1. They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2. They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3. They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4. They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5. They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer
1. Leadership &Learning - reloadedmanagement meetingsMunich, 18th July 2012Tim A. Ackermann
3. Mindsets & Leadership The meaning of “work” Communication The meaning of and forming “feedback” relationships Job assignments Synching up Finding information and learning Erickson, 2012
4. Mindsets & Communication 50s 60s 70s 80s 90s 00s 10sContent detail, prose-style If and when I need it, I’ll find it onlineContext Relevance to my security Relevance to now, today and my roleAttitude Authority and hierarchy MeritocracySpeed Time frame 5 min agoFrequency digestible constant Source: Deloitte Consulting, IABC
5. Techology, Mindsets & JobsTraditional: “job” A function A set of tasks and specialties “Own” a function “Contribute” in teams Responsibility Projects and jobs to do Career Path Career Progression Upward mobility Increase specialization & experience By level, title, size of office,… - by By results delivered, demand of skills Tomorrow: “role” your boss – by peers Direct and manage Build teams, empower, inspire, coach Widen skills and build power Deepen skills, drive results Job & competency models, org Capability models, knowledge charts, top down sharing, shared values and missionSource: Josh Bersin, blog
6. Technology, Mindsets &Learning • Competency • Contextual based • Organization • Organization created created Formal Experimental learning Learning Peer-to-peer Mentoring learning • Competency • Contextual based • User generated • User generatedSource: Meister&Willyerd, Workplace 2020
7. Technology & Learning Private • Were usually invited to participate by people we know and trust. • There are specific things we want to do with the other people involved, • We get something back from participation • We have control over who sees our information. • The applications are intuitive • The applications are well-tuned to support the specific tasks we want to perform and their features are regularly rated and refined. Corporate • Often were instructed to use it by someone in authority • Little of what we actually get paid to do requires input from the majority of the network. • Participation feels like dropping pearls into a black hole • We have no control over who sees our information • The site is unattractive and requires a manual to get started. • The software is generic and requires a work-aroundSource: Tamara Erickson, HBR
8. Predicitions for 2020 1. You will be hired and promoted based upon your reputation capital 2. Your mobile device will become your office, your classroom, and your concierge 3. The global talent shortage will be acute 4. Recruiting will start on social networking sites 5. Web commuters will force corporate offices to reinvent themselves 6. Companies will hire entire teams 7. Job requirements for CEOs will include blogging 8. The corporate curriculum will use video games, simulations, and alternate reality games as (key) delivery modelSource:Meister&Willyerd, Workplace 2020
9. Predicitions for 20209. A 2020 mind-set will be required to thrive in a networked world • Social participation • Thinking globally • Ubiquitious learning • Think big, constant improvement • Cross-cultural power10. Human Resources’ focus will move from outsourcing to crowdsourcing11. Corporate social networks will flourish and grow inside companies12. You will elect your leaderSource:Meister&Willyerd, Workplace 2020
10. Predicitions for 202013. Lifelong learning will be a business requirement14. Work-life flexibility will replace work-life balance15. Companies will disclose their corporate social responsibility programs to attract and retain employees16. Diversity will be a business issue rather than a human resources issue17. The lines among marketing, communications, and learning will blur18. Corporate app stores will offer ways to manage work and personal life better19. Social media literacy will be required for all employees20. Building a portfolio of contract jobs will be the path to obtaining permanent full-time employmentSource:Meister&Willyerd, Workplace 2020
11. Learning… gamified context based social Learning on demand ubiquitous
12. Leadership… on demand volatile crowd sourced Leadership diverse remote & virtual
13. … Human Resources enabling Human technology driven Resources “People Development ” facilitating (end) customer focused
14. The future of work… … is today!
15. "In a few hundred years, when the history of our time will bewritten from a long-term perspective, it is likely that the mostimportant event historians will see is not technology, not theInternet, not e-commerce. It is an unprecedented change in thehuman condition. For the first time – literally – substantial andrapidly growing numbers of people have choices. For the firsttime, they will have to manage themselves. And society istotally unprepared for it.”, Peter F. Drucker TIM A. ACKERMANN TALENTIM