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Right Management | October, 2013 2
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- Market Forces Reshaping
the World of Work
- Implications for Talent
Management
- HR’s Role in Navigating
Senior Vice President Talent Management Strategic Workforce - - PowerPoint PPT Presentation
Senior Vice President Talent Management Strategic Workforce - - PowerPoint PPT Presentation
Scott Ahlstrand Senior Vice President Talent Management Strategic Workforce Consulting Right Management Market Forces Reshaping the World of Work Implications for Talent Management HRs Role in Navigating Certain Uncertainty
SLIDE 2
SLIDE 3
Right Management | October, 2013 3
Right Management, a ManpowerGroup Company – Proprietary Information
ManpowerGroup is the world leader in innovative workforce solutions. We leverage
- ur global reach and local expertise of tens of thousands of people across more than
80 countries, making it possible for businesses to access the talent they need when they need it.
ManpowerGroup Solutions provides clients with human resources outsourcing
services primarily in the area of large scale recruiting and out-come based workforce intensive initiatives, thereby sharing in risk reward with our clients.
Experis is the global leader in professional resourcing and project based workforce
- solutions. With operations in more than 50 countries, we deliver 53 million hours of
professional talent specializing in IT, Finance and Engineering to accelerate clients’ business each year.
Right Management is the global leader in talent and career management workforce
- solutions. Through our innovative and proprietary process, we leverage our
expertise to successfully increase productivity and optimize business performance.
Manpower is the global leader in contingent and permanent workforce solutions.
We provide the personal flexibility and agility businesses need with a continuum of staffing solutions.
SLIDE 4
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Eras defined by the raw materials people bent to their will:
- Stone Age
- Bronze Age
- Iron Age
Eras defined by the domains people conquered with ever- increasing technology:
- Industrial Age
- Space Age
- Information Age
Era defined by the ingenuity of individuals and of the community:
- Human Age
The World Is Experiencing A New Reality
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 5
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The Human Age Ecosystem Continues to Evolve
2013 Future Forces
- Macro-economic forces are
growing stronger and more intertwined, pushing and pulling in different directions until they become impossible to separate – like a Gordian Knot. The only certainty is uncertainty
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 6
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Talentism is the New Capitalism
- Talent, as capital once was, is becoming the
scarce resource in the economic world. – A nation or corporation’s means of attracting, mobilizing and liberating talent is a key competitive differentiator.
- Human potential is a major agent of
economic growth. – How to unleash and then leverage that potential is a key question organizations need to answer.
Talent is emerging as the new “it” factor.
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 7
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Future Forces
REDEFINITION
OF THE SEGMENTATION OF MARKETS
ECONOMIC EVOLUTION:
MATERIALIZATION OF GREAT INVERSIONS
CERTAIN UNCERTAINTY TECHNOLOGICAL EVOLUTION:
SHIFTING SANDS ACCELERATE
LEADING IN THE HUMAN AGE:
WHY AN ERA OF CERTAIN UNCERTAINTY REQUIRES
NEW APPROACHES TO THE WORLD OF WORK
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 8
Right Management | October, 2013 8
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Redefinition of the Segmentation of Markets
Growth of protectionism and panic-driven government action Corporate structures redefined HR leadership and innovation from emerging countries Uncertainties of new world order
- Solidarities and sharing are
based around the groups (bubbles) to which one belongs The global ripple effect
- Redefined social and political
values
- Climate of uncertainty
- Instability creates tension
Implications for the WOW
A World of Redefinition
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 9
Right Management | October, 2013 9
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Redefinition of the Segmentation of Markets
- Old world view of
developing and developed markets is being transformed and recreated day-by-day
- Old groups and categories
no longer hold true, as new associations are born Shifting Fortunes of Nations
- The word “social” has shifted
and been redefined. – Opportunity: segment people by interests and
- ther characteristics
– Risk: over-exposure of people to like-minded peers, which may distance them from those who think and
- perate differently
Social Networks / Bubblization EXAMPLES
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 10
Right Management | October, 2013 10
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Talent mismatch and skills shortage escalate need for training and robust talent pipeline More flexibility and ways to share work Evolution of middle manager’s role as a result of the third economy Shift to employment security instead
- f job security
Perfect storm of crises leads to uncertainty
- Financial, economic – low growth
and high unemployment, fiscal, demographic, environmental and technological Job displacements due to productivity gains; creation of 2nd and 3rd economy
- New technologies will replace and
create jobs Implications for the WOW
Economic Evolution: Materialization of Great Inversions A Collaborative and Humanistic Approach
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 11
Right Management | October, 2013 11
Right Management, a ManpowerGroup Company – Proprietary Information
Second Economy
This approach states that overall productivity gains have reduced the number of jobs required for doing a number of tasks.
- Combined productivity (labor +
capital productivity): the growing trend for employers to do more with less and the integration of several digital technologies.
Technology Takes Jobs
Third Economy
A stage stemming from the emergence of the second economy when a number of jobs will likely disappear, resulting in the need for a new skills.
Change in Managerial Role
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 12
Right Management | October, 2013 12
Right Management, a ManpowerGroup Company – Proprietary Information
New technologies to engage Gen Y New technologies have potential to boost productivity and innovation Virtual work and crowdsourcing mean geographical barriers matter less Technology creates flexibility Increasing interaction between employers and employees through mobile devices Big Data continues to be a huge challenge and opportunity
Technological change leads to disruption and creation of 2nd economy
- New technologies face resistance
- Virtual work models = new normal
- New technologies and rise of
mobile open up new potential employees and consumers
- Virtual work models are reshaping
the world of business
Implications for the WOW
Technological Evolution: Shifting Sands Accelerate
The Constant Evolution of Technology
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 13
Right Management | October, 2013 13
Right Management, a ManpowerGroup Company – Proprietary Information
Technological Evolution: Shifting Sands Accelerate
EXAMPLE
80 70 60 50 40 30 20 10 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
2003: Consumer internet surpasses business internet 2010: Internet video surpasses P2P as the largest consumer internet video traffic category 2011: The screen surface area of all consumer devices reaches 1 square foot per capita The number of networked devices equals the size of the entire global population 2012: The number of households generating over 1 TB per month hits the 1 million mark Internet video traffic reaches 50% consumer internet traffic 2014: One-fifth of consumer internet video now
- riginates from non-PC devices
2015: The annual run rate of total IP traffic reaches zettabyte threshold Internet traffic from wireless devices exceeds internet traffic from wired devices The number of networked devices is double the size of the entire global population
MOBILE DATA EXCHANGE
Exabytes per Month Source: Cisco VNI, 2011
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 14
Right Management | October, 2013 14
Right Management, a ManpowerGroup Company – Proprietary Information
Clients – New focus for workforce strategy – Innovation: creating and executing the Human Age Corporation Individuals – Impact of entitlement attitude – Barriers to contingent working – Keeping pace with technology ManpowerGroup – Greater agility, flexibility, innovation – Rethinking technology – One size fits one: clients and candidates
The Uncertainty Paradox
- Uncertainty drives new systems
and structures, which creates tension
- A new level of flexibility, innovative
thinking and willingness to embrace change is required
- The only way to navigate is to
unleash human potential
- Talentism is the dominant
economic system
Implications for the WOW
Certain Uncertainty Prepare, Innovate, Adapt
Source: ManpowerGroup’s “Leading in the Human Age: Why an era of certain uncertainty requires new approaches in the World of Work” 2013 Future Forces
SLIDE 15
Right Management | October, 2013 15
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What Are You Thinking?
- In light of these trends, what are the new questions you
are going to ask?
– What are the skills that will be critical to driving your business strategy over the next 5 years? – Do we understand the workforce implications of our business strategy? – Is our leadership aligned on the shift we need to make? – How do new work models/structures impact the way in which we
- perate?
SLIDE 16
Right Management | October, 2013 16
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Supply Demand
Assumptions Have Changed in the Human Age
SLIDE 17
Right Management | October, 2013 17
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Skilled Tradespeople Sales Representatives Drivers
Hardest Jobs to Fill
Technicians
Top 10 Globally: 2013 Top 10 US: 2013
Engineers
Accounting & Finance Staff
IT Staff
4
Management/Executives
Secretaries, PA’s, Administrative Staff
Laborers
Skilled Tradespeople Drivers Management/Executives
IT Staff Sales Representatives
Accounting & Finance Staff
Technicians Engineers
Mechanics
Teachers
Source: ManpowerGroup’s 2012/2013 Talent Shortage Survey
SLIDE 18
Right Management | October, 2013 18
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What’s the Impact?
SLIDE 19
Right Management | October, 2013 19
Right Management, a ManpowerGroup Company – Proprietary Information
Achieving Your Business Strategy
Workforce Strategy needs to drive:
- Productivity
- Innovation
- Speed
- Agility
SUPPLY
External Forces:
- Demographics / Talent
Mismatch
- Individual Choice
- Technological Changes
Internal Workforce
- Internal Demographic Shifts
- Leadership Capabilities
- Legacy Mindsets
- Work Models & People
Practices
DEMAND
- Economic Forces
- Competitive Forces
- Customer Forces
- Risk Forces
SLIDE 20
Right Management | October, 2013 20
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HR Led Leadership Led
Business Strategy Talent Needs Deepen Understanding
- f Talent Needs &
Wants Connect Needs to Customized Offerings Provide Motivation to Buy Again Drive Value Deliver the Offerings Work Models People Practices Talent Sources
SLIDE 21
Right Management | October, 2013 21
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- One standard work model
- Flexible work models
Old: New:
- One size fits all people
practices
- Contemporary & flexible
people practices
- Standardized talent
pipeline
- Talent ecosystem with a
short time to value
SLIDE 22
Right Management | October, 2013 22
Right Management, a ManpowerGroup Company – Proprietary Information
Work Models People Practices Talent Sources
- What new practices will we need in order to
attract, develop and retain the talent we need?
- What will motivate generations to work together?
- How will our leadership models need to change?
- Do we know all of our talent supply options?
- How can we optimize the talent we have?
- What talent strategies can we deploy to reach
undertapped and untapped talent pools?
- What work models should we use?
- How can we leverage the talent ecosystem to drive
productivity and innovation?
- How do we manage a diverse and virtual workplace?
SLIDE 23
Right Management | October, 2013 23
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- Specialization of Work – more and more segmentation and specificity
- f work being demanded, particularly of knowledge work.
- Hyperspecialization – dividing work into smaller and smaller tasks
and distributing them via the Internet to many people.
- Micro Entrepreneurs – increasingly work is being performed by
freelancers / contractors willing to work on an outcome basis so they can choose the work they want to do.
- Collaboration – Horizontal organization.
- Shift from Employee to Contestant – a rapid rise of virtual
marketplaces pitting contestants against each other to win work.
SLIDE 24
Right Management | October, 2013 24
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How Are We Adapting?
Source: ManpowerGroup 2013 Talent Shortage Survey
SLIDE 25
Right Management | October, 2013 25
Right Management, a ManpowerGroup Company – Proprietary Information
We Need to Rethink:
- What is a job?
- What is an employee?
- What is leadership?
- How do we pay and for what?
- How do we drive productivity and innovation through our
people practices?
- What are the new ways of thinking about and
approaching work to accelerate business performance and get access to the talent we need?
- What needs to be differentiated and why?
SLIDE 26
Right Management | October, 2013 26
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How Are We Adapting?
Source: ManpowerGroup 2013 Talent Shortage Survey
SLIDE 27
Right Management | October, 2013 27
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- Intelligent internal directories
- App Store
- Higher low-touch, high-touch
coordination
- Infobesity management
- Redefine role of corporate
university/training
- Intersection
Talent/Technology
SLIDE 28
Right Management | October, 2013 28
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Permanent Employees
Contingent Contractors Consultants Multiple Generations Undertapped and Untapped Communities / Crowd Volunteers Micro Entrepreneurs
SLIDE 29
Right Management | October, 2013 29
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How Are We Adapting?
Source: ManpowerGroup 2013 Talent Shortage Survey
SLIDE 30
Right Management | October, 2013 30
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- “How do I remain competitive and
execute my business strategy in the face of talent shortage, value/margin compression and economic uncertainty?”
The Dilemma: The Solution:
- “Accessing , Mobilizing, Optimizing and
Unleashing Human Potential”
SLIDE 31
Right Management | October, 2013 31
Right Management, a ManpowerGroup Company – Proprietary Information