensity of the last few years
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and then going back to one of the questions that also evan raised to say okay but which kind of leadership do we
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need to shape to drive not only the future of human resources but also the future
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organizations so what is different this time around i think you know it is the speed in which
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things are happening okay and why this speed is occurring i think you've known it already i don't want to
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spend too much time it's because we have accumulative effects of a technological transformation occurring
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as we speak from robotics to blockchain artificial intelligence all of them accumulating as
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you can see they're producing an impact which is uh much higher than any other impact that occurred in the past
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so if you think about dyna stability meaning continuing doing what we've done
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in the past is a liability in a moment of transformation we need to look at like
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juventus with the youth and go one step further the second element in addition to the
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speed is that whatever is happening is changing us it's changing the way we act we engage with other people
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and this is a lot to do with with a concept it's been developed by by
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a chinese scholar they said we're moving to a homeless society almost has no sexual
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connotation it always fundamentally means when online merge with offline when the boundaries between our
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i say real life and digital life are blurring and it's no longer clear who is doing what and where no this is just an
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example of a circus that is using holograms rather than animals you know
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so what can we expect them what can we expect and the short answer is
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nobody knows we don't have a crystal ball we don't have the capacity to anticipate the future
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and to say that's going to happen however we can intelligently frame what
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is coming next now uh we heard from many organizations
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newspaper tvs etc that what is coming next is called the new normal
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and uh many organization i don't want to quote any of them but you know they're using this term as if
18:27
is an appropriate way of framing what is coming next yeah in reality if you think let me go back
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to greece normal is a greek word canonicos
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that means average predictable ordinary what people expect and conforming to a type
18:46
and i think it is helpful to reflect for a second if we really expect that what is coming next is going to be normal
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again i personally don't believe so and i personally believe that what is coming
18:58
next could be better defined if we say it's going to be a new context context is neither positive or negative is
19:05
something that we need to shape which increase our sense of responsibility and accountability in society and in the new
19:13
context we're going to found chaos crisis complexity confusion and surely a constant change
19:18
okay we also learned that in this moment
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have a decision it means a square mess so is important crisis is not the greek
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word that implies a taking decision and being somewhere in between it
19:37
usually doesn't help yeah so what are the new uh
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unprecedented feature of the job and grow market and this is something that i i repeated many times because it's
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something that perhaps is not usually in our reader screen yeah
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think about the way we have conceived and conceptualized careers in our life
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and as we are hr practitioners also in the organization where we operate
20:06
where the whole problem was three phases in our life we study then we work for a certain
20:13
number of years let's say 35 40 depends on the country and then sometimes in the early 60s or
20:20
maybe late 60s you retire and you still hope to spend a nice period of your life enjoying your
20:26
family your nephew and nieces and perhaps in a nice place
20:31
in reality what is emerging is uh life expectancy is increasing life expectancy
20:37
increased one and a half year per decade since 1840 so every every 10 years life expectancy
20:44
has increased by a little bit less than two years and work will remain for many years and
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uh the change rate is increasing dramatically so if you think about
20:57
um the length of the careers probably of our kids i have a 16 years old daughter
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probably not to me but for her it's gonna be 260 to 70 years the average tenure in a job is around
21:10
five years a little bit less in united states and a little bit more in europe and this is
21:17
important whatever we know today so we're now may 2020
21:22
have a residual value of around 20 in five years down the line and the analogy they usually use is like
21:28
we're buying a car today in five years time this car would be worth 20 percent what we paid today the same
21:36
for our skills there is a very interesting study done by main organization it depends a bit of a
21:41
sector technology is uh is faster than maybe other um sectors but
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fundamentally means whatever we know now will be almost irrelevant
21:53
in uh five years down to july okay so careers are not going to be like
21:58
doing the same job in the same industry maybe in the same country all your life
22:03
it's going to be a completely different career journey where we will be end up doing jobs that perhaps now doesn't even
22:10
exist okay so what is the future of the job market then um sometimes ago i put this slide many
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times in my conferences because i think it is important when donald trump was president united states and i prefer not
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to say anything about team otherwise would be a different conversation
22:31
part of this they say propaganda to say look american is great again because we created seven million jobs
22:37
in that moment i'm talking about pre-covered uh the data were correct but there is
22:42
another part of the truth that in my view explain really the challenge
22:48
in the year 2000 in the year 2000 there were 1.2 jobs available per
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um so i want to candidate available per job so fundamentally if you think about there
23:01
are six candidates for five jobs then 2009 when the middle of financial
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crisis and the ratio is close to seven so seven people almost seven people were looking for a job and then in the year
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2018 the ratio was one to one and actually the same number is
23:21
confirmed over the years and i want to bother you with a too many graph on this topic but in the year 2018
23:29
the ratio was one to one and people said well that's brilliant because then we have as many vacancies as many
23:35
candidates okay and so it looked like according to the economist
23:40
let's say um approach that the only thing that needs to be done was the
23:45
improvement of the efficiency of the job markets fundamentally the supply and demand meet efficiently
23:52
however the the raw labor statistics i worked as a director of human resources for for
23:59
the world bank for the european bank for the and for the world economy forum and the
24:04
royal olympus statistic which i visited many times given my role so they said hold on a second here because in the
24:09
year 2000 people find a job equivalent job within six to nine months maximum and
24:16
when i say equivalent means a job with the same task in the same sector with a salary in a compensation which is ten
24:23
percent more or less of what you will be making before now in the year 2018 85 percent of the
24:30
people remained unemployed for more than 18 months so they created a new category
24:36
of workers not the unemployed by the unemployable so fundamentally what is happening right
24:42
now in the job market that it never happened before that we have simultaneously so many jobs available
24:50
created by the fourth industrial revolution created by by the technological changes and
24:55
simultaneously so many unemployed people they became unemployable because the set of skills
25:01
that they have is no longer relevant to the job market so i really believe that this is a
25:07
huge challenge that we have which is fundamentally how do we create employable people how to create people continue to be
25:14
relevant knowing and this is my personal opinion the responsibility shared between the organization
25:20
human resources and the individual this is not only financial responsibility
25:25
there is a role of the organization and the manager and by all means a big role play by the individuals
25:31
so what is official work there and i like to just put maybe a bit of an emphasis because i read many studies
25:37
they say listen hr as a time is lacking a little bit behind when it comes to digital transformation
25:43
um is possible but i want to also quote a couple of examples the first one
25:48
is ibm used to have more than a thousand people do recruitment now the number is
25:54
12 and uh and the answer is how is possible they went from more than a thousand people to 12 within a short number of
26:02
years and the answer is because using facial recognition algorithm and artificial intelligence to recruit
26:09
people so people became rather than just recruiters in the traditional sensor they become more and more let's say data
26:16
analysts they are able to to understand better uh the behavior of individuals
26:22
and then i say that candidate would be better for that function the candidate would be terrific they can be probably
26:27
not the right person for us another example uh the civil servant in uh in
26:32
canada they have to go through a very strong let's say induction program and they
26:38
decided to do it with second life so people are joining before joining so
26:44
they enter into the building they create an avatar they start to get accustomed to the to the organization even before
26:50
the official start so there are some um splendid examples of digital transformation done by hr
26:57
over all over the globe so i i think we should probably acknowledge that as well
27:03
now what is fair to say the machine will increasingly do the routine work and we know it
27:08
we know it we know it this is something that i don't think i'm saying anything new to you right now but i want to share
27:14
a couple of stories that to me are quite relevant this is a is a hotel china in uh in
27:20
japan and uh in some other asian countries and they decided to uh um fundamentally use
27:27
robots to do the concierge of the receptionist work and this is what you see is a real
27:32
client dressing purple and a real robot that is uh let's say managing
27:37
with the request of a person is checking in or checking out a few months after they they opened the
27:43
hotel there was a lady she was pregnant and respond to this way the child had decided to arrive a little bit earlier
27:50
than anticipated the lady went downstairs and she started talking to the robot understanding that the robot
27:55
was not programmed to deal with this specific issue um luckily you know there was a doctor
28:02
in the hotel the issue was solved but this example gave you a sense that for certain routine work is absolutely okay
28:09
to have quote machines do work but when it comes to um empathy and all the rights that then
28:16
then the robot is probably not not the right example so this is to say that anything that cannot be digitalized
28:23
you automated become it will increasingly become even more valuable
28:28
creativity imagination ethics empathy consciousness values angry you know
28:35
collaboration emotion so this is an area where i believe human resources as a
28:43
huge huge part to play how you develop these skills this behavior
28:49
in the organization knowing that the routine work and the digital transformation will impact some certain
28:56
tasks that is better than machine to to to perform you know and uh there's another very interesting
29:02
study done by cambridge institute of technology to say actually 85 percent of your success as a professional
29:10
has nothing to do with with with the core technical skills is your ability to communicate negotiate lead
29:16
and and so there is plenty of evidence that explain that developing these
29:21
skills is not about being a good guy is actually promoting development and
29:28
effective leadership in organization yeah so as the word goes totally digital
29:35
is our humanity and purpose that define who we are technology is an instrument
29:41
is a tool rather than you know the the final outcome so how can you restart
29:48
rebecca i'm gonna ask your help in a second because i'm gonna ask this question this is a
29:54
i have to confess i have a pleasure to collaborate with many organizations i i learn all the time but one of them is
30:01
ferrari so when i go to maranello i live in geneva but i go to maranello a couple times per year and my wife
30:08
looked at me like as if i'm going to the toy shop it's just an amazing organization they produce these uh
30:14
phenomenal cars now this is my favorite one is a t8
30:19
and uh i'm going to ask you a very simple question which is uh what do you think allows this car
30:25
to go up to 350 kilometers per hour which technical features allow these
30:31
cars to go to up to 350 kilometers per hour rebecca can you please read the
30:37
answer i can the first response is the brakes the brakes great oh or the driver
30:44
the engine horsepower aerodynamics
30:50
design yeah rebecca thank you
30:55
and uh you're all right because the design the aerodynamics the tires the pilot the the the technology but the
31:03
first person is is i wouldn't say the only person that is right but he made a point
31:10
are the brakes fundamentally uh water allows any car
31:16
to go to a certain speed are the breaks and uh i think uh
31:22
we tend to forget that and there is a very interesting study that was done by our business school recently they went
31:28
to 28 000 people there was like 18 months 15 months into into the pandemic
31:34
and they asked hey listen tell me how your general well-being is gone
31:40
and 85 percent of the people said actually has deteriorated and only a small percentage i mean 20 percent of
31:47
people said it's improved these people were the one they were commuting the longest
31:53
ride to go to the office so i think this is another
31:58
very important center work going forward which is how can we help organizations
32:06
to use the brakes because you can accelerate only after using your brakes
32:12
which brings us to the last item before we opening for for questions in uh in
32:17
probably 12 to 15 minutes um which leadership is that needed no
32:23
this is one model of leadership there is one person speaking and everybody else is clapping
32:29
and in my book there is a chapter called you know south korea sorry north korea
32:34
is not that far away because i saw that model of leadership even in europe many times it's not only
32:40
uh the regime in north korea this is another leadership model but we're not
32:46
gonna cover this model as well um i'm gonna ask you a question and
32:51
rebecca i'm gonna ask you once more to help me out
32:57
which is which word comes to your mind when you think about the best leader
33:02
that you've ever met and i'd like you to reflect on a person that you've been working with it could
33:08
be a professor university a teacher a family member manager in your current colleague or in a formal organization
33:16
but uh not at this iconic individuals like gandhi or jfk or
33:23
martin luther king you know so really people that you work alongside with
33:28
when you think about that individual which word comes to your mind and
33:33
rebecca i'd like you to read at least 30 words from the 300-plus participants
33:40
that are currently attending oh gosh paulo they're coming in thick and fast but empathy and inspiration
33:47
caring trust humanity um
33:53
compassion humor respect courage
33:59
so many words there's clearly a lot of people who have been really emotionally touched by what you said
34:06
today um trust and empowering vision supportive
34:11
innovation listening skills authenticity wow i like that word thank you thank you
34:19
rebecca and i i need to confess something because uh um a social experiment is something that
34:27
you don't know the outcome of it okay but i knew the outcome i knew already the outcome because uh
34:32
um even you you you already listened to me once in the past and you know that i always have this question i asked these
34:38
questions i don't know 300 times in my life probably more i asked this question to 500 ceos in
34:45
davos when i was working for the world economy forum i asked this question to students
34:51
in china in zimbabwe in in japan in brazil
34:57
to you know big audiences which are people or or leader in whatever organization and
35:04
uh it doesn't really matter who is listening everybody all always always always
35:09
respond the way you did it's about trust it's about integrity is about uh you know compassion is about
35:17
communication it's about innovation nobody ever has answered by say oh somebody is increase our sales by 20
35:25
or decrease costs by 30 percent or somebody that has a phd at harvard was
35:30
written three books to speak five languages what does it mean what does it mean that it doesn't matter
35:36
where we are it doesn't matter who we are it doesn't even matter which profession or meteor
35:42
they say here in geneva you're doing we always relate to leadership as a
35:48
human quality as a human quality so we can go next
35:54
meaning of course after having a solidity of of behavior and values you
35:59
need to deliver you need to learn something you need to deliver something so i don't want to you say oh you just need to be a good
36:06
person no you need to also to produce some results somewhere no but the starting point is not the results the
36:12
starting point is who you are so when we think about which kind of leader do we need to do
36:18
one of the mistakes that i've done in my my capacity when i was for example chief learning officer at world bank
36:24
of course i needed to develop people's skills but did we spend enough time and focus to develop people behavior
36:32
human behavior that same one that you just mentioned in the last few weeks so good leadership is about you know being
36:39
good people and as i said here you know my wife is french and and i live in geneva st warfare means
36:46
being able to do something comes after sabaretra been able to be so
36:53
b comes first do later okay so which kind of leadership his name is
36:59
needed and i created a model that hopefully can be meaningful to you with some stories and that i have to confess
37:05
is the center of my my next book the first one is do you care
37:12
do you care and there is this wonderful phrase from abraham lincoln they say listen people
37:17
will uh they don't care what you know until they know that you care
37:23
and carry it is not about being politically correct it's something more profound and i've learned
37:30
a bit about caring uh some years ago i i shared this story many times because i
37:35
learned a lot from from this individual this guy is the ronaldo or the federer of alaska he's a guy won the slate racer
37:42
in alaska of the yukon race for six consecutive years okay so when i was there
37:48
in 2014 on a holiday with my wife and daughter it was probably one of the best holidays we ever took in our life
37:54
we were in this little village in in in alaska and i met micah and uh because he was presenting
38:01
his book so i i went and listened to him and uh and then i uh he he present his book
38:08
with some of the dogs around him and uh so at the end of the presentation i we had a beer together
38:15
and i asked hey mike help me to understand how how on earth you've been able to win such a brutal
38:21
competition that is more than a thousand in 200 kilometers in january when the
38:27
average temperature can be as low as uh 45 to 50 degrees but it's never less
38:32
than 30 so is it's 30 below zero so it is brutal
38:37
and they say you know we we start with 16 dogs and uh until recently the policy was uh you need to
38:44
return at least with uh eight dogs alive and when a dog get injured i never let
38:50
them behind i take them with me and when we stop for for for for eating and they need to
38:57
eat every three hours given the given the the brutal temperatures i eat after them
39:04
i eat after them so i've learned quite a lot about leadership from this guy because he said
39:11
you never leave anybody behind and you eat after you people not before
39:17
so let me ask you one question how do you spell
39:23
care when i ask this question people say that's pretty easy c-a-r-e
39:29
now reality care is paired with time you care if you spend time
39:35
the one thing that i do as a coach when i people say yeah i care about my people i said great now please open the
39:42
agenda and tell me how much time are you going to spend in the next months how much time you have located allocated
39:49
in your next 30 days for caring what does it mean caring well spending
39:54
time with somebody maybe it's going through a nasty divorce or somebody that is has a difficult time
40:00
is the engagement the build the trust between people so caring is not just a standalone concept it's something that we could be
40:06
doing if only we spend quality time with them and you know it because if you have a
40:12
child as as i'm lucky to have one or maybe you have more than one or two they don't want gifts from you they want
40:19
time from you they want attention yeah second one is cause because it's
40:24
fundamental sense of purpose and i want to share another little story about you know my professional life i told you i
40:30
was head of human resources in some organization and one of them was the world bank and uh one department was i have to say
40:37
a little bit under fire because they were perceived to be not particularly effective was the recruitment function
40:42
okay and when they was called by by the president celeste and paulo we were not
40:48
happy with the function because it takes one year to get a person and that's that's unconceivable i think you have to
40:54
do better than that i was of course quite frankly demoralized because uh it was not fun when the boss of the boss
41:01
calls you to tell you that it's not happy with the delivery of one of the part of your responsibilities
41:07
um but i saw his point i saw his point and then a few weeks later a few weeks later
41:13
there was this horrific horrific earthquake in a hitting
41:18
so there was a meeting in the middle of the night with the president the senior leaders and the president look at me and
41:24
say paulo we need to put 40 people uh immediately in a heating and work to recruit 200 of them by maximum two
41:31
months and by the way don't forget they need to speak french so when i left the meeting some people who come here they say okay paolo they
41:38
look at me like okay paulo is done because no way they're gonna deliver 250 people in the ground on the ground
41:44
within few weeks two hours later i called the meeting uh with everybody in my team and there was
41:50
a huge team not only recruit but you know 300 people i said guys listen
41:55
we need to do that this moment we can prove that we had value this moment but we proved that we care
42:01
and guess what they did it they did it and this is the moment where i realized that
42:07
when i was putting an emphasis on process improvement people got demoralized but when i reconnected with
42:14
with the mission with a purpose the missionaries come back and the mercenaries disappeared
42:20
so to me another big element of being in human resources is to keep the purpose
42:26
alive you know what bruce princeton called the fires in your belly now
42:31
the reason why you're there connection and collaboration well we
42:36
know it we know it that from the cognitive standpoint we used to to solve problems that were
42:41
complicated and complicated problem requires fundamentally um expertise on on this domain so if
42:48
tomorrow your your tv set is rocky is is broken you you get a guy that is fixing
42:54
so you need an expert on that field but if you think about ukraine
43:00
copied climate change demographic the job markets these are not just
43:05
complicated problems these are complex and complexity require learning
43:12
adaptation connecting the dots and most importantly collaboration and this is just
43:18
a visualization of the complexity that you're dealing with this i call a transformation map
43:24
from the world economic forum which is just a brilliant way simply to say listen whatever problem you're dealing
43:30
with there are so many elements into the equation that from the quantity standpoint we need to connect and from
43:36
the human standpoint we need to collaborate so creativity is the next one
43:42
so leadership to me is care cause connection and creativity and how do we create creativity well the first one is
43:48
by having diverse team this is a soccer team just called the goal the three players
43:54
are from different three different religions and they're celebrating the goal and this is
44:00
to me is fundamentally which how you preserve the individual identity and the
44:06
prerogative people to be who they are from the political sexual religious
44:11
standpoint and simultaneously to make sure they're playing for the same game the same from
44:17
the same team and playing the same game here i want to share something quite
44:22
quite interesting because uh uh google has done uh i collaborate with google
44:29
quite quite extensively is as you can imagine it is quite an interesting organization i don't claim that i
44:36
understand fully what they're doing because it's a huge organization but sometimes ago they they really wanted to
44:42
say what makes an effective team and they connect they collected
44:48
billions of data they collected 72 different variables and they have a fundamentally figured
44:55
out what makes an effective team psychological safety
45:00
dependability structure and clarity meaning
45:06
and impact and when it comes to uh certain logical uh safety you know that
45:11
uh amy edmondson has been voted as the most influential thinker in human resources for a reason
45:17
say safety is a share believed and by a member of the team the team is safe for interpersonal risk-taking
45:23
so psychological safety is a crucial element to create teams that works in organization
45:31
last is courage last is courage and uh i want to to share this story because uh her name is
45:37
ngozi and uh she used to be my my boss at the world bank many years ago uh in
45:42
my view the best leader i've ever worked in all my life i had a good fortune to work with the amazing
45:48
people this is to me is federer this is miss bruce princess this is uh surely above
45:54
everybody else i've ever worked in my life yeah so uh some times ago we were working
46:00
together and and uh she was the boss and all the managing directors were bank fundamentally number two of
46:07
the world bank among her responsibility human resources and on this capacity i reported to her and then she left she
46:13
became a minister of finance in nigeria and uh i was heartbroken when she left
46:20
because i absolutely loved working with her she's currently the head of a wto in
46:25
here in geneva and uh and you know i told her listen if you
46:31
ever come back to washington dc in your capacity as a as a minister of finance
46:36
please let me know because i like to organize a presentation of your book she wrote a book called reforming the
46:42
unreformable so she came she presented the book and we get a long story short here but
46:48
fundamentally say no when you're trying to reform the unreformable when you try to fight corruption which is not limited
46:54
only to nigeria just to be clear my country regrettably is is also very very
47:00
present um a few few bad things could happen and they attacked me they attacked my my
47:06
team my credibility i don't care i continue but i fear that eventually it's going to attack somebody that i love on
47:12
my family she was right because a few weeks later they kidnapped her mother
47:19
they clean up the mother and they asked her for the criminals to ask her for the condition of her release that she would
47:25
have left nigeria not resigned from the cabinet leave nigeria forever
47:31
she went on tv and she said i'm gonna get you and that was it i'm gonna get you
47:39
now luckily her mother luckily her mother was able to uh escape from from these
47:46
criminals uh so she's sounding safe as we speak today but a
47:52
couple of years ago i took her for for lunch uh we we we had a meeting and saying guys have been meaning to ask you
47:58
this question for many years and to say what's happened from the moment where you learned about the
48:03
kidnapping of your mother and the moment where you went on on tv and you said i'm not gonna negotiate i
48:10
bet i'm gonna get you and say no paulo that was terrible moment of my professional personal life
48:16
and all i wanted to do is to talk to to my dad i didn't want to talk to anybody i didn't even take a call from
48:23
from the president of nigeria i just wanted to be alone thinking and talk to my father
48:29
so when i was talking to him i said that what i'm supposed to do i'm lost and
48:35
and and i say well my dad told me um ghazi just remember what you stand for
48:44
remember what you stand for so to me leadership is a lot to do with remembering what you stand for
48:52
so let me close with maybe five takeaways that to me are meaningful and
48:58
then i'll go back to the question about how good are you in singing so if you the way i see i have the good
49:05
fortune to work with uh many organizations and amazing people in in so many different countries now
49:12
and uh from microsoft to make radio to pick a united nation
49:19
you you you brickstone you name it okay um so i keep on learning on a daily
49:24
basis from my clients from from the ceos from the hr directors of the head of learning development that usually might
49:30
counterpart you know and uh if you think about in my view the the
49:35
agenda which is defined in on these criterias the first one is we are shaping a transformation we're
49:42
not just managing change and when i say just that i'm not saying that it's easy but transformation is more complicated
49:48
implies gravitas and juventus we need to support people well-being
49:54
and our well-being as well self-care we need to drive digital transformation
50:00
we need to invest invest in people professional development and when i say professional development
50:06
i'm not referring only to the technical side but the human side and i think we need to transform
50:12
leadership model in a meaningful way now i want to uh go back to you on the
50:18
question how good are you in singing because one of the companies i collaborate with
50:23
is a manpower and i don't want to say that this is a better company than others just a great company
50:29
many of them that i have the fortune to work with and uh um there is a group that you call
50:35
future leaders about 180 people in europe and you know i've been working a little
50:40
bit with with this group and with manpower to do literacy development for this group so we ask these people to say how good
50:47
are you and sing it and the answer was on average 3.72 few people were very good but most of the people like myself
50:55
not good at all so the challenge we thought to say okay how can we
51:01
how can we uh make sure that these people they have a perception to be
51:07
well below average we can bring to another level we gave them one hour of
51:13
of coaching and so we became a bit of a director of an orchestra and because we've done that
51:19
during covet the orchestra was not in a in a theater hall where people were working from home
51:25
so we gave them one hour of coaching and we wanted to see if we were able to
51:32
convince people that rate themselves as 3.7 to go to a different level let's see
51:38
how it what's happened
51:59
oh
52:06
[Music]
52:12
[Music]
52:26
they say
52:33
[Music]
52:44
i know [Laughter]
52:56
[Music]
53:05
um [Music]
53:14
is
53:27
[Music]
53:35
is
53:45
[Music]
53:55
[Music] um
54:23
so thank you for listening and uh perhaps uh just to conclude i think that our role is actually to help people to
54:30
be better than they think they are so thank you happy to take out whatever
54:36
comment and uh if you think about the present for me my birthday's next month the ferrari t8 will be extremely
54:43
appreciated grazing thank you rebecca thank you evan
54:48
oh paulo that was amazing and the singing at the end there was such a reaction in the chat people were
54:55
absolutely loving it um we did slightly run over time so i'm not sure we're going to get to all of the questions but
55:03
there are some people who'd like to ask you some things about what you said this morning so um
55:09
so in particular someone asked do empathy and care affect emotional intelligence
55:14
so in a corporate world we need to take difficult decisions um one part of the mind says to take the decision without
55:21
getting overly emotionally involved how do we overcome this what are your thoughts
55:26
no listen i think uh the modality in which you deal with difficult situation is crucial okay i mean
55:34
to say i mean i'll be an end of the chat for many years and many times uh i had the
55:39
uh terrible task to tell somebody listen you got to go no
55:44
uh the way you do it is is absolutely crucial and i'm gonna share a secret
55:49
with you and maybe you're gonna hate me after i'm doing this uh uh i'm sharing this with you guys but one thing i've
55:56
done many times with my team uh remembering my team i used to let's say that rebecca you work with me okay
56:02
and i'm your boss just for the sake of example for two seconds okay go ahead when i say i'm your boss i don't mean at
56:09
all that i feel that way okay but let's say that i'm i'm calling you today and you we've done very good job or whatever
56:15
and we we like working with each other and said listen i'm sorry i'm i'm this is the last day
56:21
you've got to go and you look at me flabbergasted standing to say about how comes is it's
56:27
just just awful you know i you've done that you know you got you got promoted and you you get
56:33
confused and i say i'm sorry you're fired and uh i'll see you tomorrow morning for details and just
56:39
please don't do anything stupid in the next few hours but i see you tomorrow clock at nine o'clock in the morning
56:44
i've done this many times fundamentally with almost everybody in my team so the day after people came are usually
56:51
very upset very upset very upset with me almost to the point of being violent and
56:56
i said okay before we start talking i'd like you to hear two things
57:02
uh the first one i was joking the second one how did you make you feel being
57:07
fired because you're gonna do this to other people in the future okay
57:13
so think the way you felt tomorrow you have somebody else and this
57:20
time it's not going to be a joke so people
57:26
wow so empathy is not a bullet point in a job description
57:31
is understanding the suffering that people have to go through and and so i can give a great article on our business
57:38
review to about empathy let me say yeah that's we heard that before we learned from daniel
57:44
blah blah blah no no you have to feel the pain you have to feel you know the difficulty of some people
57:50
struggling no evidence was referring to the world in ukraine which is uh in the six million refugees right now but let's
57:56
not forget the nine million refugees from syria as well no so empathy is a quintessential
58:03
modality to be effective human resources and one of the most uh crucial moment is when you have bloody
58:10
difficult conversations and the ultimate one when we cut the the umbilical cord to say you've got to go
58:16
you need to understand the suffering so what i've done was cruel yes but it
58:22
really worked because people when they approach firing they approach it with a completely different modality and
58:28
mindset than just you know do some paperwork and get a person out of the door
58:34
that's really powerful i'm quite glad you didn't put me in that scenario
58:40
but actually that leads really nicely on to another question and that's what will be the future of hr if ai takes over
58:47
because we're going to lose that empathy we're going to lose that human connection how would you reflect on that
58:52
no i don't think we do actually i was trying maybe maybe i was unable to to convey the opposite which is uh um you
58:58
know the uh to go back to one example for the ibm of course the facial recognition
59:05
slot people into say this is great for us this is this person is it would be better for marketing or for procurement
59:11
or for human resources but then the second round is actually a conversation
59:17
of values like it's a conversation about are your values compatible with around the organizations and that's
59:24
fundamentally the topic of my or my book now so i think if i may say so we need to develop a
59:32
clear understanding of technological transformation the digital the artificial intelligence and
59:37
simultaneously to continue to use what make us human
59:43
i hope that answers then clarifies the point then fill for whoever made that really interesting question um
59:49
and just leading on from that really um how can we put more emphasis on the soft
59:54
skills when we're recruiting senior leaders i mean hr we are doing the recruiting yet we're really focusing on
1:00:00
on the hard skills and the education how do we do that well i've done this mistake many times
1:00:07
because you know you go to the world bank you know everybody has a phd an impressive list of publications so
1:00:12
chapral i mean from the technical standpoint these people are wonderful but as we've learned from the question i ask you leadership is not defined by the
1:00:19
fact that i wrote a book or speak another language is they find that do i trust that individual would i go to work
1:00:25
with them would i does this person has integrity uh or not you know so i think it is important um
1:00:33
for us to to to look at this element and the one element is maybe it's very simple but in an interview if a person
1:00:39
say i i i mean usually you're recruiting a narcissist
1:00:45
okay but if a person is actually acknowledging the struggle uh the vulnerability the authenticity and also
1:00:52
the fact that whatever you're doing as bruce presley would say you need a band you need a band you cannot play alone
1:00:58
okay and so even in the language you you you understand if a person is already
1:01:04
let's say a channeled into working is a team player in which he wants to grow
1:01:09
people or or not i mean the example of this song of men of manpower
1:01:14
is is we went to the board and we showed the board of manpower this video and to say you know that's your job guys you
1:01:21
know people they think that well i'm okay i'm not so great you know they go from three to eight
1:01:26
then we ask them how would you rate this thing the song and the average was eight point two eight point four and people
1:01:32
said can you see you improve fifty percent with one hour coaching and they say leaders that's your job your job is
1:01:38
not to be better than your people but to help your people to be better that's a completely different sport and when you
1:01:44
understand that you become a leader if you're not you're just a technical contributor
1:01:50
i guess that is an interesting concept because that's what i would look for in a leader if i was moving forward but i'm not sure it's
1:01:56
what we would necessarily always automatically go for when we're recruiting um but then is there a
1:02:02
dilemma between sort of really demonstrating that empathy but sort of keeping that professional distance at
1:02:08
work particularly if you're in an hr role do you think that's a problem or is it something we can overcome no this is listen this is a it is a very
1:02:15
good question which is uh you know it doesn't mean that we have to become friends not at all not at all it's not
1:02:22
about uh spending vacation with uh with your team but being approachable humble and again
1:02:29
demonstrating the empathy that you need to have one of the things that i always ask people to say do you know the name
1:02:35
of you ceo and people say yeah his name is roger or jennifer whatever it is okay and do know the name of the person who's
1:02:41
doing the cleaning of the office and nobody knows it okay so empathy to me is uh
1:02:47
start by acknowledging people presence and people are people you can be the ceo it could be the
1:02:53
cleaning person that is coming i ate in the evening to clean your office you need to engage with these guys no
1:02:59
and um and there are a couple stories in my book which is funny about that but to me you start by
1:03:06
acknowledging that you're not uh you know a financial analyst in latin america department you're rebecca you're
1:03:12
paolo you're jennifer and i know something about you and i can relate to you also because as we've learned people
1:03:18
motivated by different different elements i mean a single mother with four kids there's probably more need of
1:03:24
flexibility than a single guy age 29 that is focused on his career how
1:03:29
do you understand them is important it's not about becoming friends it's about understanding what
1:03:36
makes them trick thicker the motivational part and provide them the space
1:03:41
to perform in a psychological safety environment is what we've learned from we study at google
1:03:49
and you just talked about the context being different for different people someone's made a comment here leadership itself does not change but the context
1:03:56
does so why does hr always launch new concepts only to find that we should go back to the essence of the profession
1:04:04
well that's a good question because i think you know we keep on talking about stuff that we need to do but perhaps uh maybe the next presentation i
1:04:11
was to give a presentation about stuff that we should not be doing at all and uh you know
1:04:17
give an example because i i really focus on that one performance management rating people just you know it's like
1:04:23
it's like a disaster every single time because with fundamentally you have to say to 80 percent of the people your average this is terrible this is that
1:04:30
when you go to your child and you say my name the child my my daughter name is sadiq and says said okay you know what i
1:04:36
believe you're average look at her face okay and it doesn't work this is not to say
1:04:41
that everybody is a genius but to say hey listen perhaps coaching can help on this one to say listen you're very good
1:04:47
in a b and c how can i help you in improving some of the prep you're struggling or how can i make sure that
1:04:53
you can become even better in what you're doing no and here's the difference between a
1:05:00
passion talent and strengths passion is something that you're passionate about let's say and you're passionate about i don't know playing guitar okay
1:05:06
talent is something that people recognize that you're you're you're very good but strength is a talent multiplied by
1:05:14
sweat i mean the effort that you've put in develop that talent no and i quoted the story which i always found a very
1:05:20
interesting i love tennis and uh there was an italian player the one the usa opened ten years ago called flag panetta
1:05:27
that she was a seeds number 26 so she was clearly not the favorite on that tournament but she won against another
1:05:33
italian and then the last shot was an amazing shot and she won and an italian journalist
1:05:39
went to her with the microphone and said flower flavia you are the champion they say well what does this rock of luck uh
1:05:45
this shot and she said and i'm gonna say a bad word in a second so please forgive me he took the journalist this way and
1:05:52
she said a tough luck a tough shot a i've been working 23 years for make it sure
1:05:58
yes that that phrase to me was beautiful because basically say no no there are no
1:06:04
tough shots there are 20 years of training in order for me to get that so
1:06:09
one other thing that i'm trying to convey to say once you have you discover you your gift which is your
1:06:14
talent uh make sure that you apply this talent with grit and determination because then
1:06:20
it's not a lucky shot is the way you perform under pressure and the phrase that was very colorful by
1:06:26
this italian player um i showed a few times but is is so so true to say listen
1:06:33
i discovered that i was talented in tennis i played 23 years professionally and i'm today winning the usa open
1:06:40
because of that reason please don't tell me it's luck
1:06:46
great comment um going off on a slightly different tangent i'm aware we've only got a
1:06:51
couple more minutes of questions but there are two that are really similar around um
1:06:57
industries that are struggling for for individuals because there's a lack of talent or there's a lot of qualified
1:07:04
workers um and and how can can we help them both at a sort of a company level but also at
1:07:10
a country level but listen as i mentioned i i work with them
1:07:16
with the main organization one of them which is mentioned once is manpower manpower has done a very interesting
1:07:22
study by asking about 40 000 people worldwide what do you want and what is
1:07:28
called what workers want okay and uh and uh basically they say three
1:07:34
things okay one leadership purpose and flexibility okay that doesn't mean that you can pay
1:07:40
them 200 euros per month but it's interesting they say listen i want to go in a place where leadership
1:07:46
has integrity and values and i trust them two i want to be in a place where whatever i do has a purpose for me other
1:07:54
than just my job description and three please let me have flexibility in whatever i do don't force me to be nine
1:08:01
nine to five nine to five monday to friday because i can maybe work in canada one on saturday but on wise they
1:08:06
have to take my kids to tennis and i don't know gym or whatever it is no and and so
1:08:12
some organization and sector are struggling and they think that a problem can be solved by putting an extra little
1:08:17
bit of money a given example when ryanair last week has decided to give a thousand pounds bonus
1:08:24
to people if they would have stayed there was the day in which they had the highest number of resignation
1:08:30
okay because the media say you know what rebecca i know you're unhappy i know you don't see your kids i know you're tired
1:08:36
like this but i'll give a thousand euros shut up and now people say you know what that's not you're gonna keep me here you
1:08:41
know you know what and this is an insight that's a good buy and office and
1:08:46
goodbye now so what i'm trying to say that people are not for sale we are not for sale
1:08:53
we need purpose we need good leadership we need values we need a safe space where we can operate we need to know
1:08:58
that we're growing you know what daniel pink call it as a master if you provide that
1:09:04
then people will come if you don't and you think you can solve that problem by putting thousand even 10 000 on the
1:09:11
table you're gonna get maybe some mercenaries but you're gonna lose your soul so don't go there
1:09:17
you exactly summed up my working experience i'm delighted to say that i have all of those three things in my
1:09:23
role which is why i so love doing the job that i'm doing here today and on that note unfortunately we're out
1:09:29
of time for questions it's been my absolute pleasure to be chatting with you this morning paulo and thank you for
1:09:35
joining us on international hr day fantasy honor to be invited that's again thanks
1:09:41
so much keep in touch oh very much so um and on that note i would like to introduce my colleague and
1:09:48
friend berna ostinas berna is a board member of both the world federation of people management
1:09:54
associations and the european association for people management she is the chair of the events committee and
1:10:00
the chief human resources officer of an international energy company berna happy
1:10:05
international hr day and the virtual floor is yours
1:10:11
thank you very much rebecca uh wow paolo
1:10:16
thank you thank you i am i am so inspired and thanks for
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this mind-blowing presentation and um thank you to apm secretaries to
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putting their heart and soul into this celebration and providing this opportunity to us and thank you to evan
1:10:35
for the lovely opening session and thank you to you all uh for being
1:10:41
here with all these curious minds before you go i'm gonna ask a promise
1:10:48
from you but bear with me for two seconds so i'll give you my reasons for asking
1:10:55
while i was listening to paulo one more time it hit me that the world
1:11:01
is evolving so is hi as hr professionals we face this
1:11:08
with this tremendous expectations in the five cities era
1:11:13
espalier said in chaos crisis complexity confusion and constant change
1:11:22
organizations expect hr professionals to perform to transform lead and change too
1:11:31
we are the professionals who deeply care about the business organization and the employees we serve
1:11:38
on the other hand beyond the leaders and many times let's face it the buffers and
1:11:45
cushions for employees and the organizations but we also want to perform transform
1:11:52
and lead the change thinking about it i stopped for a second
1:11:58
and a question popped in my head by another music legend not bruce this
1:12:04
time but another legend michael jackson asked
1:12:10
once what about us so i'd like to join him
1:12:16
asking what about us what about us hr people
1:12:22
so we look after the people we expect to transform the most in hr we tend to focus on more the other
1:12:30
people's needs and less on ourselves so on our day
1:12:36
at the closing i'd like you to invite you hr people to think about hr people
1:12:43
too so today alongside all the smart things that you do for the business itself
1:12:51
let's promise to stay committed to look after to yourself and your teams
1:12:59
have empathy and compassion towards yourself and your people
1:13:05
think about well-being watch and protect hr from being
1:13:10
emotionally worn out and surround yourself and your team with
1:13:16
the right networks of support and learning like eff
1:13:22
well let's remember what evan said at the beginning this is a day to celebrate
1:13:29
on what we are how we contribute and what we believe in
1:13:35
make the most out of it check the presentation from our website
1:13:41
by the end of the day it's going to be available so happy international hr day
1:13:46
to all thank you for being here
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