How to align the workplace to the new workforce?

1. How to align
the workplace
to the new workforce?
Denis Pennel
How to align the workplace to the
new workforce?
Nicola Connolly – Adecco Vietnam

2. Aligning the workplace to the new workforce
The New Workforce

3. 1989 changed the World… and the labour market
Global Working
population (15-64)
in 1980 1.0bn
in 2010 3.2bn
Since 1990,
global working
population has
increased by
1.47billion:
Fall out of USSR
Opening of China &
India to the market
economy
40% =in 2020 3.5bn
China & India
Source: ILO

4. Europe faces the worst situation
when it comes to ageing...
Median age of total population in 2030 (EU27 and other world regions)
Source: United Nations 2013

5. The rise of the Breadwinner Moms
The demise of a
one-size-fits-all
approach and the
unique model!

6. My Way, My Work: work has to adapt to
people’s choices and constraints
I want to
be myself
at work! Making a
living
Building
relation-
ships
Expressing
yourself

7. Generation Y at work
Ambitious but self-centered
Born without illusion and
used to chaos
Open, direct and informal
Difficult with authority
Collaborative, no need for
micro-management
Use computer as social
machine
Flexible and mobile
High sense of social
responsibility

8. Happy@Work?
Only 13% of workers say that they are engaged
Workplace toxicity
Downsizing
Job disenchantment
New family role
Employer high demand
Source: Gallup - State of the global workforce 2013

9. Disengagement
at work can have
dramatic outcomes…

10. Connectivity is everywhere!
Source: Cisco Connected World Technology 2013

11. The rise of a dispersed and remote workforce
Shared Services
Centers
Subcontractors
TAW
Freelances
FTC,
part-time
Core
business
(OEC)
Consultants
1st level
2nd level
3rd level
Interns
« Cultivating communities
of workers will become
one of the key disciplines
of 21st-century business »
Interim
Management
Thomas Malone in
The Age of Hyperspecialisation
Crowdsourcing
Strategic
alliances
(Harvard Business Review 2011)

12. Aligning the workplace to the new workforce
The New Workplace

13. -

14. Work used to be considered as a place,
it is now a task to do
My office is
where I am!

15. A work-life blend: W@H@W
1980-1990
Work intrudes
2000-2010
Social media
Hobbies
into private
Emotions
BYOD
life
Heavy workload
Stress management
Digitalisation ICT
Telework
Creativity CSR
Personality and
passion invade
the office

16. Have we reached the tipping point
of the Salariat?
Does not guarantee job security any
longer
Command & control management
does not meet workers’ wish for
more autonomy & responsibilities
Employees are paying increasing
social charges for decreasing social
protection
Wages are stagnating and profit-
sharing became unbalanced
between workers and shareholders

17. The destandardisation of employment
and working conditions
In out 3 workers have
France
In
Europe
In the
Netherlands
15%
46%
ypical working time
of workers are self-employed
(33 millions of people)
of employees work part-time
Share of working population
doing telework 29% 28% 18%
-

18. From business-to-salaried-employee relationship
to business-to-autonomous-worker one?

19. Back to a casualisation of work ?
Does the employment relationship tend to shorten?
Nature of
employment Job for life
relationship
Contractuali- Open ended
sation contract
Length Decades
Place of the Intra
relation entreprises
Employability
Diversity of
labour
contracts
Years
Inter
entreprises
Freelance
Self employed
Months/Days
Projects
On demand
expertise
Contract for
services
Hours/
Minutes
Real time
market places
Adapted from Thomas Malone - The spectrum of jobs - 2003

20. Aligning the workplace to the new workforce
What role for employment services?

21. It is the very nature of our economic environment
that changes, requiring new business models
Products ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙
..
Outputs ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙
..
Transactions ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙
..
Suppliers ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙
..
Resources ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙
..
Solutions
Outcomes
Relationships
Network
partners
Eco-systems

22. Private employment agencies provide a large
range of services to manage complexity
Source: www.tpi.net

23. Private employment services support businesses
by providing agile insourcing & outsourcing solutions
Talent sourcing
Job advertisement
(including job boards)
Cooperation with PES,
municipalities and
social NGOs
Network with schools
& universities
Social media
Giving access to
talent
Job vacancies mapping
Testing & skills
assessment
Training
ICT
Assembling new
ways of working
together
Direct
(permanent or temporary)
TAW
(triangular with no
supervision)
Contract for servicing
(supervision and full
employer responsibility)
Self-employment
-

24. From skills to talent management
Most job growth involves complex interactions
Standardised work
Customised work
Routine &
producing
Skills:
obedience
diligence
intelligence
Technical
& Craft &
improving building Innovative
& thinking
Talents:
initiative
creativity
passion
Source: Tom Gram, Lou Adler, Gary Hamel -

25. Intermediation is needed as matching supply &
demand of work is becoming more and more complex
Source: Nesta UK:

26. Providing career coaching to meet
the rise of protean career
Working hours
45
40
Wage earner
35
30
25
20
15
10
5
0
(open ended contract)
Self-employed
Wage earner
(FTC, TAW)
Age
18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70
= transitions -

27. Aligning the workplace to the new workforce
A key role to play for private employment services
« Career Agents » will develop
Recruitment
Skilling and
certification
Representation
Safety net & risks
management
Dynamic
resourcing
models

28. We are
change enablers
in a
H2H
(Human to Human)
age
-

29. Employee Management During The World Cup 2014
Score to Win!

30. THE FIFA WORLD CUP
Estimated 715.1 million viewers by 2016
Broadcast to 204 countries on different 245 channels
by 2010
THE 2014 FIFA WORLD CUP kicks off 13th
June to 13th July

31. Bleary eyed and fuzzy brained workers
Sick leave from jobs
The soonerHR Dept./mangers give solutions
the quickerthey can come to a second revelation
What happens to “FOOTBALL FEVER” at work?

32. Job Satisfaction
• Compensation
• Benefits
• Working
environment
• Career
development
• Relationship with
management
• Employee
performance
• Customer satisfaction
• Productivity
• Absenteeism
• Turnover
• Support of the
organization
Employee
Engagement
VS

33. WHY
DOES
IT
MATTER
?
• Golden opportunity to ramp up employee engagement
• Build strong rapport with employees and rack up loyalty
points
87% of employees felt flexibility is very important in
choosing a new job
Because
So
The 2014 FIFA WORLD CUP –
Employee Engagement

34. • Be solid the communication of the
company’s policies to employees
• Operate based on the examples that
their leaders set
• Recommendations:
 Allow employee to clear annual leave
 Using “first come, first served” policy
 Adopt flexi-time policy
 Plan a big World Cup event “football night
out” with employee…..
KEEPING THE WHEEL TURNING

35. Questions & Thank You