Hr roundtable 120323

Tim A. Ackermann

Munich, 23. February 2012

ATTRAKTIVE ARBEITGEBER 2020

SUMMARY

• Was werden Arbeitnehmer in Zukunft von einem Arbeitgeber erwarten?

• Welche Arbeitnehmer werden Arbeitgeber in Zukunft finden?

• Welche Megatrends werden die Marktteilnehmer beinflussen?

• Was können Unternehmen und HR tun, um diese Trends aktiv zu managen?

THE FUTURE WORKPLACE

1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity

2. Knowledge Economy

3. Globalization

4. Digital Workplace

5. Ubiquity of Mobile Technology

6. Culture of Connectivity

7. Participation of Society

8. Social Learning

9. Corporate Social Responsibility

10. Millennials in the Workplace

SOURCE: MEISTER&WILLYERD, WORKPLACE

2020

QUESTION

Which generations are currently building the workforce,

how are they determinated and different?

MULTIGENERATIONAL CORPORATIONS

Generation Major Influence Broad Traits Defining

Invention

Traditionalists Wars Sacrifice, loyalty, discipline,

respect for authority

Fax

Baby Boomers JFK, moon landing,

Flower Power

Competitive, hard work, long

hours

PC

Generation X MTV, AIDS, Berlin

Wall, Tchernobyl

Self-reliant, w/l balance,

independence, eclecticism

Mobile phone

Millennials Internet, 9/11,

Global Warming

(NGOs)

cyberliteracy, tolerance, diversity,

confidence, immediacy

Google &

facebook

Generation 2020 Social games,

recession, flat world

Mobility, hyper-connectedness,

e-reading, media savvy

Apps

QUESTION

What are possible challenges in an intergenerational

workforce?


1. Traditionalists and boomers are as likely to be web contributors as millennials are

2. Boomers and Gen X look for a work life – home life balance; Millennials see work as “part

of life”

3. Millennials and Gen X place a high importance on working for a company that develops

their career and their life skills

4. Millennials are likely to select an employer based on the ability to access the latest tools

and technology

5. Traditionalists and boomers place high importance on a manager who understands age

diversity in the workplace


2020


Traditionalist Baby Boomers Generation X Millennials

Style Formal Semi-formal Not so serious;

irreverent

Eye-catching; fun

Content Detail; prose-style Chunk it down but

give me everything

Get to the point. If and when I need it,

I’ll find it online

Context Relevance to my

security

Relevance to the

bottom line and

rewards

Relevance to what

matters to me

Relevance to now,

today and my role

Attitude Authority and

hierarchy

Rules Cynic and skeptic Mediocrity

Speed Time frame Available, handy Immediate 5 minutes ago

Frequency Digestible As needed Whenever Constant

SOURCE: DELOITTE CONSULTING, IABC

SOCIAL MEDIA USAGE

Inactive

Traditionalist Spectator

Baby Boomer Contributor

Generation X Creator

Millennials

TECHNOLOGY TRENDS

QUESTION

What is social media and what is it used for?

SOCIAL MEDIA

Media Users Attributes Utilization

Facebook 800mio,

55% female

Share interests, Connection is

permission based

questions, Share content

created elsewhere, news

LinkedIn 100mio,

59% female

Professional “facebook”,

connection via contacts

Find people, connect in

groups, company information

Foursquare 15mio, 20%

female

Checking into place via mobile

devices

Track and reward customers

YouTube 158mio,

50% female

Sharing videos with a few

clicks

Product information,

interviews

Twitter 250mio,

55% female

Follow anyone, fast

information (140c)

Breaking news, connect, live

events

Pinterest 10mio, 55-

70% female

Quickly share pictures, visual

newsfeed

Products, previews of blog

posts

QUESTION

Why are we using social media in our private life and why are we not (that much)

in business?

SOCIAL MEDIA Life

• We're usually invited to participate by people we know and trust.

• There are specific things we want to do with the other people involved,

• We get something back from participation

• We have control over who sees our information.

• The applications are intuitive

• The applications are well-tuned to support the specific tasks we want to perform and their features are regularly rated and refined.

Work

• Often we're instructed to use it by someone in authority

• Little of what we actually get paid to do requires input from the majority of the network.

• Participation feels like dropping pearls into a black hole

• We have no control over who sees our information

• The site is unattractive and requires a manual to get started.

• The software is generic and requires a work-around

SOURCE: TAMARA ERICKSON, HBR

TOP 10 EMPLOYER CHARACTERISTICS

1. Strong values

2. Future skills development

3. Flexible benefits and rewards

4. Ability to blend work and life

5. Reputation / Employer brand

6. Career pathing

7. Corporate social responsibility

8. Remote work

9. Pay for education

10. Social/cultural fit (“colleagues as friends”)


2020

WORKFORCE ENGAGEMENT MODEL

Principles

Collaboration

Authenticity

Personalization

Innovation

Social Connection

Values, Brand, CSR

Demonstrated by

Social Recruiting Social Learning Accelerated Leadership

“Ueber-Connection”


2020

SOCIAL RECRUITING

Traditional Recruiting Social Recruiting

Fairs Social Networks

Job boards/ads, search firms Crowdsourcing

Interviews You Tube channels, Skype

Website Twitter, YouTube, facebook,…

Company Presentations …

Alumni Management …

SOCIAL LEARNING

• Context based

• User generated

• Competency based

• User generated

• Context based

• Organization created

• Competency based

• Organization created

Formal learning

Experimental Learning

Peer-to-peer learning

Mentoring


2020

THE 202O LEADER

Collaborative Mind-set

• Inclusive decision making

• Genuine solicitation of feedback

Developer of People

• Mentors and coaches team

• Provides straight feedback

Digitally Confident • Uses technology to connect to customers and

employees

Global Citizen • Has a diverse mind-set

• Prioritizes social responsibility

Anticipates and builds for the

future

• Builds accountability across levels

• Champions innovation


2020

PREDICITIONS FOR 2020

1. You will be hired and promoted based upon your

reputation capital


2020


2. Your mobile device will become your office, your

classroom, and your concierge


2020


3. The global talent shortage will be acute


2020


4. Recruiting will start on social networking sites


2020

Questions

• How many followers do you have on Twitter? LinkedIn? How many from your industry?

• How many recommendations do you have on LinkedIn?

• Can you share your (relevant) blog?


5. Web commuters will force corporate offices to reinvent

themselves


2020


6. Companies will hire entire teams


2020


7. Job requirements for CEOs will include blogging


2020


8. The corporate curriculum will use video games,

simulations, and alternate reality games as (key)

delivery model


2020


9. A 2020 mind-set will be required to thrive in a

networked world

• Social participation

• Thinking globally

• Ubiquitious learning

• Think big, constant improvement

• Cross-cultural power


2020


10. Human Resources’ focus will move from outsourcing

to crowdsourcing


2020


11. Corporate social networks will flourish and grow inside

companies


2020


12. You will elect your leader


2020


13. Lifelong learning will be a business requirement


2020


14. Work-life flexibility will replace work-life balance


2020


15. Companies will disclose their corporate social

responsibility programs to attract and retain

employees


2020


16. Diversity will be a business issue rather than a human

resources issue


2020


17. The lines among marketing, communications, and

learning will blur


2020


18. Corporate app stores will offer ways to manage work

and personal life better


2020


19. Social media literacy will be required for all employees


2020


20. Building a portfolio of contract jobs will be the path to

obtaining permanent full-time employment


2020

INITIATIVES HR CAN SPEARHEAD

1. Adopt a global mind-set

2. Build a reputation as being social responsible

3. Become “ueber-connected”

4. Personalize the employee experience

5. Enable customer-focused innovation

6. Champion openness and transparency

7. Emphasize learning agility

8. Build citizen leadership

9. Drive systems thinking

10. Create an inclusive culture


2020

GLOBAL DRIVERS WITH A MAJOR IMPACT ON HR

• Extreme longevity: Increasing global lifespans change the nature of careers and learning

• Rise of smart machines and systems: Workplace automation nudges human workers

out of rote, repetitive tasks

• Computational world: Massive increases in sensors and processing power make the

world a programmable system

• New media ecology: New communication tools require new media literacies beyond text

• Superstructed organizations: Social technologies drive new forms of production and

value creationglobally

• Connected world: Increased global interconnectivity puts diversity and adaptability at the

center of organizational operations

SOURCE: INSTITUTE FOR THE FUTURE

SKILLS FOR THE FUTURE WORKFORCE

1. Sense-making: ability to determine the deeper meaning or significance of what is being expressed

2. Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions

3. Novel & adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based

4. Cross-cultural competency: ability to operate in different cultural settings

5. Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning

6. New-media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communicationTra nsdiscipli nari ty

7. Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines

8. Design mindset: ability to represent and develop tasks and work processes for desired outcomes

9. Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques

10. Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.

SOURCE: INSTITUTE FOR THE FUTURE

HOW JOBS ARE CHANGING

Traditionally Today

What work is A job A role

What work covers A function A set of tasks and specialties

What you do “Own” a function “Contribute” in teams

How work is scoped Responsibility Projects and jobs to do

How work progresses Career Path Career Progression

How you develop Upward mobility Increase specialization & experience

How you are recognized By level, title, size of office,… - by

your boss

By results delivered, demand of skills

– by peers

Role of leadership Direct and manage Build teams, empower, inspire, coach

How you succeed Widen skills and build power Deepen skills, drive results

Tools of the trade Job & competency models, org

charts, top down

Capability models, knowledge

sharing, shared values and mission

SOURCE: JOSH BERSIN, BLOG

IMPACT?

Hiring

Organization

Leadership Rewards

Recognition

THANK YOU!

"...defending yesterday - that is, not innovating - is far more risky than making tomorrow."

Peter Drucker, Innovation and Entrepreneurship

Tim A. Ackermann

[email protected]

http://talentim.wordpress.com

Education Work Leisure

0 10 20 30 40 50 60 70 80

Age

Source: Demography is De$tiny, The Concours Group and Age Wave, 2003

SHIFTING THE OLD WORK-LIFE PARADIGM...


0 10 20 30 40 50 60 70 Age

80


… TO A CYCLIC LIFE PARADIGM…


0 10 20 30 40 50 60 70 Age

80


… EVOLVING TO A „BLENDED“ LIFESTYLE.

Hr roundtable 120323

Business

Transcript of Hr roundtable 120323