0
The 2020 Workplace<br />presented by<br />CONFIDENTIAL<br />
October 18, 2010<br />2<br />Our guest<br />Your host<br />KarieWillyerd<br />Jay Goldman<br />Rypple Head of Marketing<br...
The 2020 Workplace<br />“The Future Isn’t What It Used To Be” – Yogi Berra<br />Dr. KarieWillyerd<br />October, 2010<br />...
Agenda	<br />What are the shifts that will affect the future?<br />What does the workforce of the future want?<br />What a...
The 2020 Workplace<br />How Innovative Companies Attract, Develop,<br />and Keep Tomorrow’s Employees Today<br />Available...
Three Forces Shaping the Future of Work<br />GLOBALIZATION<br />BY 2020: global access to markets and talent will reshape ...
18%<br />42%<br />Globalization Changes the World<br />Globalization<br />2005 to 2009 change<br />17%<br />Financial Time...
Demographics<br />Working side by side in 2020<br />90m<br />70m<br />???<br />50m<br />MILLENNIALS<br />5 GENERATIONS <br...
Demographics<br />2010<br />Generation 2020<br />0<br />Millennials<br />36%<br />Generation  X<br />22%<br />+11%<br />Ba...
Demographics<br />2015<br />Generation 2020<br />1<br />Millennials<br />45%<br />Generation  X<br />21%<br />+11%<br />Ba...
Demographics<br />2020<br />Generation 2020<br />7%<br />Millennials<br />+6%<br />50%<br />Generation  X<br />20%<br />+6...
10/18/10<br />12<br />www.futureworkplace.com<br />
Social Web<br />2020<br />What are shifts in the next 11 years that accelerate the Information Revolution?<br />2010<br />...
Examples from Forward-Thinking Companies<br />Uber-connected communications<br />Team-Based Learning & Development<br />Me...
Internal Company Social Networks<br />uCern<br />GOAL: <br /><ul><li>Reduce Time Between Discovery & Adoption</li></ul>VIS...
Team-Based Learning<br />16<br />10/18/10<br />
PWC’s Five Routines<br />ROUNDS: This practice requires moving work to the most junior eligible team member. <br />FORMAL ...
Mentoring<br />Group mentoring<br />Part of a comprehensive talent solution<br />Reverse mentoring<br />Peer-to-peer mento...
The 2020 Leader<br />Being This Kind of Leader…    Requires These Management Behaviors<br />19<br />
20<br />Five Predictions for the future of learning & talent management<br />
Every Person Will Have a Reputation Score …starting with leaders<br />10/18/10<br />www.futureworkplace.com<br />21<br />
There’s an App for That!<br />22<br />
You Will Elect Your Leader<br />23<br />www.futureworkplace.com<br />10/18/10<br />
Mobile Devices Augment Your Reality<br />
Peer-to-Peer Learning<br />25<br />
What You Can Do To Get Ready Now<br />Adopt a global mind-set<br />Build a reputation as being socially responsible<br />B...
Karie@Jambok.com<br />www.jambok.com<br />
October 18, 2010<br />28<br />Learn more:<br />Rypple Townhall on Managing<br />With Mozilla and Insomniac Games<br />Octo...
Answering your questions<br />October 18, 2010<br />29<br />presented by<br />
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The Future of Work: 2020 Workplace with Karie Willyerd Webinar

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Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.

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  • 1. Rounds. This practice requires moving work to the most junior eligible team member. “The reason for emphasizing ‘eligible’ is that any assignment requires a certain level of background. At Johns Hopkins, they would do three to four patients on their first day on the job and then present to others. A resident might flash an EKG to interns and then give them 15 seconds or less to interpret and state what needs to be seen. When you get to know EKGs, you realize that there really are a few striking things that even the newest doctor should be able to recognize and interpret almost immediately, so they get that experience on the first day.” At PwC, this means letting junior members of the team work directly with clients much earlier than they might have otherwise, but not in solo.2. Formal observation and feedback. This second routine ensures that people are given responsibility early in their tenure and get plenty of opportunity to be observed on the job, and receive feedback not only from the leader of the team, but also from other team members. The observation and feedback can be either impromptu or scheduled.3. Shadowing. As the associate progresses in their capabilities, a senior partner schedules a time to observe the associate at a client site. “It is cultural to expect feedback from multiple sources in this environment. Even though hierarchy and structure are alive in this environment, the organization structure flattens when it comes to feedback. The same thing was true at Johns Hopkins. I watched the interaction between a cardiologist with 25 years experience and a resident. When it came to discussing a patient, the resident was able to point out something to the cardiologist, who I expected to bristle and react to feedback from someone so junior. But the cardiologist listened and thanked the resident for the feedback.”4. After action reviews (AAR). The AAR is conducted by the management team as a way of diagnosing how a client engagement worked. “If we get it wrong, we talk about it and learn,” said Evans. “If we get it right and unique, we talk about it and learn. It’s very valuable to sharing when you want to bring something to the team as a new way of approaching a particular problem or client set. It also helps seal in the learning experience.”5. Team workshops. As the team is set to launch each new routine, they hold a workshop to ensure everyone understands the process and that the new routine can be easily embedded into the forthcoming natural work of the team. That way they help build an integrated approach to both work and learning, in the hopes that the routines will be sustained long after the formal program ends.According to Evans, in the places where they have conducted early pilots, “the teams are showing good results, with increased competence, good business economics, and high client satisfaction.” 
  • Ch. 8, p.230Corporate App Stores Will Offer Ways to Manage Work and Personal Life BetterAs employees increasingly expect to be in control of all aspects of their lives, companies will take a page from the enormously successful iPhone App Store and create corporate app stores to help employees better manage their lives at work and at home.Today, there are more than 100,000 iPhone apps in twenty categories, including books, business, education, finance, medical, and games. Consumers have downloaded more than two billion apps, which have generated over a billion dollars in revenue for Apple and its developers. There are applications for every stage of life, from iSeniors, a program designed to locate the nearest senior living centers based on your GPS location, to myHomework, an application designed to help students keep track of their academic responsibilities, Diagnosaurus, a reference tool that diagnoses an illness based on its symptoms, and PetMD Dog First Aid, a medical encyclopedia for dog lovers that instructs you on how to respond to your pet’s medical needs and locate the nearest veterinary clinic.Now imagine the power of customized apps offered by an employer. On the business side, these could include an expense report app, a goal­tracking app, or a microfeedback app. On the personal side, if you are a working mother, apps could focus on the locations of day care centers, after­school programs, homework helpers, and fitness centers. Or a Millennial employee may want apps that feature opportunities to work and study abroad or learn a new language or tips on applying for a first mortgage. Customization and personalization will reign as employees both access and develop applications for managing their work and personal lives. Borrowing from Apple, the new motto of HR will be “Yes, there’s an app for that!”
  • Ch. 8, p. 224You Will Elect Your LeaderCompanies that encourage employees to elect their leader will be seen as employers of choice, especially for team­orientedMillennials and Gen 2020s. Members of both generations have grown up with a collaborative mind­set through their heavy usage of social networks and highly interactive video games such as EVE Online. Some companies are taking this a step further by experimenting with giving employees more influence in electing leaders.Consider W. L. Gore &amp; Associates, where senior leaders do not appoint junior leaders. Rather, associates become leaders when their peers judge them to be such. A leader gains influence by demonstrating a capacity to get things done and by excelling as a team builder. The CEO of W. L. Gore, Terri Kelly, was actually voted by her peers to become their leader when Chuck Carroll, the previous CEO, polled a cross section of employees, asking “Who would you want to follow?” This “elect your leader” mentality permeates W. L. Gore. Each team ranks every member of the team on the question “Whohas made the biggest impact on the enterprise?” The rankings are sorted through by a group of “contribution committees,” which use the rankings as a basis for compensation. The company credits this with its low turnover rate of just over 5 percent.While electing your leader may be viewed as just one company’s experimentation in citizen leadership, it may become a strong recruiting tool for companies. Ranking and polling social media tools allow an organization to see who has a followership, a necessary quality for being a leader. Millennials who have grown up learning about the merits of collaboration and teamwork place great value on them and will seek out employers that put these principles into action.
  • Ch. 8, p.215Your mobile devIce Will Become Your offIce, your classroom, and your conciergeMore than 1.2 billion mobile phones are produced each year, and they are benefiting from unprecedented innovation. Mobile phones and tablets will be the primary connection tool to the Internet for most people in the world in 2020.In the words of Michael Jones, the chief technology advocate for Google, “The mobile phone is for the next decade what the computer has been for the last two or three. The whole experience of the Internet is becoming not a desktop computer experience, but a personal experience.” This is already happening in Japan, as young people equipped with mobiles see no reason to own a personal computer. The mobile phone in 2020 will become our office, our classroom, and our real­time concierge, helping us manage both our personal and professional lives. With mobility and migration on the rise, employees will no longer be limited to working in one country or region. They will be able to work anywhere, including their client locations, hotel rooms, vacation destinations, and, of course, homes. As wire­ less network speeds rise, with twenty­five cities in the United Statesexpected to double their 3G network speed in 2010, and device functionality improves to the point of merging netbooks, readers, and phones, the possibilities are endless.Already being touted as the next delivery tool for corporate learning, mobile devices are being used by companies to deliver sales training, compliance training, and up­to­date product knowledge, as well as e­coaching and e­mentoring. In 2020, if not before, look for the mobile device to be an increasingly important delivery mode for a wide variety of corporate training, new­hire orientation, mentoring, coaching, and on­the­job performance support. Coupled with improved security advances, the mobile device will be used as validation for entry into locations, citizenship, travel and expense reporting, and timekeeping for project accounting.
  • Ch. 9, p. 236
  • Transcript of "The Future of Work: 2020 Workplace with Karie Willyerd Webinar"

    1. 1. The 2020 Workplace<br />presented by<br />CONFIDENTIAL<br />
    2. 2. October 18, 2010<br />2<br />Our guest<br />Your host<br />KarieWillyerd<br />Jay Goldman<br />Rypple Head of Marketing<br />rypple.com<br />Co-Author, The 2020 Workplace<br />the2020workplace.com<br />
    3. 3. The 2020 Workplace<br />“The Future Isn’t What It Used To Be” – Yogi Berra<br />Dr. KarieWillyerd<br />October, 2010<br />3<br />
    4. 4. Agenda <br />What are the shifts that will affect the future?<br />What does the workforce of the future want?<br />What are other companies doing to address the changing workplace?<br />Five predictions for the future<br />How to prepare now<br />4<br />
    5. 5. The 2020 Workplace<br />How Innovative Companies Attract, Develop,<br />and Keep Tomorrow’s Employees Today<br />Available wherever books are sold<br />
    6. 6. Three Forces Shaping the Future of Work<br />GLOBALIZATION<br />BY 2020: global access to markets and talent will reshape business<br />DEMOGRAPHICS<br />BY 2020: five generations will be working side-by-side in organizations<br />BY 2020: social media will connect employees, customers, and partners for immediate communication<br />SOCIAL WEB<br />6<br />10/18/10<br />
    7. 7. 18%<br />42%<br />Globalization Changes the World<br />Globalization<br />2005 to 2009 change<br />17%<br />Financial Times Top Fifteen Country Headquarter in the Global 500 Locations over the last 5 years.<br />438%<br />75%<br />100%<br />80%<br />7<br />
    8. 8. Demographics<br />Working side by side in 2020<br />90m<br />70m<br />???<br />50m<br />MILLENNIALS<br />5 GENERATIONS <br />BABY BOOMERS<br />30m<br />GENERATION X<br />TRADITIONALISTS<br />GEN 2020<br />10m<br />>1946<br />>1964<br />>1976<br />>1997<br />1997 - ?<br />
    9. 9. Demographics<br />2010<br />Generation 2020<br />0<br />Millennials<br />36%<br />Generation X<br />22%<br />+11%<br />Baby Boomers<br />38%<br />-7%<br />Traditionalists<br />4%<br />-4%<br />0%<br />40%<br />60%<br />20%<br />
    10. 10. Demographics<br />2015<br />Generation 2020<br />1<br />Millennials<br />45%<br />Generation X<br />21%<br />+11%<br />Baby Boomers<br />31%<br />-7%<br />Traditionalists<br />3%<br />-1%<br />0%<br />40%<br />60%<br />20%<br />
    11. 11. Demographics<br />2020<br />Generation 2020<br />7%<br />Millennials<br />+6%<br />50%<br />Generation X<br />20%<br />+6%<br />Baby Boomers<br />22%<br />Traditionalists<br />1<br />-9%<br />0%<br />40%<br />60%<br />20%<br />
    12. 12. 10/18/10<br />12<br />www.futureworkplace.com<br />
    13. 13. Social Web<br />2020<br />What are shifts in the next 11 years that accelerate the Information Revolution?<br />2010<br />1990<br />1980<br />Information Revolution<br />Collaborative Revolution<br />Internet Revolution<br />1880<br />Computer Revolution<br />“The information revolution will empower individuals and democratize everything…” – <br /> - Steve Jobs, Apple<br />Industrial Revolution<br />13<br />
    14. 14. Examples from Forward-Thinking Companies<br />Uber-connected communications<br />Team-Based Learning & Development<br />Mentoring<br />
    15. 15. Internal Company Social Networks<br />uCern<br />GOAL: <br /><ul><li>Reduce Time Between Discovery & Adoption</li></ul>VISION:<br /> “ Put What We Learn Today Into Use Tomorrow” <br />
    16. 16. Team-Based Learning<br />16<br />10/18/10<br />
    17. 17. PWC’s Five Routines<br />ROUNDS: This practice requires moving work to the most junior eligible team member. <br />FORMAL OBSERVATION AND FEEDBACK. This second routine ensures that people are given responsibility early in their tenure and get plenty of opportunity to be observed on the job, and receive feedback.<br />SHADOWING. As the associate progresses in their capabilities, a senior partner schedules a time to observe the associate at a client site. <br />AFTER ACTION REVIEWS (AAR). The AAR is conducted by the management team as a way of diagnosing how a client engagement worked. <br />TEAM WORKSHOPS. As the team is set to launch each new routine, they hold a workshop to ensure everyone understands the process.<br />
    18. 18. Mentoring<br />Group mentoring<br />Part of a comprehensive talent solution<br />Reverse mentoring<br />Peer-to-peer mentoring with microfeedback<br />Anonymous mentoring<br />18<br />
    19. 19. The 2020 Leader<br />Being This Kind of Leader… Requires These Management Behaviors<br />19<br />
    20. 20. 20<br />Five Predictions for the future of learning & talent management<br />
    21. 21. Every Person Will Have a Reputation Score …starting with leaders<br />10/18/10<br />www.futureworkplace.com<br />21<br />
    22. 22. There’s an App for That!<br />22<br />
    23. 23. You Will Elect Your Leader<br />23<br />www.futureworkplace.com<br />10/18/10<br />
    24. 24. Mobile Devices Augment Your Reality<br />
    25. 25. Peer-to-Peer Learning<br />25<br />
    26. 26. What You Can Do To Get Ready Now<br />Adopt a global mind-set<br />Build a reputation as being socially responsible<br />Become über-connected<br />Champion openness and transparency<br />Build citizen leadership<br />Create an inclusive culture<br />Start developing people now, fast, fast, fast!<br />Mass mentoring programs<br />Simulations<br />User-controlled feedback <br />26<br />10/18/10<br />
    27. 27. Karie@Jambok.com<br />www.jambok.com<br />
    28. 28. October 18, 2010<br />28<br />Learn more:<br />Rypple Townhall on Managing<br />With Mozilla and Insomniac Games<br />October 28th, 1:00pm ET<br />Details to follow by email<br />presented by<br />
    29. 29. Answering your questions<br />October 18, 2010<br />29<br />presented by<br />
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