Australasian Talent Conference 2013 - The Rise of The Blended Workforce

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Kelly Quirk presents at the 2013 Australasian Talent Conference in Sydney. Kelly is CEO of Harrier Human Capital and shares her insights on changing workforce trends in her presentation, "The Rise of The Blended Workforce". Find out more about the Australasian Talent Conference at www.atcevent.com

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  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complxity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Biggest proponents of the notion of ‘free agents’More and more shunning leadership roles to become self styles leaders in their fieldsFavour leadership without title – often becoming entrepreneurs, educators or advisors in their areas of expertiseInfluencers and networkersWriter influential blogsCreate powerful networksJuggling work and family commitments – so the decision to go it alone has to make financial sense Which given the growing demand for their skills it does – gives them currencyFocus on outcomes rather than rulesCollaborative management approach, direct straight forward communication style make them well suited to working with multiple stakeholdersMore formal management training than any other generation, well equipped to manage the added complexity and divers workforce of permanent, transient and virtual teams
  • Australasian Talent Conference 2013 - The Rise of The Blended Workforce

    1. 1. The Rise of the Blended Workforce Presented by Kelly Quirk Chief Executive Officer © This information is the property of ATC Events and may not be reproduced or used without attribution
    2. 2. Changing Global Context • Structural change and shorter economic cycles • Rapid globalisation and evolution of business models • Limited balances between available resources & workload • Fewer barriers to entry for start-up businesses • Complex global staffing market • Multi jurisdiction employment legislation, industrial relations, Tax and OHS requirements • Changing work culture • Global sourcing and employer branding • Adoption of mature procurement models • Rationalisation and standardisation of service provision & delivery • Desire for country, regional & global data & insight • Cloud based IT empowering the virtual workforce • The rise of the social network changing the way people access and share information • Global platforms which foster greater collaboration • Ease of communication and travel
    3. 3. Work ethic Hard-working Live to work Work to live Seek flexibility Loyalty Highly loyal Loyal Limited loyalty Reciprocal loyalty Work environment Office only Long hours – office only Office + home Office + home Attitudes to authority Deference Respect authority Non-hierarchical Respect must be earned Motivators Self - worth Salary Security Personal life Retention Loyalty Salary Security Relationships Career goals Build a legacy Build a perfect career Build a transferable career Build several parallel careers Team orientation Team players „Individuals‟ in teams Team or solo Seek collaboration Communication Personal Contact Telephone E-mail IM/Text/Social Media Technology Least tech savvy Adapted to technology Embrace technology Digital natives - 24/7
    4. 4. The Australian Landscape 27% Attrition 53% Cost of labour 5.4% Unemployment 51 of 52 Productivity levels 29% Contingent workers In 2015 people aged 50 and over will outnumber children under the age of 5 in the developed world.
    5. 5. Traditional Staff Models • Reactive, transactional & tactical • 71% of organisations are made up of functional silos • Contingent workers seen as a „stop gap‟ to fill non business critical roles • • Limited visibility on workforce planning, cost, time and quality of hire WORKFORCE PLANNING EMPLOYER BRANDING PERMANENT HIRING CONTINGENT WORKER SUPPLY CHAIN ONBOARDING OHS TECHNOLOGY HR ANALYTICS 91% of ASX 200 have ATS but only 19% believe they use the system effectively 94% of CEO’s state people are their key business asset
    6. 6. Challenges • Limited scalability and flexibility • Limited holistic workforce planning embracing all worker categories • Limited promotion of internal mobility • Over reliance on 457‟s & EMA‟s • Costs per hire disproportionate • Limited visibility of organisations true talent capability • Loss of IP
    7. 7. Risks • Immigration status & right to work $$$ • Tax classification of worker $$$ • National OHS harmonisation laws $$$ • Fair Work Act $$$ • Reputation and employer brand $$$
    8. 8. Are you ready?
    9. 9. Total Talent Management Creating a single integrated and complementary strategy for the talent acquisition of both permanent and contingent workers to achieve a blended workforce. This includes contractors, freelancers, labour hire and consultants working alongside the permanent workforce.
    10. 10. Total Talent Management Employer of Choice
    11. 11. How
    12. 12. Engagement & Collaboration • C-suite primary business objective is to deliver organisational and shareholder outcomes at the lowest cost possible whilst maintaining excellence in quality and execution • Engage simultaneously with HR, Procurement and Business operations • Shared objectives both qualitative and quantitative • 54% organisations identify collaboration as the top strategy in enhancing organisational talent management
    13. 13. Strategy & Planning • In-house v Outsource • Align current and future talent goals with business strategic initiatives • Establish a project team which is adequately resourced • Separate from BAU so not to disrupt day to day talent management • Pick key projects to build the business case, proof of concept and establish credibility • Map all current processes • An integrated approach must incorporate visibility of total recruitment costs
    14. 14. Communications Tell them what you‟re going to tell them. Tell them. Tell them what you told them.
    15. 15. Technology • 33% of Australian businesses do not use data in HRM • Analytics is essential in building engagement and collaboration • 43% of organisations automate key processes in managing a blended workforce • Technology is an enabler but not the solution
    16. 16. Change Process
    17. 17. Benefits • Supplement core and stable permanent team • Provide visibility and control of employee compliance • Improve cost, quality and time to hire • Improve Learning & Development outcomes • Greater flexibility • Improved diversity • Enhanced internal mobility • Boost productivity • Launch pad into sustainable workforce
    18. 18. Final Thought “When it comes to the future there are three kinds of people: those who let it happen, those who make it happen and those who wonder what happened..?!” Steve Jobs
    19. 19. Are You Ready?

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