A perfect storm is coming meanwhile lot of energy is approaching. What are the major shifts? How to best prepare for it? We need to first understand the major shifts. With many statistics this presentation gives a huge picture of what is coming...and what can we do to activate the inherent potential of the hidden resources.

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Talent Management
in the New Economy
Volterra - September 2013

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Why us ?
Eric Van Hoof, a pragma6c who happens some6mes to be crea6ve
Michel de Kemmeter, crea6ve who happens some6mes to be
pragma6c
Both watching carefully what's going on in their environment and
believing in :
Allying material and immaterial value
Allying humanity and business
Allying local and global issues
Allying micro (person), meso (company) and macro (society)

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Key statement slide

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Our world is shiGing quickly and dras6cally…
Sociological
Resources
Financial
Economical
Climate
Competences
Connectedness
Psychological
Demography
What about
you ?

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Let’s Zoom in & Zoom out

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Tectonic mouvements…
Mobility
IT & communica6on
Agriculture & nutri6on
Habitat
Health
Educa6on & training
Entrepreneurship
Govern & manage
Environment
Inves6ng
Finances & Banking
Tectonic mouvements…
We work on the future business &
economy models and shiGs, with
new ways to detect value and
poten6al

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8. Markets believe value is immaterial, human capital :

9. Knowledge Knowledge liability
Emo1onal capital
Earth destruc1on
Emo1onal liability
Debts Tangible values
Destruc1ve role
Earth value
Contribu1on
Bad/no communica1on
Unefficient unsustainable process
Efficient sustainable process
Good communica1on
Immaterial
Material

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« The biggest shi+s, empires and fortunes have been ini7ated right in the middle of historical crisises »
Paul‐Loup Sulitzer – sold 60 million books
What about Savings Banks in the Next Economy ?

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Please take some notes…
Its our raw material for the upcoming workshop
Global liabili6es….
Vs.
Local assets of your companies…

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Sociological: people move…
Africa  Europe
South Europe  La6n America
East Europe  West Europe
West Europe  Middle & Far East
La6n America  North America
China  Africa
???
Erasmus : 250,000 students in 33 countries
Low cost airlines are over 52% of air traffic

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Resources: peak oil, peak Mendeliev
‐11 before 2030
Oil, gas, iron, gold, silver, uranium,…

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Economical: topping growth models – the limits have been reached
Growth <2,25%
Topping emerging markets, western countries in recession
Our economical model has no future whatsoever
Jean‐Pierre de Jamblinne
The euro is heading a major cataclysm
Chris7an Ghymers
We are on a 30 years perspec7ve of recession and hyper‐infla7on
Bruno Colmant

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Financial vola6lity, vulnerability of debt‐based capitalis6c
economic model
Usa public debt over 17,000 billion $
European total debt : 11,500 billion €
Total US debt = 233 ,000 billion$, or 376% of GDP
War between currencies...

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Climate: balance is already out of hand
Over 30% of species ex6nct before 2030
Rize of sea levels & water stress: direct impact on over a billion people before 2020

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Competences: new talents needed for a new world
Our children will have to deal with technology that doesn’t exist yet

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Connectedness: everybody and everything is linked within the
« globalized system »
634 million websites – (December 2012)
2.2 billion – Number of email users worldwide
144 billion – Total email traffic per day
worldwide
How vulnerable is all this ?

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Psychological:
fear, stress, insecurity, risk, uncertainty, ambiguity, incoherence
⇒ psychopathological disorders (+/‐ 26 to 32%) : stress, burn‐out,
depression, anxiety (= long term absenteism, social security cost)
⇒ Over 75% of the working people do not like their job, and/or are
bored

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Demography
Ageing popula6on:
• 2050 : >65 years = 36%
• 2030 : +15% of belgian federal budget
• Implicit public debt = 426% of GDP
+/‐25% of todays educated youth will not find a job
Cost cutng is radically changing the organisa6on on the
workfloor:
• Open plans
• Workplace of the future

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Demography: 4 genera6ons on the workfloor
For the first 6me ever,
4 genera6ons are sharing
the same workfloor
Interes6ng fact is that
in terms of succession
inten6ons in Family
Businesses very few
Nextgen members
want to take over
Baby
boomers
Gen X
Gen Y
Gen Z
Generation Born in
Baby boom 1945-1964
Generation X 1965-1980
Generation Y 1981-1994
Generation Z (Millenium) 1995 - …

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Generation gaps
Generation Main Characteristics Consequence
Baby boomers Work-Centric
Independent
Goal-Oriented
Competitive
This workaholic generation believes that
Generation X and Generation Y should pay their
dues and conform to a culture of overwork. Baby
Boomers criticize younger generations for a lack of
work ethic and commitment to the workplace.
Generation X Individualistic
Technologically Adept
Flexible
Value Work/Life Balance
Many Gen Xers saw their workaholic parents lose
hard-earned positions.
Generation X is less committed to one employer
and more willing to change jobs to get ahead than
previous generations.
Unlike previous generations, members of
Generation X work to live rather than live to work.
Generation Y Tech-Savvy
Family-Centric
Achievement-Oriented
Team-Oriented
Attention-Craving
Generation Y have a different vision of workplace
expectations and prioritize family over work.
Generation Z (Millenians) Meaningful Work
Opportunities to Collaborate
Freedom of Choice
Hyper connected
No hierarchical
Need for faster decision making process
Less hierarchical relationship
More flexibility (hours, place of work, ...)

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Talent Management…
Is it a “nice to have”?
► Talent Management is a TOP 3 risk* identified by CEO’s
1. Regulation and compliance (2010:1)
2. Cost cutting (6)
3. Managing talent (4)
4. Pricing pressure (15)
5. Emerging technologies (13)
6. Market risks (New)
7. Expansions of government’s role (New)
8. Slow recovery or double-dip recession (3)
9. Social acceptance risk/corporate social
responsibility(CSR) (9)
10. Access to credit (2)
*E&Y 2011 Turn Risk and opportunities into results

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Talent Management…
Definitely a “need to have”!
Alignment and integration drives return on investment
* E&Y 2010 Global Talent Management Survey

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Major challenges
 Keep abreast of new business models & changes
 Systemic growth, collaborative economy
 Expertise and importance of immaterial and human value
 Stakeholders models
 Recruit, Integrate and keep the best resources
 Rethink working methods/ conditions, and remuneration packages
 Globalisation: diversity as an asset (a diverse company is more
adaptable to environment & events)
 Be creative & innovate in talent management models
=> Maximize “trust” capital, essential on long term

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Align Vision, Values and Strategies with TM
Two- way communication : learn to listen
Work-life balance expectations
Individual career expectations
Self-awareness : personal development & coaching
Better adaptation to others, leverage diversity
Integrate all this into coherent strategy for success
Balance between warm decisions (emotion/history)
and cold decision (facts/figures/market reality)
Solutions :

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Talent Management… has to be fully
integrated into company’s strategy/ADN

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Workshop
Q1 : What do you do internally already to answer the « new » needs of employees ?
(strategy, daily management)
What could you do more, how to ayract the best resources ?
Q2 : What do you do already to answer the new needs of clients ?
What could you do more ?
Q3 : Which are the assets and par7cular poten7als of caisses d'épargne
(on 7 levels), allowing you to surf on these emerging tendancies ?
Q4 : Which are the stakeholders in your ecosystems that could be worthwile to
consolidate rela6onships with ?
Q5 : How to facilitate financing of local businesses in a new and sustainable way ?

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Thanks for your participation...
And good luck !
michel@uhdr.net
+32 475 266 555
Eric.van.hoof@be.ey.com
+32 474 980 472