Understanding and Leveraging the Hybrid Workforce for Organizational Success<br />Steve Boese<br />Structure 2011<br />May...
Agenda<br />1. Introduction  <br />2. Data is our friend<br />3. This means something<br />4. Strategery<br />5. Recommend...
Steve Boese<br />HR Technology Guy<br />Host of the HR Happy Hour Show<br />Writer on Fistful of Talent<br />HRevolution O...
What are we talking about?<br />Contingent workers are persons who do not expect their jobs to last or who reported that t...
Talking ‘bout my generation<br />Boomers  1946 - 1964<br />Strong economy<br />Work, work, work<br />Leaders and rebels<br...
Talking ‘bout my generation<br />Gen ‘X’ 1965 - 1980<br />Institutions under assault<br />Watched parents struggle (layoff...
Talking ‘bout my generation<br />Gen ‘Y’ 1981 - 2000<br />Over-scheduled and programmed<br />Strong economy (until the dot...
Talking ‘bout my generation<br />Gen ‘Z’ or Gen ‘I’ 2001 - Present<br />Internet in every part of life<br />Post 9/11 view...
Trends<br />Growth coming from<br /> outside USA<br />Increasing purchasing<br /> power in India and China<br />Hard to fi...
Countries by real GDP growth rate<br />
Where is everyone?<br />Selected Data from Fortune ‘100 Best Companies to Work For list’<br />#1 – SAS <br />US Employees ...
Does your office look like this?<br />
Or something like this?<br />
So what does this mean?<br />Period of rapid and unprecedented change in<br /> organizations, societies, and stakeholders<...
Organizations and societies<br />that can recognize,<br /> adapt, and exploit<br />these new connected,<br />virtual,<br /...
Where is that Idea?<br />
Strategery (aka what can we do)<br />
Old ‘Build vs. Buy’ argument<br />Build<br /><ul><li>You are very certain of workforce</li></ul>capability needs beyond an...
High functioning talent development process
Hi-pos, future leaders identified
Commitment and engagement of key staff that ‘see’ there future with you
Likely to be cheaper in the medium/long run</li></li></ul><li>Old ‘Build vs. Buy’ argument<br />Buy<br /><ul><li>Less cert...
Talent needed for shorter timeframes and targeted projects that may not have repeatable utility
Less capability in the in-house talent development processes
Career paths and long-term career opportunities not clear
Uncertainty in environment – market, industry, leadership
Likely to be more expensive in the short run, less risky long run</li></li></ul><li>I’ll take ‘Generations at Work’ for $2...
I’ll Choose ‘B’ Alex<br />Understand motivations<br />Connectedness<br />Sustainability<br />Community<br />Feedback<br />...
I’ll Choose ‘B’ Alex<br />Leverage these drivers<br />Internal networks<br />Care for environment<br />Bigger picture goal...
You likely don’t have a choice, eventually  the Boomers in charge will retire.<br />Or die.<br />Sorry to be so blunt.<br />
Some recommendations<br />100% guaranteed to work 60% of the time<br />your mileage may vary<br />
How can you make sure this dynamic,<br />vibrant, much more difficult to manage<br /> hybrid workforce be aligned and led ...
Tools - just like it is imperative to know<br />who, where, when, what on your<br /> full-time staff, you need that same l...
Processes - manage contingent staff.<br />Don’t let them become ‘someone else’s<br />problem’. And while they may seem mor...
Culture<br />Don’t look at cultural differences as obstacles, but more as opportunities to grow and develop individuals an...
Reverse mentoring<br />
Appreciation and concern for broader objectives:<br /><ul><li>Environment
Corporate citizenship
Local and global community</li></li></ul><li>Value is in feeding the network, however that is defined - friends, community...
Opportunity - not necessarily to take over, but to have that shared interest and commitment that comes from shared contrib...
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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.

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.

Published in: Business, Technology
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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

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