In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Did David Ulrich miss something in his HRBP model?Brian Fenton
David Ulrich's HRBP model has been widely used as the standard for the role of HR in organisations. But is there perhaps a key element that is either missed, or hidden that is critical the success of HR in organisations?
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
In 2016, forward-thinking workplaces want to make it easier for employees to balance office live with personal life, with health and wellbeing set to become a major focus
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Did David Ulrich miss something in his HRBP model?Brian Fenton
David Ulrich's HRBP model has been widely used as the standard for the role of HR in organisations. But is there perhaps a key element that is either missed, or hidden that is critical the success of HR in organisations?
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
In 2016, forward-thinking workplaces want to make it easier for employees to balance office live with personal life, with health and wellbeing set to become a major focus
What will the future workplace look like?Achievers
On April 3rd 2014, 200 HR Executives met at the Fairmont San Francisco for the Aspire HR Executive Summit presented by Achievers. Here are some of the key takeaways...
What does internal communications in the future look like? What skills must internal communicators have?
Look up this presentation to learn more about trends and insights that are shaping the future of the function.
The 'digital workplace' is emerging as a consensus vision for the future of work, and the shape of the new workplace.
But how deliver this vision? This keynote presented by James Robertson at Intranets2015 in Sydney shares practical steps and ideas, as well as plenty of inspiration
Vortrag auf der Werkstättenmesse 2013 in Nürnberg
Die Gegenwart:
● Zahlen und Fakten – soweit vorhanden
● Wie wurden und bleiben Werkstätten mit
Eigenprodukten erfolgreich
Die Zukunft:
● Die soziale Herkunft wird zum Verkaufsargument
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost Textkernel
Presentation from Prof. Dr. Armin Trost, Author, Consultant and Professor at Furtwangen University, at Textkernel's Intelligent Machines and the Future of Recruitment on June 2nd in Amsterdam. At the end of this slide deck, you can also find the YouTube recording.
Human resource management in the 21st century will have little to do with what has been promoted in recent years or decades and written in the text-books. Instead of finding “the right people, at the right time and at the right place” we will make the employees and their individual preferences, talents, life plans, and ambitions the focus of attention.
We will say goodbye to mechanistic, technocratic, and often bureaucratic approaches. They fit in a past that was stable and predictable. If you regard your employees as your most valuable asset, you will give them freedom, trust, and responsibility. Moreover you will appreciate individuality and individual life-plans.
Human resources management will therefore deal less with hierarchical processes, systems, responsibilities, KPIs, etc., in the future. Rather, it will be about how to empower teams to think on their own responsibility, communicate, collaborate, learn, and develop their talent in the long term.
HR-Technology will be there to make the life of managers and employees easier instead of supporting the HR-function only. For instance, in the area of recruiting all this will lead to a more intense usage of social networks, artificial intelligence, big data, data mining etc.
"Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm." Peter Drucker. Management Challenges for the 21st Century (1999). This power point was created for a Lifestage training used to help employees in organizations understand and manage the emotional and psychological impact of workplace change.
BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
Happiness at work drives business objectives. Research shows that happy employees are more profitable, more customer-oriented and more productive. They also stand less chances of leaving that company. That’s why some companies have made happiness at work a way of doing business.
According to The Conference Board, Human Capital and Operational Excellence rank first in the Top Global Challenges in 2013. Retaining and rewarding the best employees is a major concern for more than half of HR professionals, along with the development of the next generation of corporate leaders. Employee turnover and employee motivation have an immense impact on revenues, on company culture and on its talent competitiveness in the marketplace.
It doesn’t matter if you’re a small company who just started to build a reputation or if you’re a top 40 company, your Human Capital is your biggest challenge in the upcoming years. It can make you or break you.
In this white paper we examine a very popular yet sometimes controversial subject: Happiness At Work. We’ll talk about some of the latest HR trends, about employee engagement and how you can increase workplace happiness in 2014.
Content Summary
1. Executive summary
2. Latest HR Issues
3. The challenges of employee engagement
4. How is the new HR world resolving these problems?
5. Is employee happiness interesting?
6. The case for employee happiness
7. Conclusions
Download the full White Paper!
As one generation takes the reins of power and another enters the workforce for the first time, attitudes towards work and its place in our lives are changing. Meanwhile, economic forces are changing the structure of businesses, and in some cases putting more pressure on a smaller number of staff.
In this interview with The Economist Intelligence Unit Sir Cary Cooper, professor of organisational psychology and health at Lancaster University in the UK, explains how these shifts require companies to show more consideration for their employees’ health and well-being, and why that is fundamentally changing the role of managers.
The Future of Employee Benefits: Trends to Retain and Attract Top TalentAggregage
https://www.compandbenefitstoday.com/frs/23182614/the-future-of-employee-benefits--trends-to-retain-and-attract-top-talent/email
The employee benefits landscape has changed significantly since the pandemic. As a result, benefits products and services have evolved and will continue to do so. Employee preferences are also evolving. How do you find the balance between equity, diversity, alignment, and affordable benefits? The key to employee retention and attraction in this new era is a holistic approach to your total rewards strategy.
Join Sharell Thomas-Hodge, total rewards director and consultant, for this engaging and informative conversation.
Learning objectives:
• Examine the latest benefits trends and innovations
• Review what best practice actually looks like and how your organization can achieve it
• Explore cost-effective options that provide competitive benefits that will retain and attract talent
WORK-LIFE BALANCEDear Boss Your Team Wants Youto Go o.docxdunnramage
WORK-LIFE BALANCE
Dear Boss: Your Team Wants You
to Go on Vacation
by Ron Friedman
JUNE 18, 2015
Over the past decade, a staggering number of studies have demonstrated that our work performance
plummets when we work prolonged periods without a break. We know that overworked employees
are prone to mood swings, impulsive decision-making, and poor concentration. They’re more likely
to lash out at perceived slights and struggle to empathize with colleagues. Worse still, they are
prone to negativity — and that negativity is contagious.
FURTHER READING
Yet at the average American company, 4 out of 10 employees (including those in management roles)
will forfeit vacation time this year.
There is every reason to believe that the cost of the mental and physical depletion that invariably
results is exponential when its victim is a manager. Not just because a supervisor’s mood and
decision-making affects more people, but because when a manager chooses to forgo time off, it
starts a domino effect that shapes cultural norms.
As I describe in a new book on the science of building a great workplace, organizational culture has
little to do with a company’s mission or vision statement. It is determined by the behaviors of those
at the top. As humans, we’ve evolved to mimic those around us, especially those in higher status
roles. Lower-status group members often copy the behaviors of those in leadership positions
because it helps align them with individuals who hold more influence in the group. The best
managers know that as leaders, their actions influence the behaviors of everyone around them.
When managers forgo vacation time, it not only
places them squarely on the road to burnout, it
also generates unspoken pressures for everyone
on their team to do the same. And ignoring the
body’s need for rest is not just a poor long-term
strategy. It also comes with considerable
opportunity cost.
We now have compelling evidence that the
restorative experiences we have on vacations bring us a sharpened attention, mental clarity, and
inspired insights. Take reaction time – a simple measure that indicates how quickly we pick up on
new information. Research commissioned by NASA found that after just a few days of vacation,
people’s reaction time jumps by an astonishing 80%.
Studies on creativity have found that spending time outdoors and traveling to a foreign country —
two activities people commonly engage in when they go on vacation — are among the most effective
ways of finding fresh perspectives and creative solutions. Simply put, you’re far more likely to have
HBR’s 10 Must Reads on
Managing Yourself
MANAGING YOURSELF BOOK
$24.95 ADD TO CART
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a breakthrough idea while lounging on a beach in St. Martin than you are while typing away in your
office cubicle.
Vacations are not only a boon to the way we think; they also foster greater life satisfaction. Just last
year, Gallup released an eye-opening study showi.
NameDateCritical Reading Form for Meselson & Stahl – 10 poin.docxroushhsiu
Name: Date:
Critical Reading Form for Meselson & Stahl – 10 points
Type in answers – Save & Upload to Canvas
Purpose:In 1-2 sentences, what was the research question the authors were trying to answer and why?
Central Thesis:Using only 1-2 sentences, what was the authors’ thesis, or hypothesis?
Key Claims:What are two statements that are used to support the thesis? Conclusions or discussion.
1.
2.
Evidence:What evidence do the author’s use to support each of the key claims you identified?
These are results of experiments.
1.
2.
Figure Analysis (Figure 4 – Meselson & Stahl)
What is shown in part a?
What is shown in part b?
What do the numbers under the generation heading mean?
Why is the pattern different between generation 0
and generation 2.5?
Why is the pattern different between generation 0
and generation 4.1?
Top 10 Human Resources Trends of the Decade
Thomas Barwick/ Stone/ Getty Images Human Resources
By Susan M. Heathfield
Updated August 10, 2016
The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were they easy to pick from my original list. Depending on your company size, your location, and the health and progress of your company and industry, the top ten Human Resources trends may have differed for you.
Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the decade.
These Human Resources trends are presented in no particular order aside from the first trend, which has swamped HR the past couple of years.
It's the Economy
With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their 401(k)s and savings sunk to new lows.
Almost no employees have received a raise without a promotion this past year. Normal bonuses and profit sharing have been replaced with mandatory furloughs and more work to replace that of laid-off coworkers.
Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employee’s comfort level at work. Looking over their shoulder and protecting their own job has become commonplace. No one can predict how bad the economy could become or how long the downturn will last.
So, business leaders don’t know whether they are managing from an economic perspective that the economy has been reset forever or a down economy that will recover. Business leaders are struggling to manage in times they have never before experienced – and the employees, who may also be experiencing stressful economic trauma outside of work, are watching and concerned.
Millennials Are on the March
A generation of employees who were pampered and scheduled by their Baby Boomer parents have taken the workplace by storm. They bring pluses and minuses to your workplace, but come on, who e ...
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
The Engagement Gap: How executives and employees think differently about empl...Brian Solis
New survey data shows that employees and executives have different views about employee engagement and the things organizations do to improve it. This is the result of the Engagement Gap. Employee engagement programs, while well intentioned, often miss the mark. This white paper describes the Engagement Gap, and shares survey results captured by Jostle Corporation in partnership with Brian Solis. The data suggests that effective employee engagement programs focus on turning organizations into more meaningful, congenial, and transparent communities.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Maßnahmen gegen den Fachkräftemangel in Europa in den Bereichen Mathematik, Informatik, Naturwissenschaft und Technik: Warum eine Strategie der Inklusion entscheidend ist.
Wenn wir den massiven Fachkräftemangel in den MINT-Berufen (Mathematik, Informatik, Naturwissenschaft und Technik) in Europa lindern wollen, müssen wir schleunigst damit beginnen, mehr Frauen einzustellen. Und wir müssen dabei an einem Strang ziehen. Zur Optimierung des MINT-Talentepools durch größere Diversität bedarf es jedoch mehr als nur ein wenig zusätzlicher Mühe bei der Personalanwerbung. Vor allem gilt es, ein Klima der Inklusion zu schaffen, das die Einstellung und Bindung von Frauen in der MINT-Branche begünstigt. Gleichzeitig müssen Unternehmen die Beseitigung von Vorurteilen und Barrieren zur Priorität erheben und zur Chefsache erklären; Führungskräfte müssen aktive Unterstützung leisten und institutionelle Verantwortung übernehmen. Des Weiteren ist es von wesentlicher Bedeutung, Frauen in diesen Berufen ein besseres Mentoring zu bieten und die Diversität weiter zu erhöhen. Denn es steht eine ganze Menge auf dem Spiel – und das betrifft nicht nur Ihr Unternehmen, sondern die Zukunft der Branche in ganz Europa.
Als Pionier auf dem Gebiet der Personaldienstleistungen und der Erforschung von Arbeitnehmervorlieben bietet Kelly Services eine umfassende Analyse, die verdeutlicht, weshalb es so wichtig ist, gegen die Unterrepräsentation von Frauen in Europas MINT-Branche anzugehen. Dabei untersuchen wir auch, welche Faktoren Unternehmen berücksichtigen müssen, um diese Spezialistinnen langfristig zu binden.
Neben der Analyse von Arbeitnehmervorlieben und psychographischen Einblicken auf Grundlage der Umfrageergebnisse aus dem Kelly Global Workforce Index von 2014 und 2015 werden in diesem Bericht auch Erkenntnisse aus der Kelly Free Agent Research-Studie von 2015 und sekundären Quellen berücksichtigt. Sofern nicht anders angegeben, stammen alle Statistiken aus aktuellen Arbeitsmarktstudien von Kelly.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
135. Reviewer Certificate in Journal of Engineering
HR & THE WORKPLACE OF THE FUTURE
1. HR & the
workplace of
the futureKristi Stepp, Vice President of Organizational Effectiveness for Kelly Services
2. We have all read the predictions of ‘mega
change’ in the workforce of the future.
Introduction /02
Weknowhowquicklytechnologyhaschangedourworld,aswellas
howithasradicallyalteredthewayweaccess(andcompetefor)work.
Weknowhowrapidlyandhowfundamentallytheglobaleconomyhas
shifted,andhowthishasaffectedtheorganizationsweworkfor,the
localeconomiestheydependupon,andtheskillsweasworkersnow
needtoremainproductiveandemployable.
Mostofall,weknowthatfewpeoplecouldhavepredictedthese
changesevenadecadeago.
3. It seems the trouble with predictions is this: even if we are able to predict what will
happen, we can rarely predict how quickly those changes will occur, let alone the
ancillary changes that will result, nor how we—as individuals and organizations—will
respond. In fact, the one thing we do know is that organizational responses are often
slower, less uniform and far more challenging to achieve, so predictions alone are often
not enough to inspire us to change.
So, what should HR—the function at the nexus of change within organizations,
economies and workers—do to aid with adaptation?
Introduction /03
Inthisreport,welookatfivekeychangesthathavealreadybegunto
occurintheworkforcelandscape,andprovidestrategicactionstoaid
theprocessoforganizationaltransitiontoadapttothem.
4. The proportion of 25-64 year-old men working
50 or more hours per week continues to rise.
/04introduction
3.8% increase1980: 14.7%
2001: 18.5%
Around 1970, the share of employed
men regularly working more than
50 hours per week increased for the
first time that century in the US.
5. Change of working hours, 1979–20021
/05
1
http://www.nber.org/digest/jul06/w11895.html
introduction
+15 hours increase
per week
+12
+9
+6
+3
0
-3
-6
-9
Topwage-earners
Lowestwageearners
No change
among peoplewhodid
notfinishhighschool
Increasing work
hours have been most
pronounced among
highly educated,
high-wage, older men.
6. introduction
‘…businesses of all sizes have asked
employees to take on extra tasks that
have little to do with their primary roles
and expertise…some workplace experts
say the superjob is the logical next step
in management’s quest to make the
workplace more cost efficient.’2
/06
2
http://online.wsj.com/article/SB10001424052748703859304576309533100131932.html
7. Fortunes have reversed, HR will help stem the tide
The focus will shift to improving job satisfaction in the face of long hours
Successful organizations will see change as a ‘mindset’
The skills shortage will bite harder, even in emerging markets
The multi-gen workforce will require new leadership
/07
1
2
3
4
5
Fivekeychanges
9. As the talent shortage increases, HR is under tremendous
pressure to deliver top-quality talent.
The divide between those who work long hours and those whom are ‘underemployed’
is growing.
Unfortunately, the higher the wage and the more educated workers become, the
greater the share of employment resources (time and money) they consume. It appears
that the more work you have, the more you are likely to get, and vice versa.
It would seem obvious that there would be a strong positive correlation between
hours worked and earnings, yet this correlation has become so dominant and
self-perpetuating that it risks burning out the top performers and starving the
less experienced of what they need to learn and develop.
Take this statistic as an insight into just how dramatic this shift has been: in 1983, the
lowest paid 20% of workers put in longer work hours than the top-paid 20%.
Yet, fewer than 20 years later in 2002, the best-paid 20% were twice as likely to work
longer hours than the bottom 20%.
Fortunes have reversed, HR will help stem the tide /09
In 2002, the
best-paid 20%
were twice as
likely to work
longer hours
than the
bottom 20%.
10. In most of the developed and emerging world now, work hours are increasing even
while permanent workforces are downsizing or outsourcing. And, just when we think
we can’t work harder, technology increases connectivity and allows us to remain
‘always-on’.
Clearly, new work is being funnelled into existing roles that are already filled
with experienced, high-earning workers at the expense of those who need more
opportunity to learn and earn. But, how much pressure can be brought to bear on
employees who already work the longest hours?
Something’s got to give. And if anyone knows it, HR professionals do.
/10Fortunes have reversed, HR will help stem the tide
11. The focus will shift to improving job satisfaction in the face of
long hours
/11
12. More opportunities and higher earnings are great, but only to a point.
We know there are many factors that contribute to work satisfaction, and we know that
(for the most part) they differ significantly from worker to worker. Yet, there is one almost
universal indicator of dissatisfaction at work, and that’s long working hours.
In a research project into the effects of long working hours on family life, an Australian
study found that people are generally happy to work between 35-40 hours per week.
Once working hours exceed this threshold, dissatisfaction skyrockets.
• 63.2% of those working 35 to 40 hours per week had “high satisfaction” with their
workload. Just 25.3% of those working 60 or more hours indicated they were “highly
satisfied” with their workload.
• Among fathers working 35 to 40 hours per week, just 2.5% said they had “very low
satisfaction”3 4
with their work hours. However, one in five (19%) fathers who worked
60 or more hours per week said they had “very low satisfaction” with their hours.
The focus will shift /12
3
http://stats.oecd.org/Index.aspx?DatasetCode=LEVEL# http://www.bbc.co.uk/news/magazine-17155304
4
http://www.aifs.org.au/institute/pubs/respaper/rp35.html
19% of fathers
who worked 60
or more hours
per week said
they had ‘very
low satisfaction’
with their hours.
13. Clearly, it’s not just fathers that are subject to long working hours, and it seems feasible
that the results outlined above are likely to reflect other workforce segments too. While
a proportion of workers seem happy to work long hours, this is the exception, not the
rule. It will fall to HR to find innovative solutions to ensure dissatisfaction does not
become an impediment to productivity and innovation in the face of organizational
needs to do more with less.
/13
Europe’s top 10 and bottom 10
Most hours
worked
Most
productive
Fewest hours
worked
Least
productive
1 Greece Luxembourg Netherlands Poland
2 Hungary Norway Germany Hungary
3 Poland Ireland Norway Turkey
4 Estonia Belgium France Estonia
5 Turkey Netherlands Denmark Czech Rep
6 Czech Rep France Ireland Portugal
7 Italy Germany Belgium Slovakia
8 Slovakia Denmark Austria Greece
9 Portugal Sweden Luxembourg Slovenia
10 Iceland Austria Sweden Iceland
The UK ranks 14th
both in terms of hours worked and in terms of productivity.
Source: OECD
The focus will shift
15. Innovation and productivity are at the heart of all change
methodologies and programs.
The accelerating pace of change means that there is great pressure for organizations
not simply to keep up, but to stay ahead of the game.
Everything—from the methods and media through which we communicate, to the
products and services we strive to remain competitive with—is subject to constant
innovation. The pressure to deliver, and often deliver yesterday, sees change programs
loom large on top of everything else we already have to do. Just how many change
agents, change models and change-related communications can employees
consume (and deliver on) in the face of their existing workloads? Of course, there
is always a trade-off.
Given that change methodologies are primarily about increasing innovation and
improving decision-making, HR teams worldwide are already being forced to help
organizations see ‘change’ as something holistic and ever-present, instead of
Change as a ‘mindset’ /15
16. discrete and time-bound. To do this, HR will need to evolve training, recruitment and
performance management to help individuals develop a change mindset—one that
helps them manage change each and every day as part of their own role. Change is
everyone’s job. And for organizations that run on repeatable, scalable processes, this
presents an enormous cultural and practical obstacle.
Change as a ‘mindset’ /16
18. The modern workplace is defined, at least in part, by the
looming skills shortage.
The aging and declining workforce is a global phenomenon taking place in all
industries and across traditional boundaries. It means there are simply fewer skilled
workers to do the work that must be done.
More than 78 million Baby Boomers are being replaced by a far smaller cohort of
45 million Gen X workers, so there will be a shrinking pool of prime-aged workers to
fill the gaps. Workers aged 55 years and older are expected to comprise 24% of the
workforce by 2018, but as the demand for talented Gen-X leaders increases, the supply
will decrease.
Countering this in part is the fact that people seem more willing to stay in the
workforce longer than they used to, and not just because their pension plans took
a beating in the global financial crisis. The prospect of post-work boredom is chief
among the reasons that people delay retirement, or opt for flexible or temporary work
past retirement age. Capitalizing on this desire will be at the forefront of HR talent
supply planning, starting right now.
The skills shortage will bite harder /18
Workers aged 55
years and older
are expected to
comprise 24% of
the workforce
by 2018.
19. The skills shortage is also attributable to organizations’ inability to retain (and develop)
top talent. Worldwide, 43% of workers are considering quitting their jobs this year.5
Gen Xers are also showing significant frustration with the lack of opportunities for
advancement.6
Given these issues, it is likely that there will still be a significant
deficit in leadership capabilities, and the competition for older, more experienced
leaders will increase.
For many organizations, this pattern will already be a reality.
/19
5
2013 KGWI Key Insights presentation
6
http://www.evolvedemployer.com/2012/01/18/why-companies-cant-ignore-gen-x/
The skills shortage will bite harder
43% of workers
are considering
quitting their
jobs this year.
21. Preparing for new workforce models to keep Generation Y
employees engaged and productive is an increasing challenge
organizations must face.
We can talk at length about the way organizations have (or have not) responded to
older workers’ needs and desires. But this will say nothing of the challenges they
face in managing what is already a multi-generational workforce with starkly different
behavioral and attitudinal profiles regarding work.
The arrival of Gen Y, which by 2025 will constitute a whopping 75% of the global
workforce,7
is something organizations have been slow to respond to.
Not only are traditional corporate structures out of step with the way Gen Y’s want
to work, the recession has forced Millennials to walk the paths of non-traditional
employment8
and education. This has forever altered the group’s perception of what
‘work’ is—and unsurprisingly, it has prevented them from being able to just ‘fall in line’
with the career status quo.
New leadership /21
7
http://www.forbes.com/sites/85broads/2012/01/23/gen-y-workforce-and-workplace-are-out-of-sync/
8
http://www.forbes.com/sites/85broads/2012/01/23/gen-y-workforce-and-workplace-are-out-of-sync/
By 2025, Gen Y
will constitute a
whopping 75%
of the global
workforce.
22. Around 45% of companies report they experience high turnover with this generation,
by a 2 to 1 margin of Gen Y to older generations.9
Suffice to say, Gen Y is not prepared
to settle for less when it comes to work. And organizations, with their dwindling
supplies of skilled talent, will feel the sting of rejection unless they get to grips with
what it is that genuinely motivates and inspires this employee segment.
/22New leadership
9
http://millennialbranding.com/2013/08/cost-millennial-retention-study/
Around 45% of
companies report
they experience
high turnover with
this generation,
by a 2 to 1 margin
of Gen Y to older
generations.
24. HR PLAN
The downsizing,
outsourcing, virtualizing,
restructuring and
reinventing of workforces
isn’t going away. In fact,
it will happen more often,
and more proactively
instead of reactively. It will
also be something that all
employees come to see
as ‘normal’ as they better
understand the context
of the markets they’re
working in, and employers’
needs to manage
productivity instead of
just headcount.
As the need to actively
manage all workforce costs
increases, the volume of
shorter-term opportunities
rises—and we’re already
seeing this occur. The
shift for HR practitioners
therefore must be in
providing leadership
teams with the tools, the
data and the labor
pools that will enable
them to proactively
maximize productivity.
If HR doesn’t wish to be at
the center of lay-offs and
hiring from here on in, it
needs to plan ahead. This
means finding
and managing the
systems, the intelligence
and the resources that
will enable leadership to
manage the holistic
‘talent supply chain’—
not just headcount.
Think productivity, not headcount
1
/24
25. HR PLAN
While there will always be
a need for local talent in
certain roles, technology
allows many roles to be
based anywhere in the
world. With this in mind,
HR professionals will have
to balance the need for
local talent with freelance
employees from around
the globe to fill critical
roles in tight markets. This
means your compensation
and benefits structures will
need to be flexible enough
to attract employees with
different career aspirations.
Pilot flexible work and
freelance work with your
best employees. This will
help review and refine your
HR policies and practices
so that you can ensure
they are aligned with
emerging trends
and ensure you can
remain competitive in
the marketplace.
Balance need for FTEs and freelance opportunities
2
/25
26. HR PLAN
As technology increases,
many organizations will
seize the opportunity to
reduce bricks and mortar
and allow more employees
to work remotely. This will
not only be cost-effective,
but demanded by the
marketplace. However, we
know that collaboration
across virtual spaces
needs to be actively and
skillfully managed—and
this may require a new set
of management practices
and training.
HR professionals will have
to consider many more
factors during the hiring
and on-boarding process
to be sure employees
have both technical and
relational abilities to fit
into the organizational
culture. And they’ll need
to address any training and
capability gaps in existing
managers too.
Consider the largest
challenges your work
teams now experience
in face-to-face
environments—how
could they be managed
in remote environments?
Also, consider what key
relational competencies
you can select for during
the hiring process to
support team effectiveness
across physical boundaries.
Train your managers to manage productivity of virtual workers
3
/26
27. HR PLAN
Some people will quickly
embrace the freelance
concept. Many others
will want to continue
working for a company
and building their careers.
The acceptance of
multiple moves between
companies will continue
to increase, so you must
have a plan to retain your
best people—and not
necessarily always as
an employees.
You must frequently let
your top performers know
you value them and want
them to stay engaged
with your organization.
Compensation may
hold them short-term,
but tailored career
development and flexibility
will likely keep many for
the longer term.
If you do not know the
names of your top talent,
establish a process to
build a list. Then, develop
and closely follow-up on
development/retention
plans for each of these
individuals. Make
it personal.
Focus on developing talent and careers, not roles
4
/27
28. HR PLAN
The leaders of my
organization understand
the coming workforce
trends and support
changes to attract and
retain new generations
of employees.
If your top leaders do
not understand: Start
educating your leaders
with information about
these workforce changes.
My organization
provides employees with
the option of flexible
work arrangements.
If flexible work
arrangements are not
available: Work to pilot
flexible work arrangements
for a targeted group
of employees in
your organization.
My organization
successfully utilizes virtual
workgroups to complete
important projects and
other critical work.
If virtual workgroups are
not successfully utilized:
Identify and pilot projects
that can benefit from
a virtual workgroup of
employees from different
geographical regions.
My organization’s
policies and procedures
are not in conflict with the
talent mobility trends
to come.
If policies and procedures
are in conflict: Review
key documents (including
your employee handbook,
policy documents
and employee benefit
summaries). Determine
what you can change
today and what can be
changed this year to align
with workforce shifts.
The mission, vision and
values of my organization
clearly translate to
“meaning” for employees.
If meaning and purpose
is not clearly translated:
Review information
you have (engagement
surveys, exit interviews,
town halls, etc.) to help
you best understand the
gaps, and to plan your
next steps.
Lead the change and educate your leadership team
5
/28
If you can place a check in each of these boxes already, you’re ahead of the pack.
29. /29
Ready or not, HR professionals are at the nexus of change involving organizations,
economies and workers. The colliding trends in the workforce are not going away, nor
are the challenges they present.
Workers will continue to seek flexibility and new ways to gain experience and skills to
shore-up their employability in the face of economic restructuring. Younger workers
will continue to see the world differently, and so too will those that follow after them.
Talent will continue to be hard to find and even harder to keep. Change and innovation
pressures will bear down more heavily on those organizations that are accustomed to
slow, bureaucratic and heavily centralized decision-making.
None of these issues are going away any time soon—and HR professionals must
step up to help organizations adapt. After all, it’s HR that has the insight and data to
educate leadership teams on exactly how these trends are affecting their organizations.
Conclusion
Ifit’snotHR’sjobtoleadthischange,whoseisit?