The document discusses trends in the future workplace and their implications for human resources (HR) and talent management. Some of the key trends discussed include shifting demographics, an emphasis on skills like collaboration and social learning, the importance of corporate social responsibility and employer brand, and changing expectations around work-life balance. The document also provides predictions for what the workplace may look like in 2020 and initiatives HR can take to help organizations adapt, such as emphasizing learning agility, diversity, and an inclusive culture.

1. ATTRAKTIVE ARBEITGEBER 2020
Tim A. Ackermann
Munich, 23. February 2012

2. SUMMARY
• Was werden Arbeitnehmer in Zukunft von einem Arbeitgeber erwarten?
• Welche Arbeitnehmer werden Arbeitgeber in Zukunft finden?
• Welche Megatrends werden die Marktteilnehmer beinflussen?
• Was können Unternehmen und HR tun, um diese Trends aktiv zu managen?

3. THE FUTURE WORKPLACE
1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity
2. Knowledge Economy
3. Globalization
4. Digital Workplace
5. Ubiquity of Mobile Technology
6. Culture of Connectivity
7. Participation of Society
8. Social Learning
9. Corporate Social Responsibility
10. Millennials in the Workplace
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

4. QUESTION
Which generations are currently building the workforce,
how are they determinated and different?

5. MULTIGENERATIONAL CORPORATIONS
Generation Major Influence Broad Traits Defining
Invention
Traditionalists Wars Sacrifice, loyalty, discipline, Fax
respect for authority
Baby Boomers JFK, moon landing, Competitive, hard work, long PC
Flower Power hours
Generation X MTV, AIDS, Berlin Self-reliant, w/l balance, Mobile phone
Wall, Tchernobyl independence, eclecticism
Millennials Internet, 9/11, cyberliteracy, tolerance, diversity, Google &
Global Warming confidence, immediacy facebook
(NGOs)
Generation 2020 Social games, Mobility, hyper-connectedness, Apps
recession, flat world e-reading, media savvy

6. QUESTION
What are possible challenges in an intergenerational
workforce?

7. MULTIGENERATIONAL CORPORATIONS
1. Traditionalists and boomers are as likely to be web contributors as millennials are
2. Boomers and Gen X look for a work life – home life balance; Millennials see work as “part
of life”
3. Millennials and Gen X place a high importance on working for a company that develops
their career and their life skills
4. Millennials are likely to select an employer based on the ability to access the latest tools
and technology
5. Traditionalists and boomers place high importance on a manager who understands age
diversity in the workplace
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

8. MULTIGENERATIONAL CORPORATIONS
Traditionalist Baby Boomers Generation X Millennials
Style Formal Semi-formal Not so serious; Eye-catching; fun
irreverent
Content Detail; prose-style Chunk it down but Get to the point. If and when I need it,
give me everything I’ll find it online
Context Relevance to my Relevance to the Relevance to what Relevance to now,
security bottom line and matters to me today and my role
rewards
Attitude Authority and Rules Cynic and skeptic Mediocrity
hierarchy
Speed Time frame Available, handy Immediate 5 minutes ago
Frequency Digestible As needed Whenever Constant
SOURCE: DELOITTE CONSULTING, IABC

9. SOCIAL MEDIA USAGE
Inactive
Spectator
Traditionalist
Contributor
Baby Boomer
Creator
Generation X
Millennials

10. TECHNOLOGY TRENDS

11. TECHNOLOGY TRENDS

12. QUESTION
What is social media and what is it used for?

13. SOCIAL MEDIA
Media Users Attributes Utilization
Facebook 800mio, Share interests, Connection is questions, Share content
55% female permission based created elsewhere, news
LinkedIn 100mio, Professional “facebook”, Find people, connect in
59% female connection via contacts groups, company information
Foursquare 15mio, 20% Checking into place via mobile Track and reward customers
female devices
YouTube 158mio, Sharing videos with a few Product information,
50% female clicks interviews
Twitter 250mio, Follow anyone, fast Breaking news, connect, live
55% female information (140c) events
Pinterest 10mio, 55- Quickly share pictures, visual Products, previews of blog
70% female newsfeed posts

14. QUESTION
Why are we using social media in our private life and why are we not (that much)
in business?

15. SOCIAL MEDIA
Life
• We're usually invited to participate by people we know and trust.
• There are specific things we want to do with the other people
involved,
• We get something back from participation
• We have control over who sees our information.
• The applications are intuitive
• The applications are well-tuned to support the specific tasks we
want to perform and their features are regularly rated and refined.
Work
• Often we're instructed to use it by someone in authority
• Little of what we actually get paid to do requires input from the
majority of the network.
• Participation feels like dropping pearls into a black hole
• We have no control over who sees our information
• The site is unattractive and requires a manual to get started.
• The software is generic and requires a work-around
SOURCE: TAMARA ERICKSON, HBR

16. TOP 10 EMPLOYER CHARACTERISTICS
1. Strong values
2. Future skills development
3. Flexible benefits and rewards
4. Ability to blend work and life
5. Reputation / Employer brand
6. Career pathing
7. Corporate social responsibility
8. Remote work
9. Pay for education
10. Social/cultural fit (“colleagues as friends”)
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

17. WORKFORCE ENGAGEMENT MODEL
Principles
Collaboration
Values, Brand, CSR
Authenticity
Personalization
Demonstrated by
Innovation Accelerated “Ueber-
Social Recruiting Social Learning
Leadership Connection”
Social
Connection
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

18. SOCIAL RECRUITING
Traditional Recruiting Social Recruiting
Fairs Social Networks
Job boards/ads, search firms Crowdsourcing
Interviews You Tube channels, Skype
Website Twitter, YouTube, facebook,…
Company Presentations …
Alumni Management …

19. SOCIAL LEARNING
• Competency • Context based
based • Organization
• Organization created
created
Formal Experimental
learning Learning
Peer-to-peer
Mentoring
learning
• Competency • Context based
based • User generated
• User generated
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

20. THE 202O LEADER
Collaborative • Inclusive decision making
Mind-set • Genuine solicitation of feedback
Developer of • Mentors and coaches team
People • Provides straight feedback
• Uses technology to connect to customers and
Digitally Confident
employees
• Has a diverse mind-set
Global Citizen
• Prioritizes social responsibility
Anticipates and • Builds accountability across levels
builds for the
future • Champions innovation
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

21. PREDICITIONS FOR 2020
1. You will be hired and promoted based upon your
reputation capital
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

22. PREDICITIONS FOR 2020
2. Your mobile device will become your office, your
classroom, and your concierge
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

23. PREDICITIONS FOR 2020
3. The global talent shortage will be acute
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

24. PREDICITIONS FOR 2020
4. Recruiting will start on social networking sites
• How many followers do you have
on Twitter? LinkedIn? How many
from your industry?
Questions • How many recommendations do
you have on LinkedIn?
• Can you share your (relevant)
blog?
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

25. PREDICITIONS FOR 2020
5. Web commuters will force corporate offices to reinvent
themselves
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

26. PREDICITIONS FOR 2020
6. Companies will hire entire teams
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

27. PREDICITIONS FOR 2020
7. Job requirements for CEOs will include blogging
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

28. PREDICITIONS FOR 2020
8. The corporate curriculum will use video games,
simulations, and alternate reality games as (key)
delivery model
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

29. PREDICITIONS FOR 2020
9. A 2020 mind-set will be required to thrive in a
networked world
• Social participation
• Thinking globally
• Ubiquitious learning
• Think big, constant improvement
• Cross-cultural power
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

30. PREDICITIONS FOR 2020
10. Human Resources’ focus will move from outsourcing
to crowdsourcing
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

31. PREDICITIONS FOR 2020
11. Corporate social networks will flourish and grow inside
companies
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

32. PREDICITIONS FOR 2020
12. You will elect your leader
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

33. PREDICITIONS FOR 2020
13. Lifelong learning will be a business requirement
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

34. PREDICITIONS FOR 2020
14. Work-life flexibility will replace work-life balance
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

35. PREDICITIONS FOR 2020
15. Companies will disclose their corporate social
responsibility programs to attract and retain
employees
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

36. PREDICITIONS FOR 2020
16. Diversity will be a business issue rather than a human
resources issue
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

37. PREDICITIONS FOR 2020
17. The lines among marketing, communications, and
learning will blur
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

38. PREDICITIONS FOR 2020
18. Corporate app stores will offer ways to manage work
and personal life better
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

39. PREDICITIONS FOR 2020
19. Social media literacy will be required for all employees
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

40. PREDICITIONS FOR 2020
20. Building a portfolio of contract jobs will be the path to
obtaining permanent full-time employment
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

41. INITIATIVES HR CAN SPEARHEAD
1. Adopt a global mind-set
2. Build a reputation as being social responsible
3. Become “ueber-connected”
4. Personalize the employee experience
5. Enable customer-focused innovation
6. Champion openness and transparency
7. Emphasize learning agility
8. Build citizen leadership
9. Drive systems thinking
10. Create an inclusive culture
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020

42. GLOBAL DRIVERS WITH A MAJOR IMPACT ON HR
• Extreme longevity: Increasing global lifespans change the nature of careers and learning
• Rise of smart machines and systems: Workplace automation nudges human workers
out of rote, repetitive tasks
• Computational world: Massive increases in sensors and processing power make the
world a programmable system
• New media ecology: New communication tools require new media literacies beyond text
• Superstructed organizations: Social technologies drive new forms of production and
value creationglobally
• Connected world: Increased global interconnectivity puts diversity and adaptability at the
center of organizational operations
SOURCE: INSTITUTE FOR THE FUTURE

43. SKILLS FOR THE FUTURE WORKFORCE
1. Sense-making: ability to determine the deeper meaning or significance of what is being expressed
2. Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions
and desired interactions
3. Novel & adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that
which is rote or rule-based
4. Cross-cultural competency: ability to operate in different cultural settings
5. Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand
data-based reasoning
6. New-media literacy: ability to critically assess and develop content that uses new media forms, and to
leverage these media for persuasive communicationTra nsdiscipli nari ty
7. Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines
8. Design mindset: ability to represent and develop tasks and work processes for desired outcomes
9. Cognitive load management: ability to discriminate and filter information for importance, and to understand
how to maximize cognitive functioning using a variety of tools and techniques
10. Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a
member of a virtual team.
SOURCE: INSTITUTE FOR THE FUTURE

45. HOW JOBS ARE CHANGING
Traditionally Today
What work is A job A role
What work covers A function A set of tasks and specialties
What you do “Own” a function “Contribute” in teams
How work is scoped Responsibility Projects and jobs to do
How work progresses Career Path Career Progression
How you develop Upward mobility Increase specialization & experience
By level, title, size of office,… - by By results delivered, demand of skills
How you are recognized
your boss – by peers
Role of leadership Direct and manage Build teams, empower, inspire, coach
How you succeed Widen skills and build power Deepen skills, drive results
Job & competency models, org Capability models, knowledge
Tools of the trade
charts, top down sharing, shared values and mission
SOURCE: JOSH BERSIN, BLOG

46. IMPACT?
Hiring
Recognition Organization
Rewards Leadership

47. THANK YOU!
"...defending yesterday - that is, not innovating - is far more risky than making tomorrow."
Peter Drucker, Innovation and Entrepreneurship
Tim A. Ackermann
talentim@hotmail.com
http://talentim.wordpress.com

48. SHIFTING THE OLD WORK-LIFE PARADIGM...
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003

49. … TO A CYCLIC LIFE PARADIGM…
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003

50. … EVOLVING TO A „BLENDED“ LIFESTYLE.
0 10 20 30 40 50 60 70 80
Age
Education Work Leisure
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003