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Human in Transformation: in the Crossfire of Employee Experience and Competence Gap

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Human in Transformation - presentation in AaltoEE Divia forum.

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Human in Transformation: in the Crossfire of Employee Experience and Competence Gap

  1. 1. FINLAND / SINGAPORE / POLAND / SOUTH KOREA / IRAN / TAIWAN / CHINA / INDONESIA / SWEDEN / RUSSIA / THE BALTICS in the Crossfire of Employee Experience and Competence Gap Human in Transformation Roope Ruotsalainen Chief Digital Officer, Partner Frankly Partners
  2. 2. Prologue New requirements All rights reserved © Frankly Partners 2016
  3. 3. Labor market becomes more polarized. Higher demand for digital skills. Less work for middle managers and administration. All rights reserved © Frankly Partners 2016MIT Center for American Progress
  4. 4. And different expectations: job security is important, but continuous learning guarantees career security. All rights reserved © Frankly Partners 2016 New generation with new digital skills.
  5. 5. All rights reserved © Frankly Partners 2016MIT Digitalization sets new requirements. But it is worth to adapt. Digitally advanced businesses are 9% - 25% more profitable than their average industry competitors.
  6. 6. It takes two to tango. All rights reserved © Frankly Partners 2016 FEARJOY PROFIT Employee experience Competence gap
  7. 7. First fix From employee brand to employee experience All rights reserved © Frankly Partners 2016
  8. 8. All rights reserved © Frankly Partners 2016 Highest performing businesses are driven by higher purpose. 1. Creating employee experience 2. Higher purpose
  9. 9. All rights reserved © Frankly Partners 2016 Employees who are likely to remain longest share their organization’s values, and are more satisfied with its sense of purpose and support of professional development. Percent satisfied with each aspect/describes their organization Deloitte 1. Creating employee experience 2. Higher purpose Most satisfied employees are driven by higher purpose.
  10. 10. Understand how to create perceived value for the employees. What is the purpose that resonates with them? All rights reserved © Frankly Partners 2016 INFORMATION IS GLOBAL FOCUS ON CUSTOMER DELIVER EXCELLENCY DEMOCRACY ON WEB WORKS EXCELLENT IN ONE, INSTEAD OF MEDIOCRE IN MANY FAST IS BETTER THAN SLOW SERIOUS WITHOUT SUIT MOBILE GLOBAL AGILE DON’T BE EVIL LOCAL DESIRED VALUE CURRENT PERCEIVED IMPACT OF TOPIC 1. Creating employee experience 2. Higher purpose
  11. 11. When employees are scarcity, they All rights reserved © Frankly Partners 2016 1. Creating employee experience 2. Evolving career Hence, in digital business the employee intake is tightening spiral dive. Higher requirements, less skills, faster speed. expect to advance their careers fast.
  12. 12. All rights reserved © Frankly Partners 2016 “Our competence development program costs too much, what happens if they leave?” “Imagine what happens, if we don’t develop their competences, and they stay?” 1. Creating employee experience 2. Evolving career
  13. 13. Best employee experience is human. From human to human. All rights reserved © Frankly Partners 2016 1. Creating employee experience 2. Human to human
  14. 14. Second fix Bridging the competence gap All rights reserved © Frankly Partners 2016
  15. 15. All rights reserved © Frankly Partners 2016 Different phases of digitalization require different competences BABY STEPS Digital channels in sales and marketing HYPE Innovations in products, experimenting services SERIOUSNESS Business impact of digitalization DETERMINATION Priority in strategy planning and C-suite NEW RISE New extinction of silos, integrated everywhere - Digital competence development - Big data, human understanding, privacy - Digital business initiative portfolio optimization - Experimenting and testing - Online/mobile data and optimization - Digital marketing communication - In-depth leadership of partner network - Lean or agile product / service development - Marketing automation - Evaluating business critical digital skills - Data driven leadership - Change management - Fast pace career planning - Transparency and sharing - High tempo testing - Cannibalization
  16. 16. Data driven leadership delivers results. Like it or not. All rights reserved © Frankly Partners 2016Forbes WHERE COMPETITIVE ADVANTAGE HAS BEEN ACHIEVED AS A RESULT OF DATA-DRIVEN MARKETING — BY STAGE OF DEVELOPMENT 2. Bridging competence gap1. New leadership
  17. 17. Most of the times, the gap is human, not data. All rights reserved © Frankly Partners 2016 DATA VISUALIZATION, REPORTING ANALYSIS RECOMMENDATION ACTION 2. Bridging competence gap1. New leadership
  18. 18. Enablers of the change are universal. All rights reserved © Frankly Partners 2016 VISION COMPETENCES INCENTIVES RESOURCES PLAN CHANGE+ + + + = COMPETENCES INCENTIVES RESOURCES PLAN CONFUSION+ + + + = VISION INCENTIVES RESOURCES PLAN ANXIETY+ + + + = VISION COMPETENCES RESOURCES PLAN SLOW CHANGE+ + + + = VISION COMPETENCES INCENTIVES PLAN FRUSTRATION+ + + + = VISION COMPETENCES INCENTIVES RESOURCES WRONG DIRECTION+ + + + = 2. Bridging competence gap1. New leadership
  19. 19. Bridging the competence gap requires new team compositions. All rights reserved © Frankly Partners 2016 What is the new composition in your industry? Where does your innovation happen? 2. Bridging competence gap1. New skills Art director Copywriter Creative technologist Visual mathematician
  20. 20. All rights reserved © Frankly Partners 2016 2. Bridging competence gap1. Bold management Finally, if the top management is not brave enough to cannibalize oneself, turbulence of disruption will help closing the business.
  21. 21. Growth happens in crossfire. All rights reserved © Frankly Partners 2016 FEARJOY PROFIT Employee experience Competence gap Roope Ruotsalainen Chief Digital Officer Frankly Partners roope.ruotsalainen@franklypartners.fi mob. +358 40 735 5557

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