How to align

the workplace to the new workforce?

Denis Pennel

How to align the workplace to the new workforce?

Nicola Connolly – Adecco Vietnam

Aligning the workplace to the new workforce The New Workforce

1989 changed the World… and the labour market

Global Working population (15-64)

in 1980 1.0bn

in 2010 3.2bn

Since 1990, global working population has increased by 1.47billion:

Fall out of USSR Opening of China & India to the market economy

40% =

in 2020

3.5

bn China & India

Source: ILO

Europe faces the worst situation when it comes to ageing...

Median age of total population in 2030 (EU27 and other world regions)

Source: United Nations 2013

The rise of the Breadwinner Moms

The demise of a one-size-fits-all

approach and the unique model!

My Way, My Work: work has to adapt to people’s choices and constraints

I want to be myself at work!

Making a living

Building relation- ships

Expressing yourself

Generation Y at work

Ambitious but self-centered Born without illusion and used to chaos Open, direct and informal

Difficult with authority

Collaborative, no need for micro-management Use computer as social machine Flexible and mobile

High sense of social responsibility

Happy@Work? Only 13% of workers say that they are engaged

Workplace toxicity

Downsizing Job disenchantment

New family role

Employer high demand

Source: Gallup - State of the global workforce 2013

Disengagement at work can have dramatic outcomes…

Connectivity is everywhere!

Source: Cisco Connected World Technology 2013

The rise of a dispersed and remote workforce

Shared Services Centers

Subcontractors

TAW

Freelances

FTC, part-time

Core business

(OEC)

Consultants 1st level

2nd level 3rd level

Interns

« Cultivating communities of workers will become one of the key disciplines of 21st-century business »

Interim Management

Thomas Malone in The Age of Hyperspecialisation Crowdsourcing

Strategic alliances

(Harvard Business Review 2011)

Aligning the workplace to the new workforce The New Workplace

-

Work used to be considered as a place, it is now a task to do

My office is where I am!

A work-life blend: W@H@W

1980-1990

Work intrudes

2000-2010

Social media Hobbies

into private

Emotions BYOD

life

Heavy workload

Stress management

Digitalisation ICT

Telework

Creativity CSR

Personality and passion invade the office

Have we reached the tipping point of the Salariat?

Does not guarantee job security any

longer

Command & control management

does not meet workers’ wish for

more autonomy & responsibilities

Employees are paying increasing social charges for decreasing social

protection

Wages are stagnating and profit-

sharing became unbalanced

between workers and shareholders

The destandardisation of employment and working conditions In

out 3 workers have France

In Europe

In the Netherlands

15%

46%

ypical working time

of workers are self-employed (33 millions of people)

of employees work part-time

Share of working population doing telework

29%

28%

18% -

From business-to-salaried-employee relationship to business-to-autonomous-worker one?

Back to a casualisation of work ?

Does the employment relationship tend to shorten?

Nature of employment Job for life

relationship

Contractuali- Open ended sation contract

Length Decades

Place of the Intra relation entreprises

Employability

Diversity of labour

contracts

Years

Inter entreprises

Freelance

Self employed

Months/Days

Projects

On demand expertise

Contract for services

Hours/ Minutes

Real time market places

Adapted from Thomas Malone - The spectrum of jobs - 2003

Aligning the workplace to the new workforce What role for employment services?

It is the very nature of our economic environment that changes, requiring new business models

Products ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙..

Outputs ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙..

Transactions ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙..

Suppliers ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙..

Resources ͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙͙..

Solutions

Outcomes

Relationships

Network

partners

Eco-systems

Private employment agencies provide a large range of services to manage complexity

Source: www.tpi.net

Private employment services support businesses by providing agile insourcing & outsourcing solutions

Talent sourcing

Job advertisement (including job boards)

Cooperation with PES, municipalities and

social NGOs

Network with schools & universities

Social media

Giving access to talent

Job vacancies mapping

Testing & skills assessment

Training

ICT

Assembling new ways of working together

Direct (permanent or temporary)

TAW (triangular with no

supervision)

Contract for servicing (supervision and full employer responsibility)

Self-employment

-

From skills to talent management Most job growth involves complex interactions

Standardised work

Customised work

Routine & producing

Skills:

obedience diligence intelligence

Technical & Craft &

improving building

Innovative & thinking

Talents:

initiative creativity passion

Source: Tom Gram, Lou Adler, Gary Hamel

-

Intermediation is needed as matching supply & demand of work is becoming more and more complex

Source: Nesta UK:

Providing career coaching to meet the rise of protean career Working hours

45 40 Wage earner

35

30 25 20 15 10 5 0

(open ended contract) Self-employed

Wage earner (FTC, TAW)

Age 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70

= transitions

-

Aligning the workplace to the new workforce A key role to play for private employment services

« Career Agents » will develop

Recruitment

Skilling and certification

Representation

Safety net & risks management

Dynamic resourcing models

We are change enablers

in a H

2

H

(Human to Human) age

-

Employee Management During The World Cup 2014 Score to Win!

THE FIFA WORLD CUP

Estimated 715.1 million viewers by 2016 Broadcast to 204 countries on different 245 channels by 2010

THE 2014 FIFA WORLD CUP kicks off 13th

June to 13th July

Bleary eyed and fuzzy brained workers

Sick leave from jobs

The sooner HR Dept./mangers give solutions

the quicker they can come to a second revelation

What happens to “FOOTBALL FEVER” at work?

Job Satisfaction

• Compensation

• Benefits

• Working environment

• Career development

• Relationship with management

• Employee performance

• Customer satisfaction

• Productivity

• Absenteeism

• Turnover

• Support of the organization

Employee Engagement

VS

WHY

DOES

IT

MATTER

?

• Golden opportunity to ramp up employee engagement • Build strong rapport with employees and rack up loyalty

points

87% of employees felt flexibility is very important in choosing a new job

Because

So

The 2014 FIFA WORLD CUP – Employee Engagement

• Be solid the communication of the company’s policies to employees

• Operate based on the examples that their leaders set

• Recommendations:

Allow employee to clear annual leave

Using “first come, first served” policy

Adopt flexi-time policy

Plan a big World Cup event “football night out” with employee…..

KEEPING THE WHEEL TURNING

Questions & Thank You