Shifting perspectives of Canadian organizations


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Survey of 500 Canadian organizations and the shifting values in the workplace due to technology, work life balance, and their demographics.

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  • There has been a lot of discussion on issues fundamental to Canadians
    Leading generational change in the workforce
    The continuing productivity gap
    A increasing presence of mobility and social media at work and at home

    While there has been lots of chatter on the topics, this research by SAP and ITRG looks at how these trends are coming together and their impacts on business leadership, productivity, technology choices and our lives. We are looking to start a dialogue, based on this research, to address the topics and provide thought leadership on how we can each be successful in address these changes and opportunities.
  • Business needs to evolve to meet the changing needs of its employees and leadership needs to play a active role in this
    Productivity is an end result of attracting the right people, giving them the right tools and ensuring their skills are developed.
    Canadians work and play in social settings, technology augments this.
  • The composition of the workforce is changing yet we still have many similarities
    This slide looks at how perspectives are changing and as we play out the ramifications of these changes over the next few years as boomers leave jobs and millennials and GenY fill more jobs we’ll see distinctive changes in the workforce and how people approach their personal and professional goals.
  • This slide looks at the overarching qualities a leader needs to have based on our interviews of over 500 Canadians. Leadership needs to understand the emotional quotient of the folks he/she leads and how to motivate them.
  • Spending some time on the differences in the workforce, we can look at how certain parts of their persona is described and these aspects of leadership, productivity, technology and personal and professional values.

    GenY is connected and engaged
    GenX is a pluralist and multi-tasker
    Boomers are experienced and invested.

  • We live a bifurcated life as a worker and consumer. Using the same tools in both aspects of our daily routines to address the constant need for work and play and socializing. This means we are always connected and engaged but we are never completely dedicated to one specific task.
  • To further complicate things we define ourselves by where we live. Leaders must understand these aspects of our lives and how to communicate a common value and goals to folks that reside across Canada and sometimes around the globe. We also must speak the language of the customer in these regions. By understanding these we can successfully engage with the aspects of the community and maintain a dialogue.
  • Thoughts by industry:
    Retail – not customer oriented technology dictates process and policy measure performance – doesn’t enable customer centricity.
    Manufacturing – scored highly on the need to innovate and be creative. Given a dollar at parity, globally competitive markets and competitors Canadian manufactures have to be better and more innovative to be relevant.
    Public Sector – preparing for a dramatic shift in people, skills and obligations to the public technology is sorely needed to support this shift in workforce.
  • What is going ON?
    They want the skills
    Want access to better technology
    want to collaborate (across the business and with customers)

    SAP must overcome resistance that that technology is a stick that is used to measure performance, account management, business goals, etc. Rather you need to help their immediate manager and the business as a whole sell the value proposition of using technology to succeed in their job and meet the needs of their customers in a more effective manner.

    Using CRM can be more effective if it is simple and reflect personal technology choices we spoke about earlier. Analytics is really about predicting and planning not reporting. Too many professional see BA or BI being a reporting (tattle tale) of past performance that man have an uncertain impact on their future professional goals and earnings. Too many use BI to justify gut-led choices in hind sight.
  • Procurement is often forgotten, yet it finds itself increasingly (internal) customer oriented. Yet procurement professionals find new technologies that streamline manual process often limit them and their activities as well. Gone is their ability to ‘pivot’ on data to make innovative decisions. These professionals need better tools to model future opportunities, customer needs and an ability to collaborate with other parts of the business proactively.
  • HP professionals are often in charge of training, yet they feel they lack training themselves. This is especially true when it comes to recognizing how to recruit and retain professionals from across generations. They also debate whether the mission of the organization accurately translates to recruiting and advancing employees. Without such they don’t know if they get the right people enough of the time or for that matter can retain the best.

    SAP must work with these folks and the tools they use to create an on-going conversation that HR and talent professionals can use to cultivate the employees and skills their organization will need for future growth.

    HR must also work to address how different people learn. Many of the tools currently used are tailored to the on-demand learning styles of GenY, but the time constrained other generations don’t learn this way and more often feel their organization doesn’t provide them with training to enhance their skills andfurther develop them in their professions.
  • Link the first two bullets and describe why there is such a gap here.
  • There are many comparisons and contrasting points in the above. Its loud and clear Canadian professional put a premium on training to get their job done and change the efficiencies brought about by modern technologies into personal effectiveness (e.g. productivity)

  • Technology is mission critical to many parts of the organization and it makes the business and operations more efficient. But without skill development we see people pulling away from using it as they don’t alight its usage with what they value. Companies need to be clear about the values of the organization , its mission then the strategy and tactics that are used to support this. Leadership is critical to the first two and small team, individuals and technology is important to the latter. Fundamentally its the value that drives success, ensuring you can activate your employees by giving them the insight and tools to make them productive is a tactic, but each employee much understand how their choice and the use of tools (incl. Technology) ties back to those core values.
  • Technology isn’t just in the business. We have pro-sumers, work-consumers, technology mavens, etc. who constantly intertwine their consumer preference with their work life.
  • We recommend the above to SAP to drive thought leadership in the market and with its customers.
  • SAP needs to go to customers that it already has that are struggling with adoption and activation to sell them clear value propositions like those above.
  • Shifting perspectives of Canadian organizations

    1. 1. Toll Free: 1-888-670-8889 Web: Joel Martin: jmartin@infotech.comFebruary 2011 Shifting Perspectives of Canadian Organizations A look at the generational divide and the views of leadership, productivity, and the use of technology.
    2. 2. About the Study • The study was commissioned by SAP Canada and conducted by Info-Tech Research Group, a third-party market research firm based in Canada. • SAP commissioned the study to look at Canada’s changing perspectives of technology on their daily lives. • The study was based on two surveys, the first a web based study of 500 Canadians and a second telephone interview with professionals in sales & marketing, human resources (talent management), and procurement. • The studies were in field in November and December of 2010. Our Research • A sample size of n=500 provides a 95 per cent confidence level for our research findings. • The research focused on three distinct age groups, these being: - Generation Y: Those born from 1983 onward - Generation X: Those born between 1967 and 1982 - Boomers: Those born between 1946 and 1966 • For the research, ‘technology’ in our study was defined as hardware (personal computers, laptops, mobile phones, tables) and software (collaboration tool, office productivity, email, etc.). We did not include technology services or telecommunications as part of our technology definition. Our study also looked at the growth of mobility, which included both the use of mobile technology (phones, tables, laptops, etc.), but also the act of being mobile – in other words being out of the office or home, yet being connected to the internet, our peers and our business. Methodology
    3. 3. What we assumed going in: 1. The workplace is changing and how businesses attract and retain talent needs to shift. 2. Canadian businesses are falling behind in productivity. 3. Canadian consumers are heavy users of technology, web 2.0, and social media. What our study revealed: 1. Canadians want leadership that speaks to their generation. 2. Productivity investments are not always aligned with the actions needed for sustained gains. 3. Mobility and social connections have a strong influence on technology decisions at home and at work. Our study
    4. 4. Leadership matters Respect my capabilities. Trust my decisions. Be a team player. Share experience. Set the course. Lead me. Train me. Show me a career path. Help me contribute. Allow me to innovate. Motivate me. Develop my strengths. Set goals I can achieve. I need to balance. Provide Vision.
    5. 5. The qualities of leadership 60% 80% 100% Provides vision of future growth Embodies the values of the company Develops employee strengths Leadership understands EQ
    6. 6. Who am I? Who are you? • My job must allow me to make decisions immediately. • I’ll use technology in everything I do. • I am mobile. GenY • We make decisions as a group. • Technology makes me more efficient, not necessarily productive. • I strive to balance my personal and professional life. GenX • I know my job and what I need to do. • Technology is a resource to support me when I need it. • I have skills and experiences I want to share. Boomer
    7. 7. Differing perspectives @Home – On-line and Mobile • I am on-line to get better service. • I stay connected. • I do more than 9-to-5, I work when ..and where I am needed. @Home – Balancing Duties • I manage what others know about >me. • I expect better service; my time is >precious. • I use technology to stay connected. @Home – Make their own choices • My job is 9-to-5. • I shop at places I respect and that >respect me. • I value making my own choices. @Work – Defined Boundaries • There are processes that I follow. • Employees must focus on customer >service and not depend on gadgets. • Technology makes it easier not >necessarily better. @Work – Adjusting on the Fly • I want to use technology more >effectively. • We lose customers because we don’t >innovate fast enough. • I work hard to be fairly compensated. @Work – The Technology Enthusiast • Customers shape my decisions. • Technology provides flexibility. • I’ll stay at a job that allows me to learn and contribute. GenY GenX Boomer
    8. 8. Canadians differ Goal-oriented leadership Our job depends on technology Blend professional and personal lives Social mavens Environmentally focused Technology fuels my productivity My leader must be a team player We are mobile We need better training Innovation is a must Companies care about local communities Technology makes me efficient Leadership cares about me We collaborate Flexible work policies are important Job security is a must We like our privacy Technology makes me efficient
    9. 9. Industries have different perspectives Retail Leadership: Embody Values Productivity: Waiting for management >>to decide Technology: Lack of customer insight Professional services Public sector Financial Services Manufacturing Public Sector Leadership: Personal Development Productivity: Technology dependant Technology: Automates manual >>processes Professional Services Leadership: Vision for Growth Productivity: Access to training Technology: Supports my decisions Financial Services Leadership: Personal Development Productivity: Recruit the right people Technology: Supports my decisions Manufacturing Leadership: Goal Oriented Productivity: Encourage creativity Technology: Cutting edge & efficient
    10. 10. Sales&Marketingprofessionalssaythenumberonereason theylosecustomerswhenthecompetitionismoreinnovative What is going on? • 88% look for leaders who can help them develop their strengths. • 70% are mobile and require flexibility. • 68% use technology for group collaboration. • Only 56% feel they are adequately trained to use the software they are given. • 47% indicate they lose customers because of inaccurate data. • 40% feel information is lost when colleagues leave their business. • 36% don’t use CRM; 40% don’t use analytics. Advice/opportunities for SAP. • SAP has done a good job of convincing executives leadership of the business value, but employees have not bought into the personal value of CRM, BI, or MA. • Convince customers that using analytics and CRM to: - Save time - Manage your pipeline - Gain better business insights - Understand your customer (they expect this of you) - Stand a better change of achieving the metrics pushed down on you by management • Build on the mobile message as it resonates with this audience “My company stresses creativity in the interview, but they beat it out of everyone in the first six months or a year.” - Sales Professional
    11. 11. Procurementhavereal-timeinformation,but strugglewithcontextualizingittodailyactivities What is going on? • Leadership must facilitate growth and development. • 74% of procurement professionals use technology to react faster to the needs of their (internal) customers. • 36% find it challenging to get real- time updates to supply chain information. • 68% of professionals use electronic document management and workflow solutions. • 31% of professionals have adopted automated demand management and forecasting solutions. Advice/opportunities for SAP. • This job type is often forgotten when it is working, but can gain great benefit from technology. • You have a need as procurement people are really interested in improving customer satisfaction. • You have a gap as users need greater access to real-time corporate information. • There is a huge appetite here, and therefore the easiest department to deploy in. • There is a lot of significant cost-saving potential. “People in my organization tend to use technology like a hammer and everything is a nail. They either lack an appreciation for the technology or haven’t been trained well enough to use it properly.” – Procurement Professional
    12. 12. HR&TalentManagementstrugglestobalancethe changingneedsofgenerations What is going on? • Good leadership develops people. • 52% of HR professionals say their organization has a formal strategy for attracting new talent. • Today’s HR department relies on referrals (57%), job boards (47%), and recruiters (33%) to identify new talent. • Less than 20% utilize social tools like Linkedin to recruit and attract new talent. • Over 80% say their organizations offer web-based access to personal information, but lack in career planning (28%), education/training (52%), or performance management (52%). • 52% indicate when a person leaves a role at their organization knowledge is not adequately transferred. Advice/opportunities for SAP. • Social media is not a liability. other departments are leveraging well to sell and recruit. You must too. • Companies who are good at hiring talent have a plan, dedicate resources and leverage technology. • Practice, don’t just preach when it comes to work/life balance. • Official programs like flex hours, work from home prove your commitment to your people. “We have tools, but have to train ourselves in order to serve our customers.” - HR Professional
    13. 13. The productivity gap • Management sees technology as a way to collect more information and create operational efficiencies. • Solutions for training are more aligned with how young professionals learn. • Experienced professionals are focused on what makes their job stable and predictable. • Productivity is based on a manufacturing view yet more of the economy is services based. • Non-management employees feel technology makes them more productive as long as they are trained to use it. • There needs to be more skill development and training to realize the full potential of our workforce. • The ability to be creative and innovative is a focus during the hiring process. • Productivity doesn’t account for work done outside of the office by the creative class.
    14. 14. • The more experienced the leader the stronger the correlation of technology to productivity, efficiency and customer satisfaction. • The creativity and innovation that took place within manual business processes is lacking as best in class solutions are implemented. • Key industry sectors continue to fail at defining what drives efficiency versus effectiveness. • Using technology to improve productivity ranked highest in the Public Sector (40% extremely important), but trailed considerably in Financial Services (20%), Retail (22%) and Manufacturing (29%). • Technology as a conduit for organizational efficiency ranked highest (extremely important) in Public Sector (40%) versus Professional Services (26%) or Manufacturing (29%). Leadership+Creativity/Technology=Productivity
    15. 15. • Respondents overwhelmingly cited the importance of technology in getting the job done, enhancing their ability to react to customer needs, and collaborating with others. • Canadians feel technology can benefit them and their organization most when they have access to training. • Younger professionals have a strong bias towards technology as a integral part of their professional and personal life, while leaders see technology a servant to their business. • Canadians in the midst of their career often find technology is a bane and blessing as they need it to do their job, but find themselves struggling with its application. • The technology used in the workplace has more of an influence on what we buy for ourselves than what is used by our friends or family. Technology inthe workplace isakeyenabler
    16. 16. Adoptiondiffersbasedon whoyou are 0% 10% 20% 30% 40% 50% GenY GenX Boomer Preference to use cutting edge technology 0% 20% 40% 60% Boomer GenX GenY Adopt Technology as Needed• Boomers want technology as needed, this doesn’t mean they want new technologies. • GenY expects technology to already be in place to support the work they do. • GenX is slow to adopt technology for fear of having to retrain, but they understand the need for technology to do their job competitively.
    17. 17. Technology 1. 61% of Canadians feel technology investments are important or extremely important in driving productivity. 2. 50% of business leaders indicate that new technology investments are needed annually or sooner, only 24% of front-line employees agreed. 3. 70% of employees said technology supports their ability to service their customers, but only 55% said they could use workplace technologies wherever they needed to. People 1. Only 53% of font-line employees feel they are given adequate training for their job. 2. Only 52% of Canadians feel their organization has a formal strategy for attracting new talent. 3. Less than half (49%) of front-line employees feel adequate job knowledge is transitioned to new employees. 4. Creativity and Innovation is not ranked highly amongst professionals. Accesstotechnology @workdoesnot automatically enhance Productivity Quote (Procurement Professional): “People in my organization tend to use technology like a hammer and everything is a nail. They either lack an appreciation for the technology or haven’t been trained well enough to use it properly.”
    18. 18. • 92% of Canadians make on-line purchases. - 81% of Canadian use ‘social’ web tools and sites to review and share opinions on what to purchase. - 89% seek customer support for products or services on-line. - 75% of Canadians expect companies they do business with to have an understanding of their needs. • 63% of Canadians use mobile devices to access social networks. • 62% of Canadians have used their mobile device to conduct ‘on the spot’ research before making a purchase decision. • 57% of Canadians indicated their choice of who to purchase from was significantly influenced by their knowledge of the companies business practices. • As Canadians the technology used in the workplace has more of an influence on what we buy for ourselves than the influence of our friends or family do on our choices. Canadians are social consumers
    19. 19. Flexibility to balance busy lives 1. 82% of Canadians use the same technology for personal & professional tasks. 2. Flexibility to work outside the traditional ‘9-5 workday’ was important to 30-45 year-olds (ranked #4) and women (#3) as an influencing factor to job satisfaction. 3. 56% of Canadian feel their organization can support their career development and planning needs. We continue to value stability 1. Canadian prefer leaders who align the skills of their employees with the goals of the business. 2. Pay me, don’t judge me: Canadians value fair compensation (#1) and job security (#2) over creativity & innovation (#9) and performance reviews (#10). 3. 34% of Canadians have access to tools that help with career planning, while career advancement opportunities was one of the Top 5 most important factors in workplace satisfaction. Canadians wantincreased Flexibility while maintaining careerStability Quote (HR Professional): “Baby Boomers were raised to work. Gen X are looking for variety. For Gen Y, [they] work at a whim; when they want. They don’t know about schedules.
    20. 20. To truly lead a leader must: 1. Tailor their leadership style to their audience. 2. Build a customer-centric culture. 3. Invest in technology to empower decision making. 4. Instil a culture of learning and development. 5. Inspire a creative workforce. Today’s leadership
    21. 21. SAP’sadvice for Canadian businesses • Provide leadership and develop your employees; a must in retaining them. • Technology influences employee satisfaction, productivity, and innovation. • Say this twice – your employees will drive innovation you can’t imagine if you give them the right tools. • Consider a balance of traditional and on-demand solutions to ensure systems are continually updated and available. • Always look at how your employees do their job and how to educate them to use new tools, be creative, and value innovation. • Bring technology at work up to speed with technology people are using at home. • Use IT to integrate disparate processes; this is the next frontier of business innovation. • Use business intelligence and analytics to create a customer-centric organization.
    22. 22. • Your consumer base, and your workers, are surrounded by technology. Canadian companies must become technology enthusiasts. • Consumers expect vendors to have access to their information, so companies must make buying decisions that align with real-time consumer needs. • Consumers are comfortable buying online, but only willing to purchase online from companies they trust. Brand recognition and corporate credibility online are essential. Advice for SAP’s customers
    23. 23. About Info-Tech Research Group ATrustedSourceofQualityITResearch End-User Practice • A global leader in providing practical IT research and advice that makes a clear and direct impact • Serving more than 21,000 IT & business decision-makers, across all industries and sizes of organization • The number one provider of IT research and advice for: - Small and mid-market enterprises - Broader public sector - Technology leaders in larger organizations Vendor & Ecosystem Practice • Syndicated and custom research based on more than 20,000 surveys and interviews conducted on a North American and Global basis - Buyer and Ecosystem behavior • Demand generation and lead nurturing programs - Licensed content - Custom campaigns
    24. 24. The Info-Tech Influence… on the Industry Info-Tech Research Group analysts on broadcast media Media outlets like these are turning to Info-Tech for insight: Info-Tech Research Group analysts in the trade pubs Quotes, comments, and interviews in publications including: Info-Tech Research Group analysts in the dailies Quotes, comments, and interviews in dailies including: In 2010, Info-Tech Research Group is the 10th largest IT research firm in the world, and the biggest based out of Canada. Outsell rates us as a leading force in the IT Market Research landscape in 2010. Outsell’s Market Intelligence Service: Market Analysis - Market Research and IT & Telecom Research, Reports & Services: 2010 Market Forecast and Trends.