The Hybrid Workforce - Aquire Structure 2011
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The Hybrid Workforce - Aquire Structure 2011

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Presentation given by Steve Boese at the Aquire 2011 User Conference on May 23, 2011....

Presentation given by Steve Boese at the Aquire 2011 User Conference on May 23, 2011.

Talk focused on some of the challenges and opportunities that contingent labor, globalization, and demographic changes present to organizations.

Comes with the 100% guaranteed to work 60% of the time promise.

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  • . Alternative employment arrangements include persons employed as independent contractors, on-call workers, temporary help agency workers, and workers provided by contract firms.
  • About 10% of the total workforce falls into the bucket called contingent
  • Big outsourcing dealsThere are lots of considerations when thinking of shipping out a some or all of important processes to outsourcing companies. There are some general rules of thumb, but much also hinges on company size, capability, and costs.
  • http://en.wikipedia.org/wiki/List_of_countries_by_real_GDP_growth_rate_(latest_year)
  • Why is this topic important
  • Innocentive SlideIdea Market
  • Ideas for contingent staff engagement
  • You likely don’t have a choice, eventually
  • TOOLSAlso, work with HRIS to incorporate contingent data to the extent possible, alongside your ee data. Often it is stuck in PO systems or in individual dept spreadsheets
  • Collaboration tools – inside the firewall. Get to know the people, give them space, chance to form groups, make connections, and develop stronger bonds to the company. Works for everyone really.
  • Processes - manage contingent staff. Don’t let them become ‘someone else’s problem’. And while they may seem more expendable than perm staff, turnover has costs, even contingent turnover. So the assessment,onboarding and performancemanagement processes still matter
  • Customers are not all the same either – likely you will find better answers to customers issueWhen you have a multitude of perspectives, backgrounds, educations, ages, etc.
  • Realistic approaches
  • Deadliest Catch story
  • Seven Samurai

The Hybrid Workforce - Aquire Structure 2011 Presentation Transcript

  • 1. Understanding and Leveraging the Hybrid Workforce for Organizational Success
    Steve Boese
    Structure 2011
    May 23, 2011
  • 2. Agenda
    1. Introduction
    2. Data is our friend
    3. This means something
    4. Strategery
    5. Recommendations
    6. Big Finish
    7.Can we still be friends?
  • 3.
  • 4. Steve Boese
    HR Technology Guy
    Host of the HR Happy Hour Show
    Writer on Fistful of Talent
    HRevolution Organizer
    Barbecue Enthusiast
  • 5.
  • 6. What are we talking about?
    Contingent workers are persons who do not expect their jobs to last or who reported that their jobs are temporary. They do not have an implicit or explicit contract for ongoing employment.
    Source – BLS.gov
  • 7. Talking ‘bout my generation
    Boomers 1946 - 1964
    Strong economy
    Work, work, work
    Leaders and rebels
    Breakthrough technology - Television
  • 8. Talking ‘bout my generation
    Gen ‘X’ 1965 - 1980
    Institutions under assault
    Watched parents struggle (layoffs, inflation, gas shortages)
    Cynical and wary of commitment
    Breakthrough technology – Video Games
  • 9. Talking ‘bout my generation
    Gen ‘Y’ 1981 - 2000
    Over-scheduled and programmed
    Strong economy (until the dot-com crash)
    Connected and immersed online
    Breakthrough technology -World Wide Web
  • 10. Talking ‘bout my generation
    Gen ‘Z’ or Gen ‘I’ 2001 - Present
    Internet in every part of life
    Post 9/11 view of the world
    Borderless, virtual, and real-time
    Breakthrough technology – Social Web
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. Trends
    Growth coming from
    outside USA
    Increasing purchasing
    power in India and China
    Hard to fill technical roles
    Best talent available
    theory
  • 16. Countries by real GDP growth rate
  • 17. Where is everyone?
    Selected Data from Fortune ‘100 Best Companies to Work For list’
    #1 – SAS
    US Employees 5,600
    Outside US 5,200
    #20 – Cisco
    US Employees 36,000
    Outside US 24,000
    #33 – Qualcomm
    US Employees 12,500
    Outside US 3,800
  • 18. Does your office look like this?
  • 19. Or something like this?
  • 20.
  • 21. So what does this mean?
    Period of rapid and unprecedented change in
    organizations, societies, and stakeholders
    relationships with institutions
  • 22. Organizations and societies
    that can recognize,
    adapt, and exploit
    these new connected,
    virtual,
    fluid, and dynamic ways
    of working will survive
    and thrive
  • 23. Where is that Idea?
  • 24.
  • 25. Strategery (aka what can we do)
  • 26. Old ‘Build vs. Buy’ argument
    Build
    • You are very certain of workforce
    capability needs beyond an 18-month horizon
    • Have accurate and evolved planning/forecasting processes
    • 27. High functioning talent development process
    • 28. Hi-pos, future leaders identified
    • 29. Commitment and engagement of key staff that ‘see’ there future with you
    • 30. Likely to be cheaper in the medium/long run
  • Old ‘Build vs. Buy’ argument
    Buy
    • Less certainty of workforce capability needs beyond an 18-month horizon
    • 31. Talent needed for shorter timeframes and targeted projects that may not have repeatable utility
    • 32. Less capability in the in-house talent development processes
    • 33. Career paths and long-term career opportunities not clear
    • 34. Uncertainty in environment – market, industry, leadership
    • 35. Likely to be more expensive in the short run, less risky long run
  • I’ll take ‘Generations at Work’ for $200
    Ignore it – we all have a job to do and that is that
    Accept it – understand how it can be leveraged or employee and organizational benefit
  • 36. I’ll Choose ‘B’ Alex
    Understand motivations
    Connectedness
    Sustainability
    Community
    Feedback
    Inclusion
    Fluidiity
  • 37. I’ll Choose ‘B’ Alex
    Leverage these drivers
    Internal networks
    Care for environment
    Bigger picture goals
    Don’t ignore them
    Don’t underestimate them
    Don’t try to control them
  • 38. You likely don’t have a choice, eventually the Boomers in charge will retire.
    Or die.
    Sorry to be so blunt.
  • 39.
  • 40. Some recommendations
    100% guaranteed to work 60% of the time
    your mileage may vary
  • 41. How can you make sure this dynamic,
    vibrant, much more difficult to manage
    hybrid workforce be aligned and led to
    make sure you stay on track to meet
    your objectives?
  • 42. Tools - just like it is imperative to know
    who, where, when, what on your
    full-time staff, you need that same level
    of insight into your non-traditional
    and contingent staff.
  • 43.
  • 44. Processes - manage contingent staff.
    Don’t let them become ‘someone else’s
    problem’. And while they may seem more
    expendable than perm staff,
    turnover has costs, even
    contingent turnover.
    So the assessment,
    onboardingand performance
    management processes still matter
  • 45. Culture
    Don’t look at cultural differences as obstacles, but more as opportunities to grow and develop individuals and the organizational capability.
  • 46. Reverse mentoring
  • 47. Appreciation and concern for broader objectives:
    • Environment
    • 48. Corporate citizenship
    • 49. Local and global community
  • Value is in feeding the network, however that is defined - friends, community, natural resources.
    Gen Y and Milennials move in this space back and forth all day and night.
  • 50. Opportunity - not necessarily to take over, but to have that shared interest and commitment that comes from shared contribution to decisions and understanding
  • 51.
  • 52.
  • 53. So, what did we learn?
    Globally connected, real-time world
    Management models have to change
    You thought your parents were out of touch too
    The next great idea isn’t yours
    Value in the networks, contingents, partners, communities
  • 54. So, what did we learn?
    You can’t keep a secret
    Value is everywhere, not only ‘your way’
    The kids are alright
    It’s ok to play Farmville
    Different doesn’t mean scary
    Don’t hate the change, it hurts less than irrelevancy
  • 55.
  • 56.
  • 57.
  • 58.
  • 59. &
  • 60. Can we still be friends…
    Steve Boese - @SteveBoese
    steveboese@gmail.com
    www.steveboese.squarespace.com
    www.hrhappyhour.net
    www.FistfulofTalent.com
    www.linkedin.com/in/steveboese