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The#futureOF
work
What does the
future of work
look like?
It's not
jetpacks.
It's not
holograms.
It's not
teleportation.
It's people.
In the past, companies were
only powerful if they had:
Land.
Capital.
Raw
materials.
But not anymore.
Now, our world is
increasingly digital.
Companies don't necessarily deal in things...
...they deal in knowledge.
And the Internet has made it possible
for anyone to become knowledgable.
SENT
So to be successful,
your company needs
to have the smartest
people.
But those people could be anywhere.
That would have been a
problem in the old days.
Work used to
look like this...
Now, it looks
like this...
This is the open
talent economy.
The company of the future is an ever-changing
mix of full-time and part-time employees
The company of the future is an ever-changing
mix of full-time and part-time employees,
contractors
The company of the future is an ever-changing
mix of full-time and part-time employees,
contractors, retired alumni
The company of the future is an ever-changing
mix of full-time and part-time employees,
contractors, retired alumni and even people
with no formal connection to you.
Employees move from role to role, within and
outside of your company, and across the world.
Basically, people don't stay in one
place for 20 years anymore.
YEARS OF SERVICE
20
(And that's a good thing.)
When employees explore
new roles, they make
connections.
Then they bring those
connections back to you.
In the open talent economy,
the quality and scope of an
employee’s network is a key
differentiator.
Connections help them
solve problems, transition
into new roles, and implement
effective plans.
So in the future, smart companies will
encourage employee networking.
A social employee profile
not only boosts the
employee's reputation...
PROFILE
PROFILE CONNECTIONS (548)
...it helps them make connections.
By 2020, Millennials—the
first group of people to
use digital networks since
birth—will be 50% of the
workforce.
50%
By 2030,
they'll be 75%.
75%
The future of work
is coming soon.
comingsoon
(No jetpacks required.)
Ready for more?
Download “Why Reputation and
Networks Matter in the Open Talent
Economy” from Bersin by Deloitte.
DOWNLOAD
Research Bulletin | 2013
Knowledge and strategic relationships fuel many organizations in
today’s rapidly changing, global economy. As such, organizations
need to leverage the individuals—and their networks—that
possess the most relevant knowledge, whether they are current
employees or are only loosely connected to the organization. To do
this, organizations should create and leverage peer collaboration
networks that enable them to identify and connect with individuals
who have the unique skills, knowledge, and capabilities these
organizations need. Research indicates that this approach works
in driving value organizations that have effectively used internal
reputation networks and profile databases have been able to
increase key metrics such as employees’ time to productivity and
innovation levels.
This research bulletin answers the following questions:
• Whyare employees’ reputations and networks especially
important today?
• Howcan online tools that publicize employees’ accomplishments
and recognition from peers help employees build and manage
their careers?
• Whatis the role of these online tools in assisting managers with
September 30, 2013
BERSIN BY DELOITTE
180 GRAND AVENUE
SUITE 320
OAKLAND, CA 94612
Why Reputations and
Networks Matter in the
Open Talent Economy
About the Author
Stacia Sherman Garr
Lead Analyst
Bersin by Deloitte
Deloitte Consulting LLP
Achievers inspires Employee Success.™
Our software helps global companies dramatically increase
employee engagement, retention, and performance to drive
overall business success.
www.achievers.com
Sources:
1. Slide 33 and 34: Meister, J (2012). “Three reasons you need to adopt a millennial mindset regardless
of your age.” Forbes.com online column. Accessed 8/23 2013.
2. “Why Reputations and Networks Matter in the Open Talent Economy.” Bersin by Deloitte. 2013.

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The Future of Work

  • 2. What does the future of work look like?
  • 7. In the past, companies were only powerful if they had:
  • 12. Now, our world is increasingly digital.
  • 13. Companies don't necessarily deal in things...
  • 14. ...they deal in knowledge.
  • 15. And the Internet has made it possible for anyone to become knowledgable. SENT
  • 16. So to be successful, your company needs to have the smartest people.
  • 17. But those people could be anywhere.
  • 18. That would have been a problem in the old days.
  • 19. Work used to look like this...
  • 21. This is the open talent economy.
  • 22. The company of the future is an ever-changing mix of full-time and part-time employees
  • 23. The company of the future is an ever-changing mix of full-time and part-time employees, contractors
  • 24. The company of the future is an ever-changing mix of full-time and part-time employees, contractors, retired alumni
  • 25. The company of the future is an ever-changing mix of full-time and part-time employees, contractors, retired alumni and even people with no formal connection to you.
  • 26. Employees move from role to role, within and outside of your company, and across the world.
  • 27. Basically, people don't stay in one place for 20 years anymore. YEARS OF SERVICE 20
  • 28. (And that's a good thing.)
  • 29. When employees explore new roles, they make connections.
  • 30. Then they bring those connections back to you.
  • 31. In the open talent economy, the quality and scope of an employee’s network is a key differentiator.
  • 32. Connections help them solve problems, transition into new roles, and implement effective plans.
  • 33. So in the future, smart companies will encourage employee networking.
  • 34. A social employee profile not only boosts the employee's reputation... PROFILE
  • 35. PROFILE CONNECTIONS (548) ...it helps them make connections.
  • 36. By 2020, Millennials—the first group of people to use digital networks since birth—will be 50% of the workforce. 50%
  • 38. The future of work is coming soon. comingsoon
  • 40. Ready for more? Download “Why Reputation and Networks Matter in the Open Talent Economy” from Bersin by Deloitte. DOWNLOAD Research Bulletin | 2013 Knowledge and strategic relationships fuel many organizations in today’s rapidly changing, global economy. As such, organizations need to leverage the individuals—and their networks—that possess the most relevant knowledge, whether they are current employees or are only loosely connected to the organization. To do this, organizations should create and leverage peer collaboration networks that enable them to identify and connect with individuals who have the unique skills, knowledge, and capabilities these organizations need. Research indicates that this approach works in driving value organizations that have effectively used internal reputation networks and profile databases have been able to increase key metrics such as employees’ time to productivity and innovation levels. This research bulletin answers the following questions: • Whyare employees’ reputations and networks especially important today? • Howcan online tools that publicize employees’ accomplishments and recognition from peers help employees build and manage their careers? • Whatis the role of these online tools in assisting managers with September 30, 2013 BERSIN BY DELOITTE 180 GRAND AVENUE SUITE 320 OAKLAND, CA 94612 Why Reputations and Networks Matter in the Open Talent Economy About the Author Stacia Sherman Garr Lead Analyst Bersin by Deloitte Deloitte Consulting LLP
  • 41.
  • 42. Achievers inspires Employee Success.™ Our software helps global companies dramatically increase employee engagement, retention, and performance to drive overall business success. www.achievers.com
  • 43. Sources: 1. Slide 33 and 34: Meister, J (2012). “Three reasons you need to adopt a millennial mindset regardless of your age.” Forbes.com online column. Accessed 8/23 2013. 2. “Why Reputations and Networks Matter in the Open Talent Economy.” Bersin by Deloitte. 2013.