Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)

A Framework for Career ManagementCopyright © 2016 Deloitte Development LLC. All rights reserved. 1
fuel50.com
Careers in the 21st Century
This is not your parents’
career management
BERSIN BY DELOITTE WEBINAR
Hosted by Fuel50
home.bersin.com

Josh Bersin
Trends in Human Capital & Career
Dani Johnson
Career Management Framework
Michael Martin
Careers at Ingersoll Rand

Human Capital Trends
Josh Bersin

HR 2017—Bersin by Deloitte predictions for the year aheadCopyright © 2016 Deloitte Development LLC. All rights reserved. 4
Demographic and
political upheaval:
Millennials make up
more than half the workforce.
Boomers working into their
70s and 80s, and a new wave
of nationalism.
Digital technology
infiltrates our lives:
Technology is disrupting
business models and radically
changing the workplace and how
work is done.
Need to increase speed
and employee experience:
Engagement is flat, people are
distracted, hierarchical
structures are going away, yet
speed is increasing.
Career and social contract
with employees changed:
Employees now demand rapid
career growth, compelling and
flexible workplace, purpose, and
increased earnings.e
of purpose at work.
Forces disrupting organizations today
Source: MIT Deloitte Research, 6/2015 “Aligning the Organization for its Digital Future”

Digital Disruption
A New Industrial Revolution
90% of organizations surveyed by MIT
and Deloitte anticipate their industries
will be totally disrupted by digital trends.
Source: MIT Deloitte Research, 6/2015 “Aligning the Organization for its Digital Future”

Siri Cortana Watson Alexa Viv
The Future of Work
Robotics, AI, sensors are here

Robots
Average cost below $25,000.
China purchasing 150,000 in 2016
to deal with shrinking workforce
In 1900 41% of US jobs
were in agriculture. It’s
around 2% today.
There is no fundamental
economic law that
guarantees every adult
will be able to earn a
living solely on the basis
of sound mind and good
character.
- Daniel Akst, “What we can learn from anxiety
about automation”

Impact of Robotics and AI on Work
Jobs Shift to Skills Which Are Essentially Human
Source: Talent for survival Essential skills for humans working in the machine age, Deloitte UK 2016

12%
17%
19%
21%
22%
22%
27%
29%
31%
37%
60%
88%
83%
81%
79%
78%
78%
73%
71%
69%
63%
40%
Not/somewhat important Important/very important
Deloitte Human Capital Trends
Ranking of 2017 trends by importance
Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trends on “The future of work” discussed
in this report.
Percentage of total responses
Organization of the future
Careers and learning
Talent acquisition
Employee experience
Performance management
Leadership
Digital HR
People analytics
Diversity and inclusion
The augmented workforce
Robotics, cognitive computing, and AI
Organization of the future
Careers and learning
Talent acquisition
Employee experience
Performance management
Leadership
Digital HR
People analytics
Diversity and inclusion
The augmented workforce
Robotics, cognitive computing, and AI
Source: Human Capital Trends 2017, Deloitte Consulting, LLP

Why skills matter so much
Source: U.S. Bureau of Labor Statistics

Shift Toward Social Skills and Hybrid Jobs
For data
For data science and analytics
positions:
• 9% require “creative skills”
• 29% require “teamwork skills”
• 22% require “problem solving”
• 27% require “writing skills”
• 29% require “research skills”
Source: Bersin by Deloitte research with Burning-Glass Technologies

50% of Millennials will
live to age of 100, expect
10-12 jobs by age of 38
Half-life of technical skills is
approximately 2 years
37% of working people
believe they will change
careers within 5 years
Change in the nature of a Career
Only 29% of companies
believe careers in their
company are 10 years+,
44% say less than five years
83% of companies believe
they will have “open careers”
within 3 years, only 19%
have structured careers
Life expectancy of Fortune
1000 firm is less than 15
years

“Over 300 years of economic history,
the principal and most enduring
mechanism for distribution of wealth
and reduction in inequality is the
diffusion of skills and knowledge.”
And this has become an issue with engagement and brand
The learning curve is the earning curve

Career development is key to retention
Millennials rate development the #1 job benefit
6%
6%
8%
14%
19%
22%
0% 5% 10% 15% 20% 25%
Greater vacation allowance
Retirement funding
Free private healthcare
Cash bonuses
Flexible working hours
Training and development
Millennials in the workforce
For Millennials, “Training and development” is the most coveted job benefit
Percent indicating job benefit in first place
Source: Human Capital Trends 2017, Deloitte Consulting, LLP

Research Highlights
Dani Johnson

Shared responsibility:
• Worker – drives the process
• Manager – supports and guides
• Organization – sets expectations, builds infrastructure
from worker owned to worker owned, org supported
Responsibility for career:

from career paths to career progression
Movement around the organization:
• More movement in general
• More emphasis on development, and development is
not always UP
• “Experience collecting” and “attribute building”

from full-time balance sheet workers to diverse sources
Expanded workforces:
Traditional:
• Full time balance sheet employees
• Part time / seasonal workers
• Contractors
• Consultants
Non-traditional:
• Higher ed partnerships
• Retired workforce
• Contingent workers (the gig economy)
• Externships/internships/apprenticeships
• Open innovation competitions / crowdsourcing

From coaching to more visibility and guidance
Visibility & communication:
• More aligned internal & external messaging
• Worker awareness of opportunities and development
• Multiple channels of communication about career
management

from focus on actions to focus on alignment
Alignment:
• Several elements to successful career management
• Alignment rather than individual actions
• More than one way to do career management

The Framework
Elements & approaches

The 7 elements of career management
What are organizations are paying attention to?
Paths
PeopleEnablersProgression
Preferences Sources
Leadership Messaging Infrastructure
Development

4 approaches to career management
Structured Flexible Open Transitory
Focused on preparing &
moving workers through
well-defined career paths
designed to follow the
organizational structure.
Focused on moving
workers through fairly well-
defined levels of an
organization, while
providing flexibility in career
paths and job descriptions
to accommodate
development &
organizational needs
Focused on facilitating the
work by assembling the
most appropriate talent.
Movement based on worker
interest and organization
need. Often used in team
environments.
Focused on facilitating the
work by finding and utilizing
the best talent sources –
either external or internal

The Career Management Framework

Ingersoll Rand – Career Progress
Michael Martin

Key Facts: Ingersoll Rand
Company Headquarters
• Incorporated in Swords, Ireland.
• North American Headquarters and Corporate Center is located in Davidson, North Carolina.
New York Stock Exchange
• Been listed continuously on the New York Stock Exchange since October 11, 1906.
• 16th oldest company and the 12th oldest continuously listed company on the NYSE.
• Stock ticker is IR.
Company History
• 147 years old. The company was founded when Simon Ingersoll patented the steam-powered
rock drill in 1871.
• First incorporated on June 1, 1905.

Industrial Brands
Climate Brands
Ingersoll Rand Brands

Career Development: an existing need
Employees want more focus on career development:
Employee engagement survey results consistently tell us we have
opportunity to improve important growth and development areas,
including:
I can achieve my career goals at this company.
The company has effective processes for developing people.
I am supported in taking advantage of available career
opportunities.

What is Career Progress?
• Greater visibility to possible career development moves and experiences
• Online tools and resources to enhance career development
• A common framework to organize jobs consistently across the company
• Manager tools to facilitate better career discussions and guidance
• A foundation for succession planning and building stronger talent pipelines
GROWING
OUR PEOPLE
TO GROW OUR
BUSINESS
CAREER
FRAMEWORK
Standard job architecture
Rewards methodology
CAREER
MANAGEMENT
Success Profiles
including
key experiences and
common career
moves
My Career Navigator

My Career
Navigator

Explore
Paths

Success
Profiles
Success Profiles for roles
include the key experiences
to be gained, competencies
and level of skill needed,
common career moves in
and common next moves

• Implemented My Career Navigator for 20,000+ salaried
employees in March 2016
• Career Framework rollout completed in October 2016
including career pathing functionality in My Career
Navigator
• Translating content into 6 additional languages in 2017
• 60%+ of salaried employees to date have utilized My
Career Navigator
• Focused on integrating and ingraining new resources into
our existing processes
• Feedback has been positive, will be monitoring specific
development and career items on our 2017 Employee
Engagement survey
Implementation

fuel50.com
Careers in the 21st Century
This is not your parents’ career
management
WEBINAR BY FUEL50 & BERSIN BY DELOITTE
Join us for our next webinar in the series on the 20th April with IBM’s
Gordon Ritchie - Disrupting the Career Ladder
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Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)

Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)

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