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Are you ready for the human age luc engels mgs_ifma_18-02-2014
1. Are you ready for the Human Age?
Luc Engels, Director ManpowerGroup Solutions
Thursday, February 20, 2014
2. A Time of Risk and Uncertainty
“THE QUESTION THAT FACES THE STRATEGIC DECISION MAKER IS NOT WHAT HIS
ORGANIZATION SHOULD DO TOMORROW. IT IS, WHAT DO WE HAVE TO DO TODAY
TO BE READY FOR AN UNCERTAIN TOMORROW?”
Peter Drucker
2
3. The World We Live In…
Bubblization of Society
Individual Choice
Uncertainty
Do More With Less
One Size fits One
Rise in the Middle Class
Talentism
Changing Mindsets
Technological Changes
Talent Mismatch
Disruption
Global Connectivity
Compressed Economic Cycles
Human Age
Power of the Individual
Power of the Community
Shorter Skills Life Cycle
Volatility
Value Compression
Bifurcation
Social Shifts
Major Agent of Growth
Mature vs. Emerging Market Growth
Human Potential
InterconnectedChaotic
Political Shifts
3
4. We are in The Human Age…
In this new age it will be the power of
human potential that drives
companies and communities forward.
Winning in the Human Age requires a
new way of thinking about and
approaching your workforce or your
career.
The only certainty is uncertainty
4
5. World of Work Trends
People with
the right skills
are hard to
find
People have
the power of
knowledge
People have
the power of
choice
People are
connecting in
new ways
5
6. Demographics and the
talent mismatch are
increasing the
pressure to find the
right skills in the right
place at the right time
as working age
populations decline,
economies rebound,
emerging markets
rise, and the nature of
work shifts.
6
9. One Size Does Not Fit All
Traditionalist
Boomer
Generation X
Generation Y
Born 1928-1945
Born 1946-1964
Born 1965-1979
Born 1980-1995
Hierarchical
Idealistic
Pragmatic
Immediacy
Each generation approaches work differently,
shaped by the economic, social and political forces
of their time.
9
10. Customers have more
access to information,
experts and lower cost
channels which increases
visibility and subsequent
pressure on companies to
deliver value. Employers
have become more
sophisticated in assessing
their workforce and are
looking for specific skills that
enable their companies to
do more with less to meet
ever-rising consumer needs.
10
11. In a global inter-connected world your customers
know more and expect more.
11
12. Rapidly changing
technology and
greater global
arbitrage increases
individuals’ and
organizations’ choice
of where, when and
how work is
performed, and with
whom.
12
13. Technology has long transformed the way we work
Talent can be virtually accessed anywhere
Competition is everywhere
13
15. 20 Epic Shifts of the Human Age
YESTERDAY
TOMORROW
Industrial/Information Ages
Capitalism
Access to capital the differentiator
Driven by owners and companies
Workers chasing companies
Companies dictate terms
Workers living near (or from) place of work
Talent glut
Unemployment from over-supply
Technology the enslaver
Closed borders
Migration rare
Job for life
Corporate opacity; secretiveness
The Human Age
Talentism
Access to talent the differentiator
Driven by skilled individuals
Companies chasing workers
Employees dictate terms
Workers living (or from) anywhere
Talent shortage
Unemployment from specific demand
Technology the liberator
Open borders
Migration commonplace
Multiple jobs by age 38
Corporate transparency; openness,
human approach
Non-OECD countries growing and dominant
BRIC-MIST, esp. China, India, Africa
Work with an organization
Look out, not in
Agility matters
Hire passion
Flexible frameworks
OECD countries growing and dominant
Work for an organization
Be lean and mean
Size matters
Hire power
Command and control
15
16. Boost Agility
Employers have to anticipate the return
of the economy growth, redesigning the
future of their organisations
ManpowerGroup’s role is to help to
accelerate is to help them by providing
short term and long term solutions
Work Models
People Practices
Talent Sourcing
16
17. Agility & flexibility – keypriorities for 2004
• Barriers to change :
o Speed of decision
making
o Employee commitment
o Leadership focus
o Technological
capabilities
o Workforce capabilities
17
19. Key Questions to manage the new FM ecosystem
•
•
Full-Time
Employees
•
•
•
Project/Outsourced
Resources
Contract
Resources
What is the “right” mix of
workers for us?
What positions are best
filled by contractors? By
full-time employees?
How do I decide whether
to hire full-time, contract,
or outsource?
What is the right sourcing
model for these
resources?
And how do I put a
process in place to keep
this balance optimized?
19
20. Do you have a Facility Management
Strategy aligned to your Business
Strategy?
20
Thank you.The economy is changing and the world of work is changing and we have to face new challenges.Every departments of a company has to anticipate these new trends and challenges and innovate in order to create valueSales, marketing, finance, Production, R&D, HR etc During this hour we will all be in charge of Facility Management and see how we can be creative in this new economic environment
We are still living in a time of uncertaintyEconomic uncertainty (economic growth is improving but no visibilityFinancial uncertainty Environmental uncertaintyEmployment uncertainty (meos)RISK is a critical part of the business strategy.On the same time people and HR issues will become more and more critical. For organisations, economic performance is related to social performance.The question that faces the strategic decision maker is not what his organization should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?”The past is the past for business and HR strategists and a new future is upon us. Those organizations that myopically focus only on annual hiring plans, rather than considering the implications that these trends have on your workforce longer-term, will be in trouble…That is the purpose of workshop Find new ways to anticipate the futures trends
Today, more than ever ManpowerGroup and you operate in an economic environment that looks like that…..These are the key themes facing every business in today’s economy…Uncertainty as I saidChange is coming faster and faster, Assumptiosn of yesterday can not remain the assumption for tomorrow…Global market:De economische groei blijft verschuiven van noord naar zuid en van west naar oost. Zo zullen de groeimarkten, vandaag goed voor 39% van het wereld-bbp, tegen 2020 52% daarvan op hun conto schrijven. Diezelfde landen vertegenwoordigen tegen 2020 liefst 70% van de wereldwijde economische groei.Duringmy short introduction we willexplorethisnewworld of workthat Manpower Group has announcedduring the Word Economic forum of Davos in 2011.
Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
4 Mega trends, 4 Driving Forces are impacting your business and the world of work Talent Mismatch is deepening as the working age population declines and the nature of work changes.Several years ago Mac Kinsey spoke about th e war for talent. Talent was the manager. Nowadays talent is the scarce resource at all levelsIndividual Choice will be exercised by those with the skills that are most in demand.More than ever people want to choose their career and their life…shift of power from employer to individual Technological RevolutionsPeople are connectign in new ways . Technologies make everyting possible! Rising Customer Sophistication requires businesses to deliver greater value and efficiency.Knowledge is key
Labour market is still in a paradox, from on side high unemployment rate (8.7% in Belgium, 12.2% eurozone, 20% in Brussels)On the same time difficulty to find the right skill. According to our ManpowerGroup annual Talent Shortage Survey, 1 in 5 Belgian employer has difficulty filling in jobs. (1 in 4 in Europe, 1 in 3 worldwide)Demographic will have a major impact with baby boomers leaving the laboruru marketGlobal population having 60+8%11%22%In 2050 in Belgium, 1 active for one retired!IMPLICATIONSThe Talent Mismatch is deepening as the working age population declines and the nature of work changes.Organizations will need agile attraction and retention strategies.Critical skills shortages will accelerate the mobility of workers and work.There will be increased pressure to keep older workers engaged longer.Continuous training and development will be required to maintain a job-ready workforce.• Government will play a larger role in navigating the skills mismatch
This slide illustrates the gap between supply and demand of available skills.QuestionWhich are today or rik to be in shortage tomorrow in your organisation?
The multiple generations in the workforce – who bring a variety of motivations and preferences – has accelerated the shift of power from employer to individual and will change how organizations attract, engage and retain talent. Those individuals with the ability, access and self-motivation will benefit from the shift of power from employer to individual. Those individuals with general, mainstream skills, shared by many, will be marginalized unless they improve their skills and workplace relevance IMPLICATIONSCompanies need to better understand individuals’ motivations and work preferences, and the impact they have on their talent strategy – one size no longer fits all – one size fits one • Companies need to understand how to attract, engage and manage the multi-generational workforce • Companies will need segmented candidate attraction models, well-designed people practices and employee experiences to retain the talent they need • Companies’ employer brand and reputation will become increasingly important • Individuals will need to take more responsibility and ownership for their careers and development • Governments and public / private partnerships will play a much broader role in
More generations in the workforce … means more tensions in the system…Everyone has a story to tell about dealing with this…Leadership and practices have to adapt!People join companies but leave managers….
How many of you have the same margin in your business as you did 5 years ago?The world is more connected now… supply chains and margins are compressed…Customers’ operating and purchasing behavior is more global and sophisticated, increasing the complexity of their relationships and the specificity of their demands. Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. IMPLICATIONS Rising Customer Sophistication requires businesses to deliver greater value and efficiency.- Faster - DifferentiatedMore agile - Global • Intensified price / value compression puts increased pressure on the productivity of a company’s workforce • Companies’ success is no longer only based on access to capital – now, talent has become a key differentiator • Companies’ practices are under increased scrutiny; therefore, they must stand up to total transparencyNeed to attract the talent to drive innovation!
Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. Employers have become more sophisticated in assessing their workforce and are looking for specific skills that enable their companies to do more with less to meet ever-rising consumer needsCustomers’ expectations around price and value will rise, shifting the key competitive differentiator from a company’s access to capital to access to talent.Pressure to deliver value has intensified, requiring everyone to do more with less.
Technology are changing our life faster and fasternombre de personnes qui utilisent internet est passé de 495 millions en 2001 à plus 2,4 milliard en 2013 (soit plus d’un tiers de la population mondiale). Le téléphone mobile a franchi, le 8 juillet, la barre symbolique des 5 milliards de clients dans le monde, selon le groupe suédois Ericsson, numéro un mondial des réseaux mobiles. Un chiffre vertigineux à rapporter aux 6,8 milliards d'individus qui peuplent la planète. (96%) Autre chiffre affolant : chaque jour le monde compte 2 millions d'abonnés supplémentaires!Social media are transforming the waywe do business… e commerce become the norm! Technological Revolutions have the power to change where, when and how we work.Increased transparency has changed the definition of valuable data.Unsubstantiated information increases the importance of verification.Technology and global arbitrage increase individuals’ and organizations’ choice of where, when and how work is performed.
Talent can be accessed anywhereWhich means that competition is everywhereManpower looks at what this means to your workforce – how to leverage it for increased engagement, productivity, creativity and innovation!
20 epic shift of the humanageshift of power from employer (yesterday to ‘talented’ individual (todayHighlightCapitalism- talentismCompanies dictate terms – employees dictate termsTechnolody opens possibilitiesClosed border – open borderJob for life multiple jobsOpacity - transparencyWork for an organisation – work with an organisationSize – agility/flexibility
Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
The Crowd – DoNanza Data confirmed more than 1 million work projects were distributed across 900+ marketplaces in 2010. Although extremely high risk for organizations and workers ManpowerGroup research confirms a savings of 67% in work provided in virtual marketplaces. Our opinion is that as this model matures the labor arbitrage will reduce as has been the case with emerging physical labor markets mature. Demand for knowledge workers will grow - supply will not.How will you improve the talent supply?Educational PartnershipsBecome an Educational factoryTap into underutilized poolsOlder workersWomen/men looking for flexibilityIndustry migrantsIdentifying adjacent skills – teachable fitAccelerating developmentRethinking work models: Part-time, crowdsourcing, retireesTalent/work mobility????
It is the New Way we believe that leaders should be thinking about work in the 21st century. We feel strongly that it all starts with an outside in view of the world. There was a time when external forces like the economy, customer competitive pressures and risk were the domains of the CEO ad the CFO. They formed the strategy and expected HR leaders to deliver the strategy. That was yesterday. Insight is needed to make better workforce investment and tradeoff decisions.A re-evaluation of assumptions and mindsets mandatory in this new reality. Deep and fresh understanding about the trends changing the world of work.It’s our time!!
Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge