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The Future of work
 

The Future of work

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    The Future of work The Future of work Presentation Transcript

    • Pascion Event 16/09/2013 The future of work
    • Agenda 1.Introduction Jan Verbeke Synergie 2.The future of work Five forces who will have influence 3.Effect on temp labour sector and Synergie 4.Opportunities for purchase 0.
    • Introduction Jan Verbeke, CEO Synergie Belgium – Studies • Master in Psychology – Career • 13 years Ago Interim : start up, commercial manager • 7 years Boco TRS : administration- and commercial manager (workware rental) • 8 years CEO Synergie Belgium 1.
    •  Group Synergie • Present in 15 countries • Stock market listed • Turnover €1 400 000 000 • Nr 5 on European market • 600 agencies Introduction1.
    •  Synergie Belgium • 52 offices • 230 fix staff • 4300 temp workers • Nr 7 on the market • Turnover : €150 000 000 Introduction1.
    • 2. The future of work • Based on analysis and forecaststudies of Lynda Gratton • Lynda Gratton is a world key note speaker and professor management Practice at London Business School • Her institutes works together with international companies as Shell,Microsoft,... to view future evolutions • Lynda Gratton’s institute views 5 forces who will influence and determine the future of work worldwide
    • Technology
    • 2. The future of work • Create new jobs (direct/indirect) • Will have effect on the existing 1. Internet/Billions of connections - cloud computing - social media 2. complex communication - more compact devices (iPhone,..) 3. further automatization - cognitive assistants - avatars
    • 2. The future of work Moor’s law : X 2 every two years
    • 2. The future of work Internet users per 100 capita
    • 2. The future of work
    • Demography
    • 2. The future of work 1. Generations different expectations different approach • X (1961-1980): lost generation : exit - Values freedom and responsibility • Y (1980-1992) : digital immigrants : ruling – Looking for better work/life balance • Z (1992-2013) : digital natives : coming in – Expect more from environment – 24/7 information
    • 2. The future of work 2. longer life expectancy • Belgium : 50% active population is + 40 • We will have to work longer  Pensions will be insufficient • Labor has to be adapted to older generations • More medical care
    • 2. The future of work 3. world population • more consumption • less recourses • less space
    • Globalization
    • 2. The future of work 1. Migration • better transport/cheaper in price • better communication (internet) • low skills will be imported • high skills will become scarcer – will migrate • medium skills will disappear
    • 2. The future of work In Belgium
    • 2. The future of work
    • 2. The future of work 2. Emerging markets: BRIC(S) • talent in India and China – Gather knowledge at Western universities to use in Asian countries – Development of education in India and China • new education programs (80% e-learning)
    • 2. The future of work
    • 2. The future of work 3. Frugal innovation • production/design • quicker delivery • lower cost
    • 2. The future of work • Big companies : will become bigger, more international • Supported by Micro entrepreneurs : bought by the bigger
    • Low Carbon
    • 2. The future of work Low Carbon : CO2 • energy prizes are rising • carbon emission is rising - effect on climate change - more catastrophes  Consequence : need for sustainability
    • 2. The future of work 1. Energy prices
    • 2. The future of work Low Carbon : CO2 emission per country
    • Society
    • 2. The future of work • less trust in government • less reflexivity • migration from rural to urban • economically more ups and downs
    • 2. The future of work • individual People more individualistic Smaller families More two-working member households More reunited families More virtual relationships More homework or hubs
    • 2. The future of work The impact of the different forces, the growing chances in labor forces (migrations, aging, specialists) and the needed flexibility in the organization of work, makes it more challenging for companies to cope with this. As well from point of view of HR as purchase.
    • Technology Effects on our sector/ business
    • 3. Effect on our sector/business Sector • new business : www Synergie • 30% of employed people make first contact trough internet • websites became the best recruitment tool • automatization of processes - time registration/pay/billing - recruitment process : OTYS - reporting : online Total HR
    • Match critère Demandes candidats Partners : intakeClient Jobboards 3. Effect on our sector/business 1. OTYS: recruitment/selection
    • 3. Effect on our sector/business 2. Total HR Reports
    • 3. Effect on our sector/business Absenteeism
    • 3. Effect on our sector/business
    • Demography Effects on our sector/ business
    • 3. Effect on our sector/business Sector • More immigrants as candidates • More woman on the labourmarket • More demand for flex jobs • More older workers • Individual expectations of every worker: personal development plan Synergie • Employ 80 people per day with work permit • 512 people per day employed with other nationality than Belgium • IR
    • Society Effects on our sector/ business
    • 3. Effect on our sector/business Sector • labourmarket needs more flexibility • % flex workers /fix workers is going up Synergie • we grow every year with about 10% • more inscriptions in big cities (Gent, Antwerp, BX, Hasselt)
    • 3. Effect on our sector/business % penetration worldwide
    • 3. Effect on our sector/business % penetration in Belgium
    • Low Carbon Effects on our sector/ business
    • 3. Effect on our sector/business Sector • new business : renewable energy • in more and more price offers we have to propose elements concerning environment Synergie • CO2 emissions of fleet • plan for sustainable entrepreneurship
    • Globalization Effects on our sector/ business
    • 3. Effect on our sector/business Sector - bigger players - more international tendering - small starters/more financial risks Synergie - more concentrated demands (Suez) - much more international active (15 countries) (centralization of purchase) - demand for adapted systems
    • 4. Opportunities for purchase • Volumes
    • • different pricing - high level/low level qualifications • Seniority - pricing depends on duration of contract 4. Opportunities for purchase
    • • systems/automatization - selection recruitment/reporting/billing • KPI/Sla driven - quantity: fill rate - quality of agency workers - quality of administration 4. Opportunities for purchase
    • planning & intake of temporary people Flexible Structural Project quantity (deliver the expected & planned number of people) quality (provide good & motivated people that will stay as long as needed) pricing (correct pricing and correct invoicing) customer care and CIP (think with the customer) 4 Success Factors rate evolution mechanism (example) 90 100 110 month 1 month 2 month 3 month 4 rate rate lower margin upper margin baseline good KPI's in M 2 => higher rate in M 3 bad KPI's in M 3 => low er rate in M 4 Cooperation with interim agencies : what does good looks like ? (1 pager) Bonus -Malus KPI system good performance in month 1 => bonus in month 2 bad performance in month 1 => malus in month 2 factbased KPI's soft KPI's executed hours/requested hours 2006 2007 2008 2009 2010 2011 2012 MASTER 97.48% 97.68% 97.88% 97.10% 96.55% 98.30% VENDORS 85.00% 96.87% 90.25% 95.54% 94.90% 93.61% 95.87% AVERAGE 85.00% 97.10% 95.53% 96.71% 97.00% 95.08% 97.09% number of days that interim person stays 2006 2007 2008 2009 2010 2011 2012 MASTER 13.65 16.75 17.58 17.89 17.02 17.92 VENDORS 6.40 12.42 15 14.91 14.43 14.41 16.27 AVERAGE 6.40 13.04 15.88 16.25 16.08 16.31 17.10 correct invoices 2006 2007 2008 2009 2010 2011 2012 MASTER 98.80% 99.70% 99.85% 99.92% 100.00% 100.00% VENDORS 95.00% 96.40% 98.70% 99.20% 99.91% 99.83% 99.88% AVERAGE 95.00% 98.00% 99.45% 99.64% 99.96% 99.98% 99.98% REALISATIONS ARE : 1. STABILITY 2. QUALITY 3. FLEXIBILITY 4. CORRECT INVOICING 5. EXTENSIONOF THE HR DEPARTMENT 6. PROACTIVE SOLUTIONS instead of REACTIVE 7. OWNERSHIP 8. SHORT TERM ACTIONS 9. INCREASEDSAFETY  training  functional  machines  WMS  coaching,...  careful intake process  safety  HR extension  real time reporting Bonus -Malus KPI system
    • Conclusion: a lot of opportunities for purchase confirm the need for a good collaboration between HR & purchase in order to have qualitative and cost-efficient labour force 4. Opportunities for purchase
    • Thank you for your presence! Do you have any questions?