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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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Shifting perspectives of Canadian organizations

  1. 1. Toll Free: 1-888-670-8889 Web: www.infotech.com/indaba 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.

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