Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)Fuel50
There is no one right way to approach career management. Strategies for moving workers into, around, and even out of the organization have changed drastically in the past ten years and largely depend on the goals of both the worker and the company.
However, companies with effective career management initiatives have some similarities. They tend to approach career management holistically – considering more than just role descriptions and career paths – and they focus heavily on alignment with organizational goals and needs.
Check out this deck from our webinar, or view the recording at https://www.fuel50.com/events/careers-21st-century/
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Following the Deloitte ImpactHR Conference in May 2016, we had the privilege of hearing all of the latest in global HCM trends and 'Bersin by Deloitte' predictions for the 2020 work experience. This slideshare is a compilation of some of our key takeaways.
Exclusive to viewers of this slideshare, we're offering our entire Talent Lifecycle research paper for a limited time only. Links are in the slideshare.
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
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.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
Check out this insightful webinar by Fuel50 at http://go.fuel50.com/wece4
Our global career benchmarking research has shown that the employee career experience needs to be crafted with touch-points across the entire talent life-cycle — from attraction to your alumni strategy. Join Anne Fulton, Fuel50 founder and author of The Career Engagement Game, for research insights and stories around what best-in-class organizations are achieving with their employee experience.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Discover actionable insights on emerging North American hiring trends, innovative product updates, and timely tips to help you adapt to today’s recruiting landscape and plan for what’s to come.
Whether you're actively hiring or pipelining for the future, explore:
· Global and regional hiring trends, powered by LinkedIn data
· New product updates designed to deliver an improved candidate experience
· Tips and best practices from LinkedIn insights and talent industry experts
How to use People Analytics to Shape Employee ExperienceTareef Jafferi
From PMAT HR Day 2019, Bangkok Thailand by Tareef Jafferi
Key Takeaways:
1. Key moments in your Employee Experience
2. Getting started with People Analytics
3. Learnings from 4 Case Studies
4. Quick Wins
5. Can Happily.ai help you?
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
As companies commit to improving diversity within their workforces, talent teams and business leaders are being called upon to turn commitments into actions — whether actively hiring or pipelining for the future. Join us for a discussion with industry experts from Netflix and Whirlpool to learn how to build a more inclusive talent pipeline and bolster diversity, inclusion, and belonging.
SAP Senior Director of Diversity Nicole McCabe discussed the rapidly changing global workforce during her presentation at the 2014 Human Capital Leadership Forum in New York on Oct. 21. In her presentation, McCabe discussed the results of a recent study of 2,400 executives and 2,700 employees about the current workforce.
According to McCabe, the study showed the global workforce is becoming more flexible and diverse. In addition, McCabe pointed out feedback is crucial for today’s executives and employees, and the ” millennial generation” is changing the way many organizations look at the global workforce. However, McCabe pointed out millennials are still concerned about retirement, training and other traditional benefits when they evaluate potential employers: “The millennials really aren’t as different as we think … Many of them still look at compensation as the most important factor for choosing a role and staying with the job. They’re also concerned about things like retirement and training and development, but we were a little surprised to find that having meaning and having purpose were not a priority in staying at the same position.”
McCabe noted learning and growing within an organization is important to millennials. She also pointed out compensation is the most important consideration for millennials, and today’s employers may need to rethink their compensation strategies to ensure they can find the most qualified candidates to fill vacancies: “You see these gaps where the employees are focusing on compensation, yet not a lot of companies are offering great compensation plans. We also see things about retirement plans for employees; they want those things but employers are not often offering those to the employees. I think that we need to look at this and as employers ourselves today it’s time to look at our compensation strategy.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/2014-human-capital-leadership-forum-nicole-mccabe-senior-director-of-diversity-sap/#sthash.vKSfOEDh.dpuf
Oxford Economics, working with SAP, fielded two major surveys in the second quarter of 2014, reaching out to more than 2,700 executives and more than 2,700 employees at companies in 27 countries.
FOR MORE VISIT HR BLOG -> cake.hr/blog
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
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.
Anne Fulton, CEO of Fuel50, talks the 2020 Talent Challenge: Talent Strategies for a Disrupted World at the HR Leaders' Forum in Sydney (February 2018).
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
WEBINAR: “The Employee Career Experience” with Anne FultonFuel50
Check out this insightful webinar by Fuel50 at http://go.fuel50.com/wece4
Our global career benchmarking research has shown that the employee career experience needs to be crafted with touch-points across the entire talent life-cycle — from attraction to your alumni strategy. Join Anne Fulton, Fuel50 founder and author of The Career Engagement Game, for research insights and stories around what best-in-class organizations are achieving with their employee experience.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Managing the Workforce of the Future: Retaining and Engaging Future Claims Leaders
Presentation made to the Excess/Surplus Lines Claims Associaton at its annual conference in Southampton, Bermuda.
Presentation features the shifts in workplace values that require organizational leaders to change their approach to workforce management.
Discover actionable insights on emerging North American hiring trends, innovative product updates, and timely tips to help you adapt to today’s recruiting landscape and plan for what’s to come.
Whether you're actively hiring or pipelining for the future, explore:
· Global and regional hiring trends, powered by LinkedIn data
· New product updates designed to deliver an improved candidate experience
· Tips and best practices from LinkedIn insights and talent industry experts
How to use People Analytics to Shape Employee ExperienceTareef Jafferi
From PMAT HR Day 2019, Bangkok Thailand by Tareef Jafferi
Key Takeaways:
1. Key moments in your Employee Experience
2. Getting started with People Analytics
3. Learnings from 4 Case Studies
4. Quick Wins
5. Can Happily.ai help you?
Join CEO of Fuel50 and Co-Author of The Career Engagement Game, Anne Fulton, as she speaks key findings of 2017 and the ever-trending performance conversation revolution. Enable and empower your employees today! Visit fuel50.com for more info.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
As companies commit to improving diversity within their workforces, talent teams and business leaders are being called upon to turn commitments into actions — whether actively hiring or pipelining for the future. Join us for a discussion with industry experts from Netflix and Whirlpool to learn how to build a more inclusive talent pipeline and bolster diversity, inclusion, and belonging.
SAP Senior Director of Diversity Nicole McCabe discussed the rapidly changing global workforce during her presentation at the 2014 Human Capital Leadership Forum in New York on Oct. 21. In her presentation, McCabe discussed the results of a recent study of 2,400 executives and 2,700 employees about the current workforce.
According to McCabe, the study showed the global workforce is becoming more flexible and diverse. In addition, McCabe pointed out feedback is crucial for today’s executives and employees, and the ” millennial generation” is changing the way many organizations look at the global workforce. However, McCabe pointed out millennials are still concerned about retirement, training and other traditional benefits when they evaluate potential employers: “The millennials really aren’t as different as we think … Many of them still look at compensation as the most important factor for choosing a role and staying with the job. They’re also concerned about things like retirement and training and development, but we were a little surprised to find that having meaning and having purpose were not a priority in staying at the same position.”
McCabe noted learning and growing within an organization is important to millennials. She also pointed out compensation is the most important consideration for millennials, and today’s employers may need to rethink their compensation strategies to ensure they can find the most qualified candidates to fill vacancies: “You see these gaps where the employees are focusing on compensation, yet not a lot of companies are offering great compensation plans. We also see things about retirement plans for employees; they want those things but employers are not often offering those to the employees. I think that we need to look at this and as employers ourselves today it’s time to look at our compensation strategy.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/2014-human-capital-leadership-forum-nicole-mccabe-senior-director-of-diversity-sap/#sthash.vKSfOEDh.dpuf
Oxford Economics, working with SAP, fielded two major surveys in the second quarter of 2014, reaching out to more than 2,700 executives and more than 2,700 employees at companies in 27 countries.
FOR MORE VISIT HR BLOG -> cake.hr/blog
Diversity and inclusion is not a nice-to-have cultural topic – it’s a business imperative! Is your procurement organization ready to handle the changes in the workforce and harness its power? During this session, Nicole McCabe, Sr. Director, Global Diversity at SAP, will review current and future workforce trends and the strategic importance of creating an inclusive culture. Then Dawn Evans, President & CEO at SIG, will address what these trends mean to procurement organizations. She will also focus on supplier diversity and share some best practices on how to best set up a program. Join us to discuss and share experiences on how your procurement organization leverages diversity to drive business results.
Driving Talent and Strategic Transformation through HR TechnologyThe HR Observer
How can HR technology impact your organisation and how can this cultural impact be managed? During this session Nelly will discuss the important role that HR plays in driving the performance of talent within the business. You will develop an understanding of how to identify skill shortages within your talent pool as well as finding and developing the future talent the organisation requires. Join this session to understand where to start with HR technology and how it can help you develop talent and bring transformational change. You will learn how to find and nurture new talent into the business and how data is important in driving your decisions.
Nelly Boustany, HR Director, SAP Middle East and Africa
Workplace Strategies For The Economy Recovery1Monster
Workplace strategies for the economic recovery and solving the retention riddle featuring Roy G Krause (President & CEO SFN Group) and Brendan A. J. Courtney (President of the Mergis Group & Todays Office Professionals).
Understanding How Organizations Develop Competencies and SkillsDavid Forry
An overview of Brandon Hall Group’s Competency and Skills Development Study, conducted April-June 2019. It includes the current state of competencies and skills development, as well as analysis, critical questions organizations need to answer and our analyst point of view on the research.
Brandon Hall Group is a preeminent research and advisory firm, with more than 10,000 clients globally and more than 25 years of delivering Research-Based Solutions that Empower Excellence in Organizations.
Gain access to more research insights at www.Brandonhall.com.
In July 2017, the Lakeland Economic Development Council conducted a survey administered by Emily Rogers Consulting + Coaching to examine the areas of talent acquisition and retention as well as identify other pressing issues that are on the minds of business owners and executives in Lakeland. Review the findings presented at the November 27th LEDC Meeting at The Polk Theatre.
In July 2020, the Lakeland Economic Development Council conducted a survey administered by Emily Rogers Consulting + Coaching to provide insight to the perspectives of Lakeland CEOs in regards to the economic and business outlook for Lakeland, trends in talent retention and acquisition, organizational culture and the business impact of COVID-19.
From Succession to Success Empowering Millennials and Gen Zs for Leadership.pdfTalentView
2024 is just around the corner, but it's not too late to equip yourself with knowledge and updated trends that you can use in your recruitment processes.
This webinar will help embrace the newest trends and strategies of 2024, equipping you with innovative approaches to engage with the new generation of leaders!
In this session, learn practical insights to:
Exploring work styles and preferences of Millennials and Gen Z leaders
Strategies for boosting retention and loyalty in your organization
Innovative approaches to enhance learning and development initiatives
Check out the recording here: https://www.talentview.com/from-succession-to-success-empowering-millennials-and-gen-zs-for-leadership/
Want to learn more about Empowering Millennials and Gen Zs for Leadership? Schedule a call here: https://calendly.com/mica-palattao/30min?month=2023-12
#TalentViewLearning
In today’s job market, retaining key talent is more important than ever. Learning is an integral part of the employee lifecycle from hire to retire and providing growth opportunities to your workforce throughout this cycle increases overall retention. Come learn about how injecting learning into recruitment, onboarding, and ongoing skill and career development will increase your overall retention numbers.
In this session, you’ll:
Understand how employee engagement increases retention
Learn how targeted programs can help you maintain a skilled workforce
Find ways to get “tribal knowledge” back into the system
Many organizations face an environment disrupted by rapid market change, a proliferation of digital technology and changing workforce expectations. As the business context changes, leadership development has been changing with it. Innovation doesn’t happen without some digital context, which will require new skills for executives, managers and others.
What leadership competencies are being prioritized to meet the changing digital context? Is leadership development being pushed down through the enterprise to line-level employees? What technologies are used to deploy leadership development at scale and what are the roadblocks for modernizing leadership development? Skillsoft recently conducted the Modernizing Leadership for a Digital Economy survey to answer these questions and more.
In this webinar you will learn:
How leadership competencies are changing to prioritize digital skills
What job levels are being targeted for new leadership competencies
Where organizations fall on a maturity curve regarding new leadership competencies
Attitudes about technology adoption for leadership development
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
Workspot CEO Amitabh Sinha discussed what it takes to deliver apps on a variety of devices during a Thought Leadership Spotlight Presented by Workspot at the 2015 Chief Information Officer Leadership Forum in Boston on March 26. In his presentation, “Rethink App Delivery with Workspace as a Service,” Sinha pointed out that today’s IT professionals must understand mobile device management to ensure users can consume apps quickly and easily.
Michael Daly, Chief Technology Officer for Cybersecurity & Special Missions at Raytheon, described global cybersecurity trends during his presentation at the 2015 Chief Information Officer Leadership Forum in Boston on March 26. In his presentation, “Global Megatrends in Cybersecurity – A Survey of 1,000 CxOs,” Daly pointed out that cybersecurity is becoming a major concern for C-level executives.
Cathy Honor, Senior Vice President and Head of Global Contact Centers at RBC, discussed the employee experience and its impact on an organization’s customer service during her presentation at the 2015 Customer Care Leadership Forum in Toronto on March 25. In her presentation, Honor shared her thoughts on how organizations can improve their employee and customer engagement levels.
Joe Cothrel, Vice President and Chief Community Officer at Lithium, discussed “social support” and its impact on today’s organizations during his presentation at the 2015 Customer Care Leadership Forum in Toronto on March 25. In his presentation, Cothrel pointed out that social support occurs both via social media and through an organization’s website.
Joel Book, Principal for Marketing Insights at Salesforce Marketing Cloud, discussed the role of today’s chief marketing officer during his presentation at the 2015 Chief Marketing Officer Leadership Forum: Spring Event in Chicago on March 3. In his presentation, Book noted that today’s CMO is responsible for branding, revenue generation and much more.
Marketo Chief Marketing Officer Sanjay Dholakia discussed the importance of data and social media for marketing professionals during his presentation at the 2015 Chief Marketing Officer Leadership Forum: Spring Event in Chicago on March 3. In his presentation, Dholakia noted that data and social media can help marketers transform customers into advocates.
Workspot CEO Amitabh Sinha described mobile device management (MDM) and its impact on today’s organizations during a Thought Leadership Spotlight Presented by Workspot at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, Sinha noted that organizations should develop MDM strategies based on “things that won’t change.”
Edward Marx, Chief Information Officer and Senior Vice President at Texas Health Resources, explained why today’s CIOs need to look beyond technology within their organizations during his presentation at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, “Delighting Customers with Information Technology,” Marx noted that combining technology with customer service and leadership can help an organization thrive for years to come.
Gene Scriven, Chief Information Security Officer at Sabre Corporation, discussed the biggest threats to today’s enterprises during his presentation at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, “Top 12 Threats to Enterprise – aka ‘Gene’s Dirty Dozen,’” Scriven pointed out that information security is a major problem for many organizations, but there are several ways that organizations can protect themselves against myriad cyber threats.
Datapipe Chief Technology Officer John Landy discussed today’s IT challenges and how IT professionals can handle such issues during a Thought Leadership Spotlight Presented by Datapipe at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, Landy noted that IT professionals’ skills are changing, especially as new technologies become available, and organizations must be flexible to understand and manage today’s IT challenges.
Mike Anderson, Senior Vice President and Chief Information Officer at CROSSMARK, described what it takes for IT professionals to adapt to new technologies during his presentation at the 2015 Chief Information Officer Leadership Forum in Dallas on March 11. In his presentation, “Keeping a Seat at the Table: Remaining Relevant,” Anderson pointed out that the cloud and other technologies have changed IT, and today’s IT professionals must align their technologies with their organization’s goals.
Charlotte Gerstner, Senior Partner and Regional Consulting Director at Korn Ferry, discussed succession management and its impact on today’s organizations during her presentation at the 2015 Human Capital Leadership Forum: Spring Event in San Francisco on March 5. In her presentation, Gerstner pointed out that succession management is currently a major problem for many organizations.
Teresa Laraba, Senior Vice President for Customers at Southwest Airlines, discussed what it takes to build a successful customer service organization during her presentation at the 2015 Customer Care Leadership Forum in Dallas on Feb. 26. In her presentation, “It’s a Balancing Act,” Laraba noted that balancing customer service and organizational costs is a major challenge for organizations worldwide.
Lynn Olson, Vice President of Sales and Marketing at Performance Technology Partners, discussed how an organization can build customer loyalty during a Thought Leadership Spotlight Presented by Technology Partners at the 2015 Customer Care Leadership Forum in Dallas on Feb. 26. In her presentation, “Get to the Heart of Your Customers to Build Loyalty And Increase Share of Wallet,” Olson noted that building customer loyalty can help an organization boost its revenues simultaneously.
Robert Humphrey, Chief Marketing Officer at ForgeRock, described the importance of identity management for organizations and its impact on IT security during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Humphrey noted that “identity is at the center of everything” an organization does.
Jerry Sto. Tomas, Chief Information Security Officer at Allergan, discussed IT security and steps that organizations can take to bolster their security levels during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Sto. Tomas noted that IT security controls must be aligned with an organization’s goals.
Rana Kanaan, Vice President of Product and Marketing at Workspot, discussed how IT departments can drive speed to value during her presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In her presentation, Kanaan noted that adopting new technologies often takes time, but IT departments can help businesses accelerate their adoption rates.
Bhupesh Arora, Head of New Technologies and Application Services at Avery Dennison Corporation, discussed the opportunities that IT provides to an organization during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Arora noted that IT enables collaboration, and ultimately, can help employees become more productive and efficient. Arora pointed out that change is constant in IT
Dropbox for Business spokesperson David Stafford discussed data leakage and steps organizations can take to eliminate this problem during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Stafford said data leakage has evolved into a new issue for organizations – data ingestion.
Doug Bordonaro Sr., Director of Sales at ThoughtSpot, discussed big data, business intelligence (BI) and their impact on today’s organizations during his presentation at the 2015 Chief Information Officer Leadership Forum in Los Angeles on Feb. 10. In his presentation, Bordonaro pointed out that plenty of information is readily available, but organizations must understand how to access and leverage this data to succeed.
2. Global 27-country twin surveys
5,400 People; 2,700 executives and 2,700 employees
conducted by Oxford Economics
Oxford Economics, The 2020 Workforce, 2014
SuccessFactors An SAP Company
3. Five research finding themes
The new face of work
A Millennial misunderstanding
What matters most
The leadership cliff
The learning mandate
1
2
3
4
5
SuccessFactors An SAP Company
5. 83%
Executives say they are
increasingly using contingent,
intermittent, or consultant
employees, which will require
them to:
Change compensation plans
Conduct more training
Invest more in HR technology
The 2020 workforce will be increasingly flexible
SuccessFactors An SAP Company
6. 32%
39%
40%
41%
41%
42%
43%
48%
51%
51%
Labor shifts executives are most concerned about
Globalization of labor supply
Millennials entering the workforce
Difficulty recruiting
employees with base-level skills
Increasing number of intermittent/seasonal
employees
Increasing number of contingent employees*
Employee expectations are changing
Aging workforce
Changing work models
(e.g., telecommuting, flex time)
Increasing number of consultant employees
Difficulty recruiting specialized employees
SuccessFactors An SAP Company
7. The top impediments
to making progress are:
1. Lack of employee
longevity/loyalty
2. Lack of adequate
leadership
3. Lack of adequate
technology
4. Lack of skilled talent
34%
Good
Companies are not making progress
toward meeting workforce goals
47%
Moderate
19%
Slight
SuccessFactors An SAP Company
8. Have ample data to
understand strengths
and potential
vulnerabilities
Use quantifiable metrics
and benchmarking as
part of workforce
development strategy
39% 38%
Know how to extract
meaningful insights
from the data
available to them
42%
A lack of metrics and tools holds HR back
SuccessFactors An SAP Company
10. Millennials are not as different as we think
Almost everyone
wants training and
development
Compensation
is the most
important factor
Even
retirement
plans are only
slightly more
important to
non-Millennials
Their top
priorities
are the same
as non-
Millennials
SuccessFactors An SAP Company
11. Millennials care
more about making
a positive difference
in the world
Importance to job satisfaction
Myth or truth?
21% 20%
Millennials
29% 31%
Millennials
32% 10%
Income
Learning & growing
is more important to
Millennials than
meeting income
goals
Achieving work/life
balance is more
important to
Millennials
Non
Non
Learning
01
03
02
SuccessFactors An SAP Company
12. Millennials
want feedback
50%
more often than
non-Millennials
Millennials do need to be managed differently
in terms of feedback and development
SuccessFactors An SAP Company
14. When it comes to satisfied employees,
compensation matters – a lot
0% 10% 20% 30% 40% 50% 60% 70%
Education
Flexible schedule
Benefit plans
Vacation time
Flexible work location
Supplemental training
Retirement plans
Bonuses/merit pay
Competitive compensation
Employees who want
Employers who offer
SuccessFactors An SAP Company
15. Executives value loyalty more than job performance
1. High level of education
2. Loyalty & long-term commitment
3. Ability to learn
4. Diverse background
5. Interest in the wider business
6. Self-directed learner
7. Willingness to let others lead
8. Substantial field experience
9. Leadership ability
10. Job performance & results
What executives
value as top
employee attributes
1
2
3
4
5
6
7
8
9
10
What employees
think employers
want
4
2
1
6
7
8
9
10
8
3
SuccessFactors An SAP Company
17. Gaps in leadership capabilities
spell trouble for future growth
Have the skills to
manage talent
Executives cite a lack of
adequate leadership as
the number two
impediment to
building a workforce to
meet future business
objectives.
52%
Are prepared to lead
a global workforce
Know how to
inspire employees
Can lead a
diverse workforce
Are able to
drive change
51%
47%
44%
34%
SuccessFactors An SAP Company
18. Most companies are not cultivating leadership
within their organizations
40%
Employees
who say it is
easy for them
to collaborate
37%
Employees
who agree
their company
is committed to
diversity
19% 31%
Executives
who picked
leadership as
a top 3
attribute
Employees
who expect
more feedback
than they get
now
SuccessFactors An SAP Company
20. For employees, obsolescence
is a bigger concern than layoffs
18%
19%
19%
27%
31%
35%
40%Position changing or becoming obsolete
Not enough advancement opportunities
Inadequate staffing
Wage stagnation
Technology changes
Economic uncertainty
Layoffs
SuccessFactors An SAP Company
21. Employees aren’t prepared for the future
50% 34%
The skills they
have now will
be what’s
needed in 3
years
Their company
is able to give
them the
training they
need
SuccessFactors An SAP Company
22. Organizations struggle to develop a learning culture
51%
Has a culture of continuous
learning
47%
Is capable of retaining and sharing
institutional knowledge
52%
47%
41%
52%
43%
45%
Has a formal mentoring program
Offers incentives for pursuing
further education
Employees
say their company…
Executives
say their company…
SuccessFactors An SAP Company
23. Companies need to provide employees
with a path and develop skills for the future
23
51%
We are more
merit-driven than
tenure-driven
43%
When a senior
person leaves we
tend to fill the role
from within the
organization
37%
Long-term loyalty
and retention is an
important part
of our talent
strategy
31%
We plan for
succession and
continuity in
key roles
SuccessFactors An SAP Company
24. 01
03
02
Development of employees
and leaders will become the
new employer differentiator
• Learning
• Succession planning
• Feedback
It may be time to rethink our
compensation strategies
HR should continue to push
toward boardroom strategy setting
We must prepare for a more diverse,
flexible, and contingent workforce
Key Takeaways
04
SuccessFactors An SAP Company
25. For more information, go to
www.successfactors/workforce2020.com
Questions?
Giancarlo Davila
giancarlo.davila@sap.com
Editor's Notes
(A note to presenters on the statistics used throughout: percentages are generally reported in one of two ways. In long lists, such as slide 6, respondents were asked to pick their top 3 priorities. The percentages reported are those who picked that item as a top 3. The other method was to report the percentage who agreed or strongly agreed on a 5-point scale, as shown in slide 8.)
2
The findings fell into five large categories. The future workforce is going to be more diverse, more global, and more flexible. What we understand about Millennials may be misunderstood; in many ways they want the same things as the other generations, but there are some key differences. The bigger gap is the difference between what executives say they offer and what employees want. What executives and employees agree on is that we are not preparing our leaders for the future workplace. And in many ways, all roads lead to development, both for employees and for leadership.
The future workforce, we know from international census bureau data, is going to be more ethically and gender diverse. We will also work in more internationally diverse teams as companies continue to grow globally. What we found new in this study is how companies are relying increasingly on a flexible workforce and how HR has yet to create a vision for this more diverse workforce.
Big changes are coming to the workplace. The nature of employment itself is undergoing a transformation. So is the composition of the labor pool, as the entrance of the Millennial generation, along with globalization
and social change, increases employee diversity. Understanding and accommodating these changes is critical to managing the 2020 workforce, but doing so will require companies to take a more strategic approach to HR—and to equip themselves with the right tools to manage the new workplace.
As one of our collaborators at Oxford Economics likes to say, it’s hard to get 83% of executives to agree that the sun rises in the east. Yet around the globe, executives agree that they are going to depend more and more on the flexible workforce. When you look at the recovery in the G20 countries, it is different than past recoveries. It used to be a reliable pattern that during a downswing, the contingent workforce went up and during recovery, permanent employment went up. That is not the case in this most recent recovery, which some analysts have dubbed the jobless recovery. It’s not truly jobless, but jobs look different. And execs say this increased use of a flexible workforce will require different HR responses: (read right-hand stats)
When we polled executives on what they worries them about the workforce, here are the results. The global workforce, made up of over half Millennials, tied as the number one concern. In the US, there was a higher concern about recruiting specialized employees but for much of the rest of the world, finding employees with base level skills ranks quite high. Again, you can see this emphasis on contingent workers. Diversity is another pressing issue. The 2020 workforce will be made up of a wider group of ages and nationalities than ever before, so companies will need to have a broader understanding of their people and the markets in which they operate. These changes are very much on the minds of executives, who cite globalization and Millennials entering the workforce as their top business concerns; over half of respondents say these two labor-market shifts have a great impact on their workforce strategies. Respondents from Asia Pacific (64%) and Middle East/Africa (57%) are more concerned with Millennials entering the workforce than other respondents, as are companies that report higher-than-average
profit margins than other firms in their industry (56%).
People management will need to become more strategic and evidence-based to accommodate the increasingly flexible and diverse workforce of the future. But as things stand today, HR lacks both the clout and the tools to get the job done. The problems start at the top—or, more accurately, with lack of access to the top. While HR frequently works with C-suite executives, barely half of executive respondents say it drives strategy at the board level, and nearly one-quarter say that workforce issues are an afterthought in business planning. Getting top brass to buy into the urgency of workforce issues can be difficult—especially when HR is still refining its own message.
Companies report having operational workforce goals for the year, but less of a long-term set of goals for the workforce. The top impediments are: (read slide). This lack of employee loyalty seems to be a high focus area for executives, even though tenure at most companies is decreasing.
“It’s always tough to motivate for HR money in any business,”
says Shani Naidoo, HR director at The Foschini Group, a
large South African retail company. And when direct returns
on something like improved training are hard to quantify,
the purse-strings are drawn even tighter. “The board will not
provide us with funds for something that’s not clear,” she says.
“And I don’t think our HR strategy has been fully enunciated to
allow for a very strong commitment from the board.”
Having an extended workforce will place new requirements on understanding the metrics of the workforce, and we’re already challenged with simply using data and metrics on our existing workforce. (Read stats)
It turns out Millennials are not that different in what they want as benefits, but they are different in some ways. We polled Millennials who are already working in organizations, so it may be that the differences that are widely reported include those Millennials who have become entrepreneurs or are working in not-for-profit organizations, where we did not do as much polling.
Perhaps the biggest news here is that all generations want much of the same thing. Compensation is far and away the biggest driver of employee satisfaction and loyalty. Other research organizations are reporting the same trend – compensation is growing in importance. In some countries, training and development was higher than compensation in importance to Millennials, but globally, compensation was the highest.
The ability to attract and retain Millennial workers will go a long way toward determining which companies are most successful over the next decade and beyond. As a result, forward-thinking executives are making it a point to target Millennial prospects. But there is a big difference between aggressively recruiting Millennials and making wholesale changes to accommodate them. And the latter approach may be unnecessary, or even detrimental to employee engagement. The extent to which Millennials have been painted as a new type of worker with unusual needs to fulfill has resulted in a long list of myths. Among them:
(This is a build slide that you can use as a quiz with the group.)
Regional views of Millennials
Our research reveals a clear global story about Millennials in the workplace, but younger employees are seen differently by business leaders in different regions. Put simply, executives in North America and Latin America are much more likely than their peers in the Asia Pacific and Middle East/Africa regions to describe Millennials as having different values and expectations. For instance, North American (64%) and Latin American (63%) executives are more prone than executives in the Middle East/Africa (43%) or Asia Pacific (37%) regions to seeing Millennials as frustrated with the quality of management. They also are more likely to perceive Millennials as being frustrated with the technology they are provided. Even more dramatically, North American (61%) and Latin American (53%) executives are more than twice as likely as those in Asia Pacific (30%) and the Middle East and Africa (24%) to believe Millennials find business processes too bureaucratic. On the other hand, executives in Asia Pacific (61%) and the Middle East/Africa (58%) regions are far more likely than those in North America (45%) and Latin America (35%) to believe that Millennials consider quality of life to be a more important work consideration than potential career path. As it does in most of these categories, Europe (53%) falls in the middle.
One way in which Millennials are different is in the amount of feedback they expect. (read slide) Millennials, on average, expect to get feedback about their performance and development about once a month. Already most companies report that we have a hard time getting managers to give feedback to employees, and that need is going to increase as more of the workforce will be comprised of Millennials. (You can use this moment to ask the audience if this is a concern for them, in terms of managers giving feedback. What are they doing?)
While younger workers have needs that are distinct from earlier generations—most notably in the areas of feedback and career development—Millennials are much more like their older coworkers than previously thought. The oft-adopted view of them as either altruistic do-gooders or spoiled whiners is a misinformed perspective that successful companies will avoid.
We surveyed to find out which benefits and work aspects matter most to employees, and we also asked both executives and employees what their companies offered. This was an area where we found a mismatch between what employees want and what companies focus on. Perhaps it is not surprising that only 39% say they are satisfied or highly satisfied with their jobs.
How satisfied are you with your job overall?
Highly satisfied – 5%
Satisfied – 33%
Neither satisfied nor dissatisfied – 32%
Dissatisfied – 27%
Highly dissatisfied – 1%
Employee engagement is built on more than money, but everyone has bills to pay. Our research suggests that companies are focusing excessively on offering benefits and perks that rank far below cash on employees’ priority lists.
So while a healthy proportion of employees care about retirement plans (45% say it is important or very important), supplemental training programs to develop new skills (44%), a flexible working location (44%), and vacation time (43%), their top priority by a wide margin is competitive compensation. Compensation is especially important to employees in North America (81%), Latin America (74%), and Europe (68%), and its importance to employees in the Middle East/Africa (50%) and Asia Pacific (59%) regions is second only to the closely related category of bonuses and merit-based rewards. This universal desire to be paid fairly is not being satisfied, with less than one-third of employees (30%) saying that their employers offer competitive compensation.
Our research suggests companies have significant opportunities to improve on their benefits mix. For instance, trendy amenities like recreational facilities, gourmet cafeterias, and on-site massages may grab headlines—and even lure some job candidates—but their appeal appears to be limited. Only 38% of employees say such perks are important or very important to them, suggesting that companies would be better off spending their money on other engagement methods. And despite the fact that 44% of employees rank flexible work locations this highly and 42% say flexible schedules are important/very important, only about one-third of employers are actually offering flexible work locations or schedules.
On the development front, 44% of employees prioritize supplemental training to develop new skills. While a narrow majority of employees and executives agree that their companies offer such training, only 34% of employees say they can get the training they actually need. That is an important gap, as nearly one-third of employees say that such training would increase their loyalty and engagement. More ominously, 13% of employees—and nearly 30% in both North America and Latin America—say they have considered quitting due to lack of learning and development options.
Our research shows that 41% of executives consider loyalty an important part of their talent strategy, with nearly one-third identifying it as one of the three most important employee attributes. But more than one-third say lack of employee longevity and loyalty prevents them from meeting strategic workforce goals (only 77 of the Fortune 500 companies have an average employee tenure over five years, according to a PayScale survey). And with 83% of executives saying they are increasingly using contingent, intermittent, seasonal, or consultant employees, the need for successful engagement across all type of employment is paramount. It seems, then, that the widespread inability to consistently engage employees is undermining efforts to build loyalty.
Consider that 41% of employees say they never or seldom interact with their managers, or that 22% say they are likely to leave their jobs within the next six months, and you start to get a sense of the work companies have to do on this front. Meanwhile, if employees want their employers to invest more in career development, they can demonstrate their commitment by participating in self-directed learning and other development alternatives in larger numbers.
The companies with truly engaging work environments will find themselves creating the most successful 2020 workforces. To achieve this goal they must bring management and employee perceptions closer together on everything from compensation and development to working conditions and perks. If they fail, their ability to execute on strategy will be compromised, as they are forced to rely on unenthusiastic employees who are dreaming of their next jobs.
Strong leadership is essential to business performance, and all the more so when companies must navigate the complexities of globalization, increased diversity, and the changing nature of work. Yet employees and executives agree that corporate leaders are not ready for the future workforce.
More than one-third of the executives we surveyed say that a lack of adequate leadership impedes efforts to build the workforce needed to meet their objectives. Yet only half of these executives say their companies have well-defined processes and tools for developing talent, and even fewer (44%) say they plan for career advancement in a given role when hiring.
Two-thirds of executives believe the lack of leadership capability is negatively affecting business performance. Barely half of executives say their companies possess the skills to effectively manage talent, and only 44% have faith that their leaders are capable of driving and effectively managing change. Ominously, just over one-third say their firms are prepared to lead a diverse workforce and have the ability to drive global growth. Employees share these negative perceptions, with just 44% saying their leaders can guide their companies to success. Barely half say their managers provide strong leadership, and fewer see them mastering such staples of the modern workplace as supporting a healthy work environment and being flexible about time off or working location.
The leadership gap reaches across geographies and industries. In each region of the globe, as well as in the different sectors surveyed (financial services, retail, healthcare, professional services, and consumer
goods), about one-third of executives feel the leadership gap is preventing them from establishing the workforces they need. In Japan, for instance, long-standing traditions may hinder efforts to cultivate the leadership needed for an increasingly global economy.
Just half of executives say their companies have well-defined processes and tools for developing talent, a powerful indicator of how uninspired many approaches to this critical topic have been. About the same number believe their companies are committed to recruiting a diverse leadership team and that their leaders possess the skills to inspire and empower employees. The result of this lack of preparation: a solid 42% of executives believe their companies’ growth plans are slowed by the lack of access to the right leadership. Employees take an even dimmer view of leadership development efforts. Fewer than one-third say their managers are doing a good job of providing them with a well-defined career path, and only slightly more say their managers do enough to sponsor them for training and development programs. A mere 40% say their employers make it easy for them to collaborate, and even fewer agree that the companies they work for are committed to diversity.
Yet most employees do not see a path into leadership ranks. Only one in five says that management values leadership ability in employees. Specific leadership qualities also are undervalued: just one in nine employees (11%) feel that managers consider problem-solving skills to be important, while Only 5% believe that management values the willingness to take reasonable risks. Executives, meanwhile, are not making big progress in addressing the future of leadership. Nearly two-thirds say they do not plan for succession and continuity in key roles. Well over one-third of executives say that getting insights into leadership turnover and cost would help them in achieving business objectives, and nearly as many (35%) say that such insight into the strength of leadership pipeline would help, too.
Never before has the need for enterprise leadership been greater. The increasingly global business landscape and changing nature of work are placing additional pressures on companies to develop leaders who can bring a host of skills to the table. Yet our research shows clearly that leadership is not what it should be, and that efforts to identify and develop future leaders are far from adequate. It is imperative that companies devote the required resources to address the leadership gaps that threaten to derail their business plans. By developing the talent and skills they need, companies can position themselves to thrive around the 2020 workforce.
Employees are clamoring to develop their skills and capabilities. Executives see that shortfalls in these areas are holding their companies back. Yet most companies have not established training, education, and development as the organizational priorities they should be.
The numbers are stark. Over half the executives we surveyed say problems with talent and key skills are affecting business performance. Meanwhile, employees say their greatest concern is their position becoming obsolete, with only 50% expecting the skills they have now to be adequate in three years. But fewer than half of respondents in either group say their company has a culture of continuous learning.
Nearly half of executives say that challenges in recruiting employees with base-level skills are having an impact on their workforce strategies. Yet just 50% say their organizations have well-defined processes and tools for developing talent, and only 42% say they have the budget and resources they need to support those processes and tools. Similarly, nearly half of employees say their employers have outlined well-defined processes to help them grow and improve their job performance, but barely one-third say their company is actually able to give them the training they need.
Workers are concerned about getting left behind by changing job requirements, and they do not feel supported by their employers. Only 43% say their managers have a good understanding of their skill sets, and even fewer say their employers provide ongoing opportunities to expand those skill sets or encourage further career development via continuing education and training. Technology is one area of particular concern. Employee proficiency with key tools such as cloud and analytics will grow in the next three years, but not enough to keep up with demand. In order for companies to obtain these skills on the scale they need, they will have to focus on training their employees and providing the necessary technology. Currently, less than half (48%) of employees say their company provides ample training on the technology they need, and less than one-third (31%) say their company makes the latest technology available to them.
Building a learning culture is not an easy job, but it is an area of enormous opportunity for
organizations that can get it right. Often, the essentials are lacking. Barely half of executives
say their company is capable of retaining, updating, and sharing institutional knowledge,
and only 41% say they offer incentives for pursuing higher education. And although more
than half of employees say they want to learn about the entire business, only 38% of
executives say they offer formal programs such as job rotation and shadowing
To build the 2020 workforce, companies must rethink the way they invest in their workers. Nearly half of executives admit that their companies do not offer supplemental training programs for employees to develop new skills, and nearly two-thirds of employees do not believe their managers adequately sponsor them for training and development programs. Worse, only 23% of executives say their companies offer education as a benefit, and incentives for pursuing educational opportunities also are uncommon. With more incentives to pursue education and participate in supplemental training programs, employees would expand their skill sets and their peers would likely follow suit.
Leaders also are not sufficiently planning for succession and continuity in key roles. Only 44% of execs agree that their companies plan for expected career advancement and tenure in a given role when filling positions, and less than one-third say they fill roles from within the organization when a key person leaves. Investing in training and development allows companies to replace vital skills from within the organization and even inspires employees to stay with the company.
Establishing an organizational culture that places a premium on learning and development requires a multi-faceted approach. By providing more opportunities for training and skills development, offering
incentives for pursuing outside education alternatives, and fostering an environment in which sharing is encouraged and rewarded, organizations will find themselves better positioned to thrive in the
information-centric world of business in the 21st century.
Building the 2020 workforce requires companies to focus on the many changes, opportunities, and risks at hand. Here are some key takeaways where we believe businesses must take action in order to thrive in the
future. (read slide)