Future Workplace


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Future Workplace

  1. 1. ATTRAKTIVE ARBEITGEBER 2020 Tim A. Ackermann Munich, 23. February 2012
  2. 2. SUMMARY• Was werden Arbeitnehmer in Zukunft von einem Arbeitgeber erwarten?• Welche Arbeitnehmer werden Arbeitgeber in Zukunft finden?• Welche Megatrends werden die Marktteilnehmer beinflussen?• Was können Unternehmen und HR tun, um diese Trends aktiv zu managen?
  3. 3. THE FUTURE WORKPLACE1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity2. Knowledge Economy3. Globalization4. Digital Workplace5. Ubiquity of Mobile Technology6. Culture of Connectivity7. Participation of Society8. Social Learning9. Corporate Social Responsibility10. Millennials in the WorkplaceSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  4. 4. QUESTIONWhich generations are currently building the workforce,how are they determinated and different?
  5. 5. MULTIGENERATIONAL CORPORATIONSGeneration Major Influence Broad Traits Defining InventionTraditionalists Wars Sacrifice, loyalty, discipline, Fax respect for authorityBaby Boomers JFK, moon landing, Competitive, hard work, long PC Flower Power hoursGeneration X MTV, AIDS, Berlin Self-reliant, w/l balance, Mobile phone Wall, Tchernobyl independence, eclecticismMillennials Internet, 9/11, cyberliteracy, tolerance, diversity, Google & Global Warming confidence, immediacy facebook (NGOs)Generation 2020 Social games, Mobility, hyper-connectedness, Apps recession, flat world e-reading, media savvy
  6. 6. QUESTIONWhat are possible challenges in an intergenerationalworkforce?
  7. 7. MULTIGENERATIONAL CORPORATIONS1. Traditionalists and boomers are as likely to be web contributors as millennials are2. Boomers and Gen X look for a work life – home life balance; Millennials see work as “part of life”3. Millennials and Gen X place a high importance on working for a company that develops their career and their life skills4. Millennials are likely to select an employer based on the ability to access the latest tools and technology5. Traditionalists and boomers place high importance on a manager who understands age diversity in the workplaceSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  8. 8. MULTIGENERATIONAL CORPORATIONS Traditionalist Baby Boomers Generation X MillennialsStyle Formal Semi-formal Not so serious; Eye-catching; fun irreverentContent Detail; prose-style Chunk it down but Get to the point. If and when I need it, give me everything I’ll find it onlineContext Relevance to my Relevance to the Relevance to what Relevance to now, security bottom line and matters to me today and my role rewardsAttitude Authority and Rules Cynic and skeptic Mediocrity hierarchySpeed Time frame Available, handy Immediate 5 minutes agoFrequency Digestible As needed Whenever Constant SOURCE: DELOITTE CONSULTING, IABC
  9. 9. SOCIAL MEDIA USAGEInactive SpectatorTraditionalist Contributor Baby Boomer Creator Generation X Millennials
  12. 12. QUESTIONWhat is social media and what is it used for?
  13. 13. SOCIAL MEDIAMedia Users Attributes UtilizationFacebook 800mio, Share interests, Connection is questions, Share content 55% female permission based created elsewhere, newsLinkedIn 100mio, Professional “facebook”, Find people, connect in 59% female connection via contacts groups, company informationFoursquare 15mio, 20% Checking into place via mobile Track and reward customers female devicesYouTube 158mio, Sharing videos with a few Product information, 50% female clicks interviewsTwitter 250mio, Follow anyone, fast Breaking news, connect, live 55% female information (140c) eventsPinterest 10mio, 55- Quickly share pictures, visual Products, previews of blog 70% female newsfeed posts
  14. 14. QUESTIONWhy are we using social media in our private life and why are we not (that much)in business?
  15. 15. SOCIAL MEDIA Life • 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. Work • 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
  16. 16. TOP 10 EMPLOYER CHARACTERISTICS1. Strong values2. Future skills development3. Flexible benefits and rewards4. Ability to blend work and life5. Reputation / Employer brand6. Career pathing7. Corporate social responsibility8. Remote work9. Pay for education10. Social/cultural fit (“colleagues as friends”)SOURCE: MEISTER&WILLYERD, WORKPLACE2020
  17. 17. WORKFORCE ENGAGEMENT MODEL Principles Collaboration Values, Brand, CSR Authenticity Personalization Demonstrated by Innovation Accelerated “Ueber- Social Recruiting Social Learning Leadership Connection” Social ConnectionSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  18. 18. SOCIAL RECRUITING Traditional Recruiting Social Recruiting Fairs Social Networks Job boards/ads, search firms Crowdsourcing Interviews You Tube channels, Skype Website Twitter, YouTube, facebook,… Company Presentations … Alumni Management …
  19. 19. SOCIAL LEARNING • Competency • Context based based • Organization • Organization created created Formal Experimental learning Learning Peer-to-peer Mentoring learning • Competency • Context based based • User generated • User generatedSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  20. 20. THE 202O LEADER Collaborative • Inclusive decision making Mind-set • Genuine solicitation of feedback Developer of • Mentors and coaches team People • Provides straight feedback • Uses technology to connect to customers andDigitally Confident employees • Has a diverse mind-set Global Citizen • Prioritizes social responsibility Anticipates and • Builds accountability across levels builds for the future • Champions innovationSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  21. 21. PREDICITIONS FOR 20201. You will be hired and promoted based upon your reputation capitalSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  22. 22. PREDICITIONS FOR 20202. Your mobile device will become your office, your classroom, and your conciergeSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  23. 23. PREDICITIONS FOR 20203. The global talent shortage will be acuteSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  24. 24. PREDICITIONS FOR 20204. Recruiting will start on social networking sites • How many followers do you have on Twitter? LinkedIn? How many from your industry? Questions • How many recommendations do you have on LinkedIn? • Can you share your (relevant) blog?SOURCE: MEISTER&WILLYERD, WORKPLACE2020
  25. 25. PREDICITIONS FOR 20205. Web commuters will force corporate offices to reinvent themselvesSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  26. 26. PREDICITIONS FOR 20206. Companies will hire entire teamsSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  27. 27. PREDICITIONS FOR 20207. Job requirements for CEOs will include bloggingSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  28. 28. PREDICITIONS FOR 20208. The corporate curriculum will use video games, simulations, and alternate reality games as (key) delivery modelSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  29. 29. 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 powerSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  30. 30. PREDICITIONS FOR 202010. Human Resources’ focus will move from outsourcing to crowdsourcingSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  31. 31. PREDICITIONS FOR 202011. Corporate social networks will flourish and grow inside companiesSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  32. 32. PREDICITIONS FOR 202012. You will elect your leaderSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  33. 33. PREDICITIONS FOR 202013. Lifelong learning will be a business requirementSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  34. 34. PREDICITIONS FOR 202014. Work-life flexibility will replace work-life balanceSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  35. 35. PREDICITIONS FOR 202015. Companies will disclose their corporate social responsibility programs to attract and retain employeesSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  36. 36. PREDICITIONS FOR 202016. Diversity will be a business issue rather than a human resources issueSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  37. 37. PREDICITIONS FOR 202017. The lines among marketing, communications, and learning will blurSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  38. 38. PREDICITIONS FOR 202018. Corporate app stores will offer ways to manage work and personal life betterSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  39. 39. PREDICITIONS FOR 202019. Social media literacy will be required for all employeesSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  40. 40. PREDICITIONS FOR 202020. Building a portfolio of contract jobs will be the path to obtaining permanent full-time employmentSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  41. 41. INITIATIVES HR CAN SPEARHEAD1. Adopt a global mind-set2. Build a reputation as being social responsible3. Become “ueber-connected”4. Personalize the employee experience5. Enable customer-focused innovation6. Champion openness and transparency7. Emphasize learning agility8. Build citizen leadership9. Drive systems thinking10. Create an inclusive cultureSOURCE: MEISTER&WILLYERD, WORKPLACE2020
  42. 42. GLOBAL DRIVERS WITH A MAJOR IMPACT ON HR• Extreme longevity: Increasing global lifespans change the nature of careers and learning• Rise of smart machines and systems: Workplace automation nudges human workers out of rote, repetitive tasks• Computational world: Massive increases in sensors and processing power make the world a programmable system• New media ecology: New communication tools require new media literacies beyond text• Superstructed organizations: Social technologies drive new forms of production and value creationglobally• Connected world: Increased global interconnectivity puts diversity and adaptability at the center of organizational operationsSOURCE: INSTITUTE FOR THE FUTURE
  43. 43. SKILLS FOR THE FUTURE WORKFORCE1. Sense-making: ability to determine the deeper meaning or significance of what is being expressed2. Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions3. Novel & adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based4. Cross-cultural competency: ability to operate in different cultural settings5. Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning6. New-media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communicationTra nsdiscipli nari ty7. Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines8. Design mindset: ability to represent and develop tasks and work processes for desired outcomes9. Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques10. Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.SOURCE: INSTITUTE FOR THE FUTURE
  44. 44. HOW JOBS ARE CHANGING Traditionally TodayWhat work is A job A roleWhat work covers A function A set of tasks and specialtiesWhat you do “Own” a function “Contribute” in teamsHow work is scoped Responsibility Projects and jobs to doHow work progresses Career Path Career ProgressionHow you develop Upward mobility Increase specialization & experience By level, title, size of office,… - by By results delivered, demand of skillsHow you are recognized your boss – by peersRole of leadership Direct and manage Build teams, empower, inspire, coachHow you succeed Widen skills and build power Deepen skills, drive results Job & competency models, org Capability models, knowledgeTools of the trade charts, top down sharing, shared values and missionSOURCE: JOSH BERSIN, BLOG
  45. 45. IMPACT? Hiring Recognition Organization Rewards Leadership
  46. 46. THANK YOU!"...defending yesterday - that is, not innovating - is far more risky than making tomorrow."Peter Drucker, Innovation and EntrepreneurshipTim A. Ackermanntalentim@hotmail.comhttp://talentim.wordpress.com
  47. 47. SHIFTING THE OLD WORK-LIFE PARADIGM... 0 10 20 30 40 50 60 70 80 Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
  48. 48. … TO A CYCLIC LIFE PARADIGM…0 10 20 30 40 50 60 70 80Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
  49. 49. … EVOLVING TO A „BLENDED“ LIFESTYLE.0 10 20 30 40 50 60 70 80Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003