Future of work - The work revolution: opportunity or threat for HR - Prof. Dr. Dirk Buysens and Mr. Peter Thomson

Loopbaanmanagement en een veranderende organisatiecontext Prof. Dr. Dirk Buyens and Mr. Peter Thomson© Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

What did we do wrong? Arbeit und Liebe Transition: from ‘work cannot make you happy’ to ‘work has to make you happy’ “You can do everything, as long as you want it”3| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

What’s the meaning of work? “Eight hours a day, life is no longer mysterious, sad, haunting, touching, confusing or melancholy; it is a practical stage for clear‐eyed action.”4| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

The Why of Work (Ulrich and Ulrich) Leaders are ‘meaning makers’ “Most people find as much meaning in their lives as they make up their minds to find’5| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Changing world of work Demographics Role of women Social expectation Technology Social media Economics Environment6| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Current work culture Rewarding long hours Overlaying technology onto existing patterns Top‐down management processes Limited employee involvement Lack of engagement Fixed work patterns Presenteeism 20th Century Management Practices7| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Flexing time & place: new ways of working Location Independent Remote Timelords Controllers Time Time Independent Dependent Time Shift Stretchers Shapers Location Dependent8| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Why it makes business sense? “Workplace flexibility…affects the well‐being of our families and the success of our business. It affects the strength of our economy – whether we’ll create the workplaces and jobs of the future we need to compete in today’s global economy.” President Barack Obama9| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Tangible & intangible gains Tangible gains include: Intangible gains include: Higher productivity Reduced risk of business disruption Improved customer service Greater customer loyalty Resources better matched to customer Improved access to key contracts demand More creative output from employees Faster response to market changes Stronger management skills Higher employee morale and loyalty Faster access to new markets Lower management overheads due to Cost savings on real estate, utilities and employee self‐management services Healthier workforce, less prone to burnout Cost savings on business travel Retention of knowledge and skills Reduction in CO2 emissions More transparent succession planning Lower staff sickness and absenteeism Access to wider sources of talent Lower staff turnover More women in senior management Enhanced employer reputation Contribution to environmental sustainability10 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Organisation Culture TYPE A TYPE B People need to be directed People are self‐motivated Bureaucratic, formal Casual, informal Low trust High trust Command and control Enable and empower Reward time Reward output Managers decide Teams decide Follow precedent Be creative11 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Leadership Set example from the top Recognise generational differences Value diversity Communicate effectively Delegate and trust people Focus on values Monitor behaviour Engage workforce12 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Breaking free: From the old to the new world of work 5 “Trust” principles Principles 1. Trust your people 2. Reward output 3. Understand the business case 4. Start at the top 5. Treat people as individuals13 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

3 major shifts needed for business (Lynda Gratton) 1. From shallow generalist To serial master 2. From isolated competitor To innovative connector 3. From voracious consumer To impassioned producer14 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Implications for HR Linking work practices with productivity Encouraging flexibility Supporting good management practice Measuring success – Employee turnover, absenteeism Avoiding standardisation Becoming proactive Adding real value15 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Questions to HR professionals? How do we create (destroy) “meaning”? How can we contribute to the “trust” principle? How do we set the example, “walk the talk”? Let’s discuss, how do you see it happening?16 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Future of work - The work revolution: opportunity or threat for HR - Prof. Dr. Dirk Buysens and Mr. Peter Thomson

by Vlerick Business School on Jun 14, 2012

Accessibility

Categories

Upload Details

Usage Rights

Statistics

Future of work - The work revolution: opportunity or threat for HR - Prof. Dr. Dirk Buysens and Mr. Peter Thomson Presentation Transcript