The document discusses several key topics related to the future of work and women in project management. It notes that technology is replacing many jobs and skills will need to constantly be updated. There are also shifts towards more non-traditional and flexible work arrangements. Specifically for women, the document outlines barriers they face such as biases, lack of support for flexible work or care responsibilities, and suppressed career progression after working part-time. It emphasizes that culture and mindset changes are needed within organizations to fully include women, as well as better training and support from managers. Overall, the future of work presents opportunities but also challenges to promote diversity and inclusion.

1. APM Women in Project
Management Conference
Closing the gap – women in the
professions
London, 29 Sept 2016
Peter Cheese
CEO, CIPD

2. Key themes shaping the future of work
Technology and digital
Globalisation and
economic change
Workforce and
demographics

3. • ‘Computerisation could
replace up to 47% of jobs
in the US’
• Top 10 in demand jobs in
2010 didn’t exist in 2004
• 65% of school children
today will end up doing
jobs not yet invented
• 15m jobs to be replaced by
robots in the next 20 years
(BofE)
Probability of
computerisation
Occupation
99% Maths technicians
99% Insurance underwriters
98% Loan officers
98% Credit analysts
98% Legal secretaries
97% Dental lab technicians
96% Surveying & mapping technicians
96% Compensation & benefit managers
95% Nuclear power reactor operators
94% Paralegals and legal assistants
94% Accountants & auditors
93% Tax examiners & collectors, & revenue
agents
86% Real estate sales agents
65% Librarians
61% Market research analysts & marketing
specialists
58% Personal financial advisors
Source: Frey and Osborne (2013)
The changing nature of work - ♯FOBO

4. The changing demand – how we work
• Est 15% now self-employed
• 33% working in micro-
enterprises
• 90% of increase in workforce is
50+, or 1.12m people
• High skill jobs account for >70%
of the rise
• 10% decline in avg earnings in
real terms since 2008
Source: ONS, CIPD Research, EY

5. • More diverse, more demanding
• Working more flexibly
• Older and working longer
• More entrepreneurs, more knowledge
workers, more service workers
• More specialists
• Working more in SMEs
• More jobs and more career changes
• More upskilling and reskilling
What will be the future workforce?

6. ‘Rethinking’ the workforce relationship
Voice Empowerment
Recognition Meaning Purpose
Well-being Alignment Collaboration
Shared values Commitment
Trust

7. Women in work – context
Economic benefits of higher
female participation
• £23 billion a year to the Exchequer (Women and
Work Commission)
• Economy could grow by 10% by 2030 (Women’s
Business Council, 2013)
• 1million more female entrepreneurs (Women’s
Business Council, 2013)
Importance of flexi -working • Around two fifths of women in the UK work part-
time (IPPR, 2015)
Recognition of caring
responsibilities
• Over than two fifths of women who work part-time
do so primarily to take care of children or
incapacitated adults (IPPR, 2015)
Many women would like to be
employed
• Around 2.4 million women who are not working
and want to work (Women’s Business Council,
2014)
Others would like to work more
hours
• Further 1.3 million women want to increase the
number of hours they work (Women’s Business
Council, 2014)
Mothers returning and working
p/t find themselves in lower
level roles
• Professional and managerial jobs make up 43% of
jobs across the EU28, but account for less than a
third of p/t work (Eurostat 2015 via IPPR, 2015)

8. The female pipeline?
20s
Few differences between male and female pay and
progression
Eventually leave the labour
market
30s
Differences in pay, progression start to become evident –
Particularly affecting mothers
Continue to work full or part
time without any significant
changes or issues
Working part-time and
below their skill level =
supressed progression and
misallocation of skills in the
economy

9. Barriers and perceptions – what’s getting
in the way
• Culture and mindset
• Diversity vs inclusion
• Process vs outcomes
• Support mechanisms, flexi-
working practices
• Role models, perceptions and
expectations
• Visibility and transparency

10. Line managers at the heart of change

11. Social and
ethical
responsibility
Body of
knowledge and
skills
Principles and
Situational
judgement
What does it mean to be a professional?
Commitment IdentityCPD
11

12. • World of work is changing, but we still have much to do
• Diversity and inclusion starts from early education onwards
• Importance of role models, visibility, practical support, manager training
• Have to move beyond the ‘process’ to the outcomes and real culture
change
• Culture change starts from the top, but we can all impact and help
enable
• Emergence of new business models and more flexible working needs
further encouragement
• Positioning of what the professions are and what it means to be a
professional
Key takeaways