Are you ready for the human age luc engels mgs_ifma_18-02-2014
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Introductie 'The Human Age in Facility Management'
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Are you ready for the human age luc engels mgs_ifma_18-02-2014
- 1. Are you ready for the Human Age? Luc Engels, Director ManpowerGroup Solutions Thursday, February 20, 2014
- 2. A Time of Risk and Uncertainty “THE QUESTION THAT FACES THE STRATEGIC DECISION MAKER IS NOT WHAT HIS ORGANIZATION SHOULD DO TOMORROW. IT IS, WHAT DO WE HAVE TO DO TODAY TO BE READY FOR AN UNCERTAIN TOMORROW?” Peter Drucker 2
- 3. The World We Live In… Bubblization of Society Individual Choice Uncertainty Do More With Less One Size fits One Rise in the Middle Class Talentism Changing Mindsets Technological Changes Talent Mismatch Disruption Global Connectivity Compressed Economic Cycles Human Age Power of the Individual Power of the Community Shorter Skills Life Cycle Volatility Value Compression Bifurcation Social Shifts Major Agent of Growth Mature vs. Emerging Market Growth Human Potential InterconnectedChaotic Political Shifts 3
- 4. We are in The Human Age… In this new age it will be the power of human potential that drives companies and communities forward. Winning in the Human Age requires a new way of thinking about and approaching your workforce or your career. The only certainty is uncertainty 4
- 5. World of Work Trends People with the right skills are hard to find People have the power of knowledge People have the power of choice People are connecting in new ways 5
- 6. Demographics and the talent mismatch are increasing the pressure to find the right skills in the right place at the right time as working age populations decline, economies rebound, emerging markets rise, and the nature of work shifts. 6
- 8. Individual Choice is eliminating the one size fits all approach and elevating the need for one size fits one. 8
- 9. One Size Does Not Fit All Traditionalist Boomer Generation X Generation Y Born 1928-1945 Born 1946-1964 Born 1965-1979 Born 1980-1995 Hierarchical Idealistic Pragmatic Immediacy Each generation approaches work differently, shaped by the economic, social and political forces of their time. 9
- 10. Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. Employers have become more sophisticated in assessing their workforce and are looking for specific skills that enable their companies to do more with less to meet ever-rising consumer needs. 10
- 11. In a global inter-connected world your customers know more and expect more. 11
- 12. Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom. 12
- 13. Technology has long transformed the way we work Talent can be virtually accessed anywhere Competition is everywhere 13
- 15. 20 Epic Shifts of the Human Age YESTERDAY TOMORROW Industrial/Information Ages Capitalism Access to capital the differentiator Driven by owners and companies Workers chasing companies Companies dictate terms Workers living near (or from) place of work Talent glut Unemployment from over-supply Technology the enslaver Closed borders Migration rare Job for life Corporate opacity; secretiveness The Human Age Talentism Access to talent the differentiator Driven by skilled individuals Companies chasing workers Employees dictate terms Workers living (or from) anywhere Talent shortage Unemployment from specific demand Technology the liberator Open borders Migration commonplace Multiple jobs by age 38 Corporate transparency; openness, human approach Non-OECD countries growing and dominant BRIC-MIST, esp. China, India, Africa Work with an organization Look out, not in Agility matters Hire passion Flexible frameworks OECD countries growing and dominant Work for an organization Be lean and mean Size matters Hire power Command and control 15
- 16. Boost Agility Employers have to anticipate the return of the economy growth, redesigning the future of their organisations ManpowerGroup’s role is to help to accelerate is to help them by providing short term and long term solutions Work Models People Practices Talent Sourcing 16
- 17. Agility & flexibility – keypriorities for 2004 • Barriers to change : o Speed of decision making o Employee commitment o Leadership focus o Technological capabilities o Workforce capabilities 17
- 18. Explore New Talent Sources Transforming the Talent Ecosystem ? Communities Consultant Talent Pools Retired Talent Permanent Employees Contingent Talent Pools Contract Talent Pools Crowd Outsourced Talent Pools 18
- 19. Key Questions to manage the new FM ecosystem • • Full-Time Employees • • • Project/Outsourced Resources Contract Resources What is the “right” mix of workers for us? What positions are best filled by contractors? By full-time employees? How do I decide whether to hire full-time, contract, or outsource? What is the right sourcing model for these resources? And how do I put a process in place to keep this balance optimized? 19
- 20. Do you have a Facility Management Strategy aligned to your Business Strategy? 20
- 21. Key trends Facility Management for 2014 21
- 22. 22
- 23. Follow us… ManpowerGroup Knowledge Center: www.manpowergroup.be & 23
Editor's Notes
- Thank you.The economy is changing and the world of work is changing and we have to face new challenges.Every departments of a company has to anticipate these new trends and challenges and innovate in order to create valueSales, marketing, finance, Production, R&D, HR etc During this hour we will all be in charge of Facility Management and see how we can be creative in this new economic environment
- We are still living in a time of uncertaintyEconomic uncertainty (economic growth is improving but no visibilityFinancial uncertainty Environmental uncertaintyEmployment uncertainty (meos)RISK is a critical part of the business strategy.On the same time people and HR issues will become more and more critical. For organisations, economic performance is related to social performance.The question that faces the strategic decision maker is not what his organization should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?”The past is the past for business and HR strategists and a new future is upon us. Those organizations that myopically focus only on annual hiring plans, rather than considering the implications that these trends have on your workforce longer-term, will be in trouble…That is the purpose of workshop Find new ways to anticipate the futures trends
- Today, more than ever ManpowerGroup and you operate in an economic environment that looks like that…..These are the key themes facing every business in today’s economy…Uncertainty as I saidChange is coming faster and faster, Assumptiosn of yesterday can not remain the assumption for tomorrow…Global market:De economische groei blijft verschuiven van noord naar zuid en van west naar oost. Zo zullen de groeimarkten, vandaag goed voor 39% van het wereld-bbp, tegen 2020 52% daarvan op hun conto schrijven. Diezelfde landen vertegenwoordigen tegen 2020 liefst 70% van de wereldwijde economische groei.Duringmy short introduction we willexplorethisnewworld of workthat Manpower Group has announcedduring the Word Economic forum of Davos in 2011.
- Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
- 4 Mega trends, 4 Driving Forces are impacting your business and the world of work Talent Mismatch is deepening as the working age population declines and the nature of work changes.Several years ago Mac Kinsey spoke about th e war for talent. Talent was the manager. Nowadays talent is the scarce resource at all levelsIndividual Choice will be exercised by those with the skills that are most in demand.More than ever people want to choose their career and their life…shift of power from employer to individual Technological RevolutionsPeople are connectign in new ways . Technologies make everyting possible! Rising Customer Sophistication requires businesses to deliver greater value and efficiency.Knowledge is key
- Labour market is still in a paradox, from on side high unemployment rate (8.7% in Belgium, 12.2% eurozone, 20% in Brussels)On the same time difficulty to find the right skill. According to our ManpowerGroup annual Talent Shortage Survey, 1 in 5 Belgian employer has difficulty filling in jobs. (1 in 4 in Europe, 1 in 3 worldwide)Demographic will have a major impact with baby boomers leaving the laboruru marketGlobal population having 60+8%11%22%In 2050 in Belgium, 1 active for one retired!IMPLICATIONSThe Talent Mismatch is deepening as the working age population declines and the nature of work changes.Organizations will need agile attraction and retention strategies.Critical skills shortages will accelerate the mobility of workers and work.There will be increased pressure to keep older workers engaged longer.Continuous training and development will be required to maintain a job-ready workforce.• Government will play a larger role in navigating the skills mismatch
- This slide illustrates the gap between supply and demand of available skills.QuestionWhich are today or rik to be in shortage tomorrow in your organisation?
- The multiple generations in the workforce – who bring a variety of motivations and preferences – has accelerated the shift of power from employer to individual and will change how organizations attract, engage and retain talent. Those individuals with the ability, access and self-motivation will benefit from the shift of power from employer to individual. Those individuals with general, mainstream skills, shared by many, will be marginalized unless they improve their skills and workplace relevance IMPLICATIONSCompanies need to better understand individuals’ motivations and work preferences, and the impact they have on their talent strategy – one size no longer fits all – one size fits one • Companies need to understand how to attract, engage and manage the multi-generational workforce • Companies will need segmented candidate attraction models, well-designed people practices and employee experiences to retain the talent they need • Companies’ employer brand and reputation will become increasingly important • Individuals will need to take more responsibility and ownership for their careers and development • Governments and public / private partnerships will play a much broader role in
- More generations in the workforce … means more tensions in the system…Everyone has a story to tell about dealing with this…Leadership and practices have to adapt!People join companies but leave managers….
- How many of you have the same margin in your business as you did 5 years ago?The world is more connected now… supply chains and margins are compressed…Customers’ operating and purchasing behavior is more global and sophisticated, increasing the complexity of their relationships and the specificity of their demands. Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. IMPLICATIONS Rising Customer Sophistication requires businesses to deliver greater value and efficiency.- Faster - DifferentiatedMore agile - Global • Intensified price / value compression puts increased pressure on the productivity of a company’s workforce • Companies’ success is no longer only based on access to capital – now, talent has become a key differentiator • Companies’ practices are under increased scrutiny; therefore, they must stand up to total transparencyNeed to attract the talent to drive innovation!
- Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. Employers have become more sophisticated in assessing their workforce and are looking for specific skills that enable their companies to do more with less to meet ever-rising consumer needsCustomers’ expectations around price and value will rise, shifting the key competitive differentiator from a company’s access to capital to access to talent.Pressure to deliver value has intensified, requiring everyone to do more with less.
- Technology are changing our life faster and fasternombre de personnes qui utilisent internet est passé de 495 millions en 2001 à plus 2,4 milliard en 2013 (soit plus d’un tiers de la population mondiale). Le téléphone mobile a franchi, le 8 juillet, la barre symbolique des 5 milliards de clients dans le monde, selon le groupe suédois Ericsson, numéro un mondial des réseaux mobiles. Un chiffre vertigineux à rapporter aux 6,8 milliards d'individus qui peuplent la planète. (96%) Autre chiffre affolant : chaque jour le monde compte 2 millions d'abonnés supplémentaires!Social media are transforming the waywe do business… e commerce become the norm! Technological Revolutions have the power to change where, when and how we work.Increased transparency has changed the definition of valuable data.Unsubstantiated information increases the importance of verification.Technology and global arbitrage increase individuals’ and organizations’ choice of where, when and how work is performed.
- Talent can be accessed anywhereWhich means that competition is everywhereManpower looks at what this means to your workforce – how to leverage it for increased engagement, productivity, creativity and innovation!
- 20 epic shift of the humanageshift of power from employer (yesterday to ‘talented’ individual (todayHighlightCapitalism- talentismCompanies dictate terms – employees dictate termsTechnolody opens possibilitiesClosed border – open borderJob for life multiple jobsOpacity - transparencyWork for an organisation – work with an organisationSize – agility/flexibility
- Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
- The Crowd – DoNanza Data confirmed more than 1 million work projects were distributed across 900+ marketplaces in 2010. Although extremely high risk for organizations and workers ManpowerGroup research confirms a savings of 67% in work provided in virtual marketplaces. Our opinion is that as this model matures the labor arbitrage will reduce as has been the case with emerging physical labor markets mature. Demand for knowledge workers will grow - supply will not.How will you improve the talent supply?Educational PartnershipsBecome an Educational factoryTap into underutilized poolsOlder workersWomen/men looking for flexibilityIndustry migrantsIdentifying adjacent skills – teachable fitAccelerating developmentRethinking work models: Part-time, crowdsourcing, retireesTalent/work mobility????
- It is the New Way we believe that leaders should be thinking about work in the 21st century. We feel strongly that it all starts with an outside in view of the world. There was a time when external forces like the economy, customer competitive pressures and risk were the domains of the CEO ad the CFO. They formed the strategy and expected HR leaders to deliver the strategy. That was yesterday. Insight is needed to make better workforce investment and tradeoff decisions.A re-evaluation of assumptions and mindsets mandatory in this new reality. Deep and fresh understanding about the trends changing the world of work.It’s our time!!
- Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge
- Bedrijven moeten zichzelf opnieuw uitvinden willen ze nog een rol van belang spelen in een wereld waar weinig tot niets nog voorspelbaar lijkt. Immers, in het tijdperk van The HumanAge waar minder het kapitaal dan wel het talent de motor van de economische groei vormt verstrengelen economische, politieke, technologische en culturele evoluties zich in een versneld tempo tot een onontwarbaar kluwen of gordiaanse knoop.Complexiteit is een van the keywords of the HumanAge