the changing nature of work, the workplace, and the workforce€¦ · the changing nature of work,...

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The Changing Nature of Work, the Workplace, and the Workforce:

Kevin.Martin@i4cp.com

@KevinWMartin

The Employer-Employee Evolution

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High Performance Organizations Excel in 5 Core Areas

Market  Market  

Strategy  

Culture  

Leadership  

Talent  

Source: Institute for Corporate Productivity (i4cp)

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Excellence in Each Area Drives Specific Outcomes

Market  Market  

Strategy  Culture  

Leadership  

Talent  

Execution

Innovation

Agility

Engagement

Performance

Source: Institute for Corporate Productivity (i4cp)

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About Kevin Martin Background  §  Chief Research & Marketing Officer, i4cp §  Former SVP of Research and SVP of International

Operations, Aberdeen Group §  Built one of the industry’s leading Human Capital

Management research organizations §  Top 100 HR Influencers, HR Examiner §  Top 100 HR Influencers on Twitter, Witty Parrott §  Authored more than 100 reports/studies on best

practices in HR and human capital management §  University of Dayton, Business Advisory Council §  Former Board President and Board member,

Big Brothers Big Sisters of Central Massachusetts §  MBA, Boston University; BSBA, University of Dayton

@KevinWMartin

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i4cp discovers… …the people practices that drive high

performance.

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§  Revenue growth §  Market share §  Profitability §  Customer satisfaction

Defining High Performance

Focus of Research: §  What do high-performance organizations do differently? §  Do those practices correlate with market performance?

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The Evolution of Work

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A Major Study §  3M §  Adobe §  Ally Financial §  Amway §  Avaya §  Banner Health §  Baxter §  BNSF §  Cardinal Health §  Cargill §  Celgene §  Choice Hotels §  Cigna §  Coca Cola §  Corning §  FedEx §  Gilead §  Grant Thornton §  Hitachi §  HP

§  HSBC §  Jack in the Box §  Land O'Lakes §  Macy's §  McDonald's §  MGM Resorts §  Nexteer Automotive §  Pandora §  Pitney Bowes §  Qdoba §  Ricoh Americas §  Starbucks §  Starz Entertainment §  Sunlife §  TD Bank §  T-Mobile §  VF Corporation §  Western Union §  Wolters Kluwer §  Xerox

80 BUSINESS LEADERS mostly heads of HR

§  A partial list of companies included in the interviews

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§ Which of the following poses the greatest threat to you as an IT professional?

§  - The increasing pace of technological advancement

§  - The move to Cloud and SaaS from on-premise technology

§  - The global digital worker and the Gig economy

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Three Economies

GIG

STARVING

WINNER TAKE ALL

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An Outdated Employment Model?

Company   Employees   Market  Cap  ($US)  Target   347,000   $48  billion    General  Motors   216,000   $46  billion  Itau  Unibanco  Holding  SA   98,000   $44  billion  MetLife   68,000   $57  billion  Canadian  NaHonal  Railway  Corp.   24,000   $44  billion  KraO  Foods  Group,  Inc.   23,000   $53  billion  

73% of Uber's driver-partners say they'd rather have a job where they choose their own schedule and are their own bosses, than a steady 9-to-5 job with

some benefits and a set salary (BSG, 2015).

Uber   <  4,000  (est.)   $50  billion  

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Two Big Trends

Worker Demand for Control and Flexibility

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Worker Flexibility Pays

ü Decrease in work-family conflict ü Improvement in perceived time adequacy ü Increase in worker sense of schedule control

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Two Big Trends

Use of Non-Employees to Increase Capability, Capacity,

and Agility

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The “Gig” Economy & Digital Workforce

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What This Means…

Take a Serious Look at How to Re-Define and Leverage Talent Better

and the way work needs to get done.

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“What we really want to do is build a globally deployed process that enables us to easily design the work for where the talent is located. “We want the flexibility to allow the work to move seamlessly across borders without being tied to location.”

Marlene McGrath, SVP of HR

Source: Institute for Corporate Productivity (i4cp)

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The Changing Nature of Work

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The DECONSTRUCTION

of WORK

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Ask “where’s the best place to get the work done, not who are the best employees to put on this project.”

- John Boudreau (i4cp’s 2015 Annual

Conference)

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§  Identify your Critical Roles §  Deconstruct those roles into

the Work that must get done §  Define the skills/capabilities

required for each component of work

§  Conduct a supply/demand analysis to determine gaps

§  Determine build, buy, borrow or rent.

For IT

IMPORTANT: Role First

People Last

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Unlocking The “Lead the Work” Code

Rewards •  How Small the Time Frame to

Shorten? •  How Specifically to Individualize? •  How Creatively to Imagine?

Assignment •  How Small to Deconstruct? •  How Widely to Disperse? •  How Far From Employment to

Detach?

Organization •  How Easily To Permeate? •  How Strongly to Interlink? •  How Deeply To Collaborate? •  How Extensively To Flex?

Please do not distribute, quote or cite without permission. From Lead the Work by Boudreau, Jesuthasan and Creelman, 2015 http://www.wiley.com/WileyCDA/WileyTitle/productCd-1119040043.html

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The Changing Nature of the Workforce

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§  Looking 5 years out, which of the following will be most important for IT leaders?

§  - Business acumen §  - Technical skills §  - Project management skills §  - A global mindset §  - Collaboration skills §  - Influencing skills §  - Building trust

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Influence and Collaboration Define the New Leader

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The Social-Side of Leading

Makes the Difference

Business Acumen is Critical but Insufficient.

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Millennials want development… and

ASTD  /  i4cp’s    Leadership  Development  for  Millennials  

Millennials want coaches

0.39   0.4   0.41   0.42   0.43   0.44   0.45   0.46   0.47  

Learning  Via  Mobile  Devices  

SeVng  Clear  Performance  ExpectaHons  

IntergeneraHonal  Coaching  

Mentoring  &  Coaching  Programs  

What  Millennials  Think  is  Most  EffecHve  

Source: Institute for Corporate Productivity (i4cp) and Association for Talent Development (ATD)

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And the Generation that Follows (Gen Z) wants Feedback

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Gen Z and Feedback

Over  40%  want  feedback  weekly,  but  they  think  that  the  feedback  session  should  only  

last  5  minutes.    Source: Institute for Corporate Productivity (i4cp)

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§  Fear of missing out (always connected, always in the know)

§  Pragmatic (they are “real”) §  Hyper-custom (they customize everything) §  Competitive (no rewards for just showing up) §  Do-it themselves (seek direction, not

coaching) §  We (building on ideas / the sharing

economy)

More on Gen Z…

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Multi-Sourced Performance Feedback

Performance Enablement § 10k active users § 40k pieces of feedback in

first 214 days § 75% indicate they’ve

changed behavior based on feedback they received.

Behavior-based Feedback §  iLearn, A multi-sourced

feedback tool §  Rewarding those who teach

others and who demonstrate their knowledge on the job

§  Employees leverage after they complete a learning program to gain insight on their performance/behaviors.

Source: Institute for Corporate Productivity (i4cp)

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#myweekin3words

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The Changing Nature of the Workplace

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Qualcomm’s Enterprise App Store

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§  Idea Submission Form

§  Idea Discussion Forums

§  Idea Tagging, Sorting & Search

§  Peer and Expert Ratings

§  Subject Matter Expert data base

§  Campaign Functionality

§  Innovation Events & Resources

§  Prediction Markets

The Qualcomm Innovation Network

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Collaborative, Continuous, Connected

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“In Amsterdam, we redesigned all the office space so that people don't have permanent desks or permanent offices. They come and go as needed based on the work they have to get done. Today you might sit with the finance guys, but tomorrow you might sit with someone from product development. Because of that flexibility, there's more collaboration across organizational units.”

LeighAnne Baker, CHRO

Source: Institute for Corporate Productivity (i4cp)

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Diverse developmental experiences will be

essential

think beyond boundaries

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FedEx Ground & The Lattice

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Making Cupcakes: General Mills

§  Exposure assignment

§  Competency assignment

§  Wisdom assignments §  Over-cooked (the

manager who hoards talent)

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Lead Beyond the Enterprise Walls

Source: i4cp, Developing Global-Minded Leaders, 2015

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§  Decide how to ID, develop, measure and reward based on influence & collaboration

§  Establish relationships with other functions and units where IT talent can be leveraged

§  Partner with HR to define the HR technology strategy and better leverage existing capabilities

§  Partner with HR to ensure sources of workers understand your culture and are aligned with your organization’s objectives.

For IT

44  © 2014 Institute for Corporate Productivity, Inc.

 Kevin  MarHn  

Chief  Research  and  MarkeHng  Officer  Kevin.MarHn@i4cp.com