The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to: Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are. Outline the strategic business implications of a VUCA world for the HR profession. Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent. List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.

1. TALENT MANAGEMENT STRATEGIES
FOR A V.U.C.A. WORLD
Dr. Shirley Davis, SPHR, SHRM-SCP
SDS Global Enterprises
www.drshirleydavis.com
@DrShirleyDavis

2. 2
Flattened World
Globalization
An Era of Disruption—A V.U.C.A. World

3. GLOBAL WORKFORCE
Women are the focus of 85% D & I efforts worldwide
Worldwide, 49% of college students are women
LGBT Anti-discrimination laws in 53 countries
Globally, women control nearly $12 trillion of the overall $18.4 trillion in
consumer spending
Islam now makes up 21% of the population
10% of world’s population lives with a disability
51% of the world’s population are women
By 2030, 54 percent of new workers will be people of color

4. Immigration will play the largest
role in the growth of the United
States through mid-century.
GLOBAL WORKFORCE

5. GENERATIONAL
CONVERGENCE
GLOBAL WORKFORCE
Source: Human Capital Strategy Consulting Market

6. Baby Boomers
Reaching
Retirement Age

7. Their retirements will dramatically
affect the workforce of the future.

9. Understanding
GENERATION Z
GLOBAL WORKFORCE

11. GENERATIONAL
DIFFERENCES
Expectations
Needs
Work Ethic
Value /
Personality
World Views
Communication

12. Engagement and Retention

13. Global Worker Engagement
Source: Towers Watson Global Workforce Study on Engagement, 2012Source: Towers Watson Global Workforce Study on Engagement, 2012
Highly Engaged 35%
Unsupported 22%
Detached 17%
Disengaged 26%
13

14. Employee Engagement 2014
Engagement Levels
52% Disengaged
18% Actively
Disengaged
30% Actively Engaged
Source: Gallup Management Journal's semi-annual Employee Engagement Index

15. ENGAGEMENT
Top Five Drivers of Engagement and Retention

16. ENGAGEMENT
Top Five Drivers of Engagement and Retention

18. INTERNET OF EVERYTHING

19. NEW TECHNOLOGY
CEOs say technology advances will transform
their business over the next
5 Years

20. NEW TECHNOLOGY

21. Cloud Workforce

22. People around the world now
bid for contract work.
Contractors face lower
revenues.

23. Networked Workplace
Social networks are rapidly
becoming
“The new operating system
of business.”

24. Virtual Relationships
Whenever
and
Wherever
Social
Media
Video
Conference
Skype

25. Smart phones and tablets circumvent
corporate policies against the use of
social media.

26. Talent Mismatch & Shortage

27. 27
CEO’s Response to Global Talent
Challenges
Global movement of talent increased
25% over the last 10 years and will
grow by another 50% by 2020
Global talent is increasingly flowing to
the US and other developed countries
CEOs expect to get half of new
product ideas from people outside
the US
Source: PWC 15th Annual Global CEO Survey 2012

29. Top 10 Jobs Employers are
Having Difficulty Filling
GloballyManpower Group: Talent Shortage Survey
Technicians
Sales
Skilled Trades
Engineers
Management
Accounting
IT Staff
Production
Laborers
Office Support

30. Skills Needed for The Future?
Sense-Making
(Find Deeper Meaning)
Social Intelligence
(Assess the emotions of others and
adapt your approach)
Novel and Adaptive
Thinking
(Solutions beyond rote or rules)
Cross-Cultural
Competency
(Ability to operate in different cultural
settings)
Computational Thinking
(Translate data into abstract concepts)
New Media Literacy
(Develop content that uses new
media forms)
Transdisciplinarity
(Understand concepts across
multiple disciplines)
Design Mindset
(Represent and develop tasks and work
processes for desired outcomes)
Cognitive Load
Management
(Discriminate and filter information for
importance)
Virtual Collaboration
(Work productively in virtual teams)
30
Source: Institute for the Future (IFTF), Future Work Skills 2020

31. “The most valuable asset of the 21st
century institution will be its
knowledge workers and their
productivity.”
KNOWLEDGE WORKERS
1969 coins the term
in
Peter Drucker

32. KNOWLEDGE WORKERS
Purpose: Creation, Distribution,
Application of Knowledge

33. 1. Redesign your talent acquisition strategy
2. Formalize workforce and succession planning
3. Allow for intrapreneurship
4. Invest in line leadership development

34. 5. Enhance your employer brand
6. Reengineer your performance management
systems
7. Update/integrate new technologies
8. Globalize your HR programs

35. 9. Commit to Diversity, Inclusion,
Minimize Unconscious Bias
10. Develop work life integration and
flexible/open workspaces
11. Individualized career management
12. Reinvent Yourself

36. SDS Enterprises, LLC
A Global Workforce Solutions Firm
Follow me on: Twitter (@DrShirleyDavis)
Facebook Fan Page (The Success Doctor)
LinkedIn (Dr. Shirley Davis)