Evolving Your Organization Meeting the New Needs of ... Your Organization.pdf · (and overworking)...
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Evolving Your Organization – Meeting the New Needs of Talented Employees Building a Smarter Workforce November 2, 2017
Transcript of Evolving Your Organization Meeting the New Needs of ... Your Organization.pdf · (and overworking)...
Evolving Your Organization –Meeting the New Needs of Talented Employees
Building a Smarter WorkforceNovember 2, 2017
Culture is the New Differentiator
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Agenda
➢ The Speed and Change of Business
➢ Generational Differences
➢ Culture and Management Practices
➢ Paid Time Off
➢ Flex Time
➢ Office Space
➢ Social Responsibility & Purpose
➢ Artificial Intelligence
➢ Gig economy
➢ Employee experience
What’s happened to these guys?
- Travel Agents- Book Stores- Newspapers- Record Stores - Camera Makers- Video Stores- Nigerian Businessmen and Princes
The Speed of Business
Industrial Economy
Long hours
Production of goods
Working conditions hazardous
Knowledge Economy
Long hours
Production of knowledge
Working conditions hazardous
The Effect
“The pace of technological innovation is outstripping the ability of the human race to understand the consequences. We are machine-centered in our thinking…rather than human-centered.”
- Martin Moore-Ede, The Twenty-Four Hour Society
The Speed of Business
The Bar is Being Raised
- Customization
- Immediacy- Expectations- Transactions- Convenience
And more work is being done in urban areas.
The Speed of Business
Where are We?
- Globalization
- Impact of technology- Hyper competition- Move from “Efficiency” to “Innovation” - Social media world- Burn out- Gig economy- New type of worker
The Business World Today
Generations in the Workplace
Generations in the Workplace
What problem was management trying to solve 100 years ago?
Turning humans into semi programmable robots.
Source: Gary Hamel, The Future of Management
What problem is management trying to solve now? Driving innovation and results
through engagement.
Irony – more interesting and impactful work than ever.
Management
What’s changed in how work is performed and produced in the last 100 years?
Just about everything.
What hasn’t changed much in organizations in the last 100 years?
Management of employees.
Who has adapted to the new conditions?
Employees.
Who hasn’t?
Management.
Source: Gary Hamel, The Future of Management
Management
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Zappos
Be extraordinary in the box.
• New Management Practices
– Flattening
– Self-managed teams
– Coaching
– Encouraging collaboration
– Empowering and rewarding teams AND individuals
– Transparency
– Feedback, feedback, feedback
– Feed the culture
Management
What are athletes looking for?
- Fair pay- Social conscience- Purpose- Flexibility- Strong, positive culture- Growth & development- Good management- Overall wellbeing
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Paid Time Off
Paid Time Off
Making the Leap – New PTO Model
Making the Leap – New PTO Model
Making the Leap – New PTO Model
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The reality:
- Burnout is real
- 9-5 is over
- Connectedness is a problem
Employees, like athletes, need to recharge. Overtraining (and overworking) stifles performance.
Old school – 1 week after 1 year, 2 after 5 years, 4 after 10 years. Employees might have 4 jobs by then.
Making the Leap – New PTO Model
Compensation / Rewards
- Pay- Health Insurance- Retirement- Paid Time Off (PTO)CLIFF- Dental- Life / Disability- Other (Tuition, Voluntary, Comm. Service)- Perks
CULTURE
CTI research shows that 89% of Gen Ys stress the importance of having flexible options. “It’s critical to accessing the next round of workers,” explains RaafniRivera, human resources manager of Employee Engagement Solutions at Ciscohttps://hbr.org/2014/06/flextime-is-declining-but-flex-around-the-edges-is-up
Flextime
The goal of Open Market was to create a “free-market system,” Goldstein says, and strike a balance between the rigidness of customer service center scheduling and what the company says is its dedication to giving employees time to pursue other opportunities at Zappos, like extra training.
“We wanted the [customer service center employees] to work more flexible hours, eventually 100% flexible, and reward them based on how much or how little customers need them to work,” he says.
Flextime
Office Space
Whatever the location and format, campuses will promote wellness, integrate and leverage smart technology to increase building performance. But often they’ll do more—adding complementary, even community-serving uses and amenities, and melding non-office and office work together to drive innovation. The form campuses and buildings takes helps forge a strong identity to reinforce corporate culture.
- Open
- Collaborative – pods, shared space, on the go meetings
- Colorful (less institutional)
- Flexible – meet the needs of extroverts and introverts
Office Space
- Determining and Explaining the Why (Simon Sinek)
- Millennials are becoming even more engaged in philanthropic causes in 2017 than they were in late 2016, according to Phase 1 of the Millennial Impact Report. At the same time, employers continue to search for ways to engage millennials to successfully attract, hire and retain them.
- Vermont is leading edge in this regard, but opportunity exists to better define purpose.
Purpose and Social Responsibility
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Artificial Intelligence & Robotics
➢ The McKinsey Global Institute estimates that, compared with the Industrial Revolution of the late 18th and early 19th centuries, AI’s disruption of society is happening ten times faster and at 300 times the scale. That means roughly 3000 times the impact.
➢ 4.1 million driving jobs
➢ 47% of all US jobs will be automated in the next two decadeshttp://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf
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The Gig Economy
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The Gig Economy
➢ White collar jobs, blue collar jobs, pink collar jobs
➢ New collar jobs – computer science, cybersecurity and coding? Now, but creativity, social skills, human and system skills in the future. Emotional intelligence.
➢ Gig economy
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Employee Experience
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➢ Digital and consumer based
➢ Tools, management, benefits, perks, space, culture, growth
➢ From recruitment to retirement – every touch point
➢ As Susan Peters, Senior Vice President, Human Resources at General Electric says,
“We define employee experience simply as seeing the world through the eyes of
our employees, staying connected, and being aware of their major milestones. In
the last year we have appointed a Head of Employee Experience and we are
developing a strategy to create an employee experience which takes into account
the physical environment our employees work in, the tools and technologies that
enable their productivity, and learning to achieve their best at work. All of this is
part of continuously evolving our HR capabilities.”
➢ More than ever employees are your brand.
Employee Experience
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Winning the War for Talent
➢ Acknowledge that management in the new world is harder, not easier. More resources –
financial and human – need to be devoted to talent management.
➢ Develop written philosophies on pay, on benefits, on paid time off.
➢ Factors: Performance, equity, market?
➢ Make sure philosophies align with culture (culture is a differentiator)
➢ Acknowledge difference in industries – tech, non-profit, retail/service, manufacturing, etc.
➢ Not just HR’s job, but leadership’s job. Talent management!
➢ Use data for ROI analysis – break down silos. Determine new metrics (e.g. revenue by EE)
➢ Phase in - be open to new ideas. Talk with colleagues.
➢ What’s your tiebreaker in retaining and recruiting talent?
