wellbeing for business resilience and growth
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Josh Bersin
Global Industry AnalystJune, 2021@Josh_Bersin
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Wellbeing for Business Resilience and GrowthWellbeing goes mainstream
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2021 Theme: Business Transformation
CoronavirusCrash
GlobalPandemic
Back toWork
TransformedBusiness
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The Business and Economy
Safe and healthy productsSafe and online retailLow touch customer serviceRemote consulting and serviceDigital entertainmentDigital healthcareHealthy living and workingCloud computing Cyber securityBitcoin, mobile commerceTalent shortage
Business Transformation Everywhere
The People and Work
Work remote and at homeWorking in agile teamsLeading in uncertainty and changeDigital and data skillsNew workforce demographicsGender, race, and income justiceFairness, equity, diversityBelonging and inclusionSkills and career growthContingent and part-time workersNew remote or hub workspace
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1. A new war for talent2. Digital is now a way of life3. Employee Experience has become a corporate strategy4. Employee listening, hearing, and communications go big5. Wellbeing and safe workplace land in the board room6. Reskilling accelerates with focus on strategic capabilities7. Corporate L&D will be disrupted8. Talent mobility is taking a long-awaited strategic focus9. HR Transformation is everywhere10. DEI and equity become widespread strategies11. Citizenship, sustainability, and environment grow12. Human Resources is now a center of innovation
Predictions for 2021
https://joshbersin.com/2021/01/hr-predictions-for-2021-transformation-at-scale/
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The New War for Talent
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Quit Rate At All Time High 2.7% Quit Rate4 Million in one month
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14%
23%
34%
32%
37%
37%
13%
43%
28%
23%
26%
26%
27%
74%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Global Pharma
Payroll Provider
Midsized Bank
High Tech Mfg
Healthcare Tech
Consulting Firm
Insurance Company
Previous Applicants Employees
More Than Half Hiring Is Internal or Re-Hiring2021 Hiring Trends YTD
87%
64%
63%
58%
57%
51%
57%
Eightfold customer data.
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Dealing With The New World Of TalentThe Business of Work Has Radically Changed
Project workCareer modelsFacilitated mobilityInternal gig work
Internal Mobility and
Agility
New SkillsCapabilityAcademies
Skills TaxonomySkills MatchingAI Intelligence platform“Build not buy” talent
SimplifyJob
Architecture
Agile org designNew model for PMNew compensation models
EmployeeExperienceRetention
EX DesignOnboardingFeedback
Diverse Hiring and Sourcing
EducationRace, cultureGeographyGenderCognitive
Gig andContractWorkers
Side hustlesPart-timeContractGigTalent marketplaces
Demographic Labor
Shortage
RetirementBirth rateLabor market dropout
MillennialLeadership
Pipeline
Coaching and developmentStretch assignmentsLeadership model
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Surprising Data About Workforce Disruption
1 in 4Employees that indicated they plan to switch occupations in 20213
1 in 5Employees that indicated they voluntarily changed employers in 20201
1 in 4Employees that indicated they plan to switch employers in 20212
2.3 MWomen were pushed out of jobs in 2020 putting female participation in workforce at lowest rate since 1988
IBM Institute of Business Value Study, 2020, Pandemic Labor Market
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The Big Reset in HR: New Operating Model
Responsive (Efficient) Resilient (Adaptive)
Strategic, data-driven, experience-oriented, diverse, inclusive, passionate.
Cross-trained, highly collaborative, distributed, coordinated, agile.
• Integrated HR tech strategy• Strength in People Analytics• Self-directed learning, new career models• Integrated experience for recruitment• Strong focus on business priorities
• HR professionals work close to client needs• Teams are cross-functional by design• Agile “pools” of people who work on projects• HR professionals know each other well• Skills and capabilities valued and well known
Operating Model: central control, distributed execution
Operating Model:distributed control, centralized coordination
Success: efficiency and employee satisfaction Success: speed and quality of response
11
The “New”Future of Work
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Source: U.S. Bureau of Labor Statistics
“Fully Grown” by Dietrich Vollrath
GapWidening
Shift to Service and IP-based Economy
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Burnout Rate Increasing
October 2019, Glint “how people feel right now,” 7 million data points
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Even Healthcare Workers Are Burned Out
https://www.washingtonpost.com/health/2021/04/22/health-workers-covid-quit/
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Employers spend 31% of all wages on benefits and insurance.
This has increased by 21% over the last 20 years.
Continued Increase In Corporate Benefits
2000 2020 ChangePercent of Payroll Spent on Benefits 26% 31% +21%
Management 32%
Sales and Service 29%
Education 33%
Hospitals 35%
Production & Manufacturing 35%
https://www.bls.gov/news.release/ecec.t02.htm
Wage and salaries
69%
Paid Leave7%
Supplemental Pay3%
Insurance and Health10%
Retirement and savings
5%Regulatory, state, local
7%
Benefits as Percent of WagesDecember, 2020
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The Link Between Performance and Engagement
When researchers looked through the job logs of thousands of workers for clues to their engagement, they found one overriding need:
The need to “get things done.”
Productivity and engagement are two sides of the same coin.
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When People Perform Well, They Become Engaged
Engagement Performance
enables
fuels
The Relationship Goes In Both Directions – Not One Way
75% agree that “high engagement”
drives high performance
69% believe “you cannot improve performance”
without improving engagement
Glint, Harvard Business Review Study, September 2019, 717 corporate respondents
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Pandemic Response Study: Ten Practices
1. Focus support on employee health and safety
2. Aggressively listen to the workforce to define return to work plans
3. Create integrated support for families and the entire worker’s life
4. Reinforce and invigorate focus on purpose and mission
5. Communicate and support agile teams to deal with ambiguity
6. Quickly adopt technology to develop new products and services
Health and Wellbeing
Take care of people and their families
Business Agility and Change
Drive agility and change through mission
Adaptive Transformation
Reinvent work, jobs, and talent practices
7. Rapidly, creatively, and strategically hire new, needed talent
8. Heavily leverage contingent and part-time workers
9. Facilitate and support teams to experiment and learn quickly
10. Simplify and speed up performance management
https://joshbersin.com/business-resilience-the-global-covid-19-pandemic-response-study/
19
A New Role ForManagement
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The IndustrialCorporation
HierarchicalLeadership
CollaborativeManagement
Company AsA Network
<1950s 1960s-80s 20191990s
Andrew CarnegieHenry Ford
Netflix, Google, Facebook, Amazon
Jack WelchPeter Drucker
Howard SchulzSteve Jobs
Profit, Growth, Financial Engineering
Customer Service,Employees as Leaders
Mission, Purpose,Sustainability
OperationalEfficiency
2021
Industrial AgePeople as Workers
Management byObjective
Servant LeadershipWork Together
Empower theTeam
The Corporationis King
The Executivesare King
The Teams and Team Leaders are Kings
The People areKing(s)
Citizenship, Trust,Growth, Learning
Productivity, Wellness, Responsibility
Unilever, Verizon,Patagonia, Whole Foods
The Individual, Community, and Family
Empathy, TrustResilience, Change
Management Philosophy Has Changed
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What Are PowerSkills? The Skills of Success.
Learning Generosity Joy Teamwork
Optimism Curiosity Tenacity Flexibility Integrity
Humility
Drive Ethics Empathy Followership
Happiness Patience Kindness Forgiveness
TimeManagement
Awe
Source: IBM, Greater Good Science Center, Pymetrics, Josh Bersin
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Enter Human-Centered LeadershipBusiness Centered Human Centered
Lead the businesspeople coming along for the ride
Lead the peoplethey drive the business forward
Goals, rewards, incentives, and alignment Inspiration, skills, empowerment, relationships
Drive innovation with execution, innovation in a silo Execution demands innovation every day
Focus on growth and change Learn from problems to evolve organization
Proud, confident, knowledgeable, decisive Humble, empathetic, listener, growth mindset
Focused on the inside, managing the company Focused on outside, listening to customers, market
Pick favorites, rely on trusted confidants to succeed Look for diverse performers, open to new people
Focused on problem solving, accountability Focused on systems thinking, why problems occur
Targets, budgets, plans Vision, goals, and growth perspectives
Driven by financial success, job promotion Driven by purpose, mission, grit, and passion
Massive change programs and initiatives Iterative change, series of small measurable steps
Business FirstPeople Second
People FirstBusiness Second
“People as ameans to an
end”
“People as athe purpose
of the business.”
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Leadership Has Stepped Up:
46% of companies believe their leadership development quality is high, the highest levels since 2003. Leaders are rated higher than in the last 15 years.
New Focus On Wellbeing:
2/3 of HR leaders are teaching leaders how to be more empathetic, supportive, inclusive, and patient with their teams.
Curiosity, Energy, Joy
Work to do: 58% of HR leaders see need for stronger skills in remote work, communication, digital business, and agile organization.
A New Leadership Readiness Is Now Critical
MicrosoftLeadership Model
• Provide Clarity
• Generate Energy
• Drive Success
DDI 2021 Leadership Forecast, n=3,000+ participants
24
A New Look AtEmployee Experience
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Digital Overload Is Climbing
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Mental And Behavioral Health
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What Really Matters
Physical Needs
Safety
LoveBelonging
AccomplishmentEsteem
SelfActualization
Mission and PurposePersonal Growth, Career
Meaningful WorkProgression, Feedback, Pay
Management, Small TeamPsychological Safety
Flexibility, Infection-FreeDiversity, Inclusive
Salary, BenefitsHealth, Wellbeing
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MeaningfulWork
Hands-OnManagement
PositiveEnvironment
Health & Wellbeing
GrowthOpportunity
Trust in Leadership
Autonomy and agency
Clear goals with stretch opportunity
Tools and systems to get work done
Safety and security in all aspects of work
Open, facilitated job and role mobility
Mission and purpose beyond financial goals
Job and team fit Regular coachingand feedback
Appreciation, recognition, and rewards
Personal fitness, health, and wellbeing
Career growth in multiple paths
Trust, transparency, and empathy
Small, agile teams Capable, empowering leadership
Flexible workspace and workplace
Psychological and mental health and support
Formal and informal learning
Continuous investment in people
Time to focus, rest, and recover
Transparent, simple performance management
Inclusive, diverse, and culture of belonging
Family and financial support
Culture of learning at all levels and all times
Focus on society, environment, and community
The Irresistible Organization: A Complete Employee Experience
Derived from Simply Irresistible, © Deloitte Consulting LLP
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MeaningfulWork
Hands-OnManagement
PositiveEnvironment
Health & Wellbeing
GrowthOpportunity
Trust in Leadership
Autonomy and agency
Clear goals with stretch opportunity
Tools and systems to get work done
Safety and security in all aspects of work
Open, facilitated job and role mobility
Mission and purpose beyond financial goals
Job and team fit Regular coachingand feedback
Appreciation, recognition, and rewards
Personal fitness, health, and wellbeing
Career growth in multiple paths
Trust, transparency, and empathy
Small, agile teams Capable, empowering leadership
Flexible workspace and workplace
Psychological and mental health and support
Formal and informal learning
Continuous investment in people
Time to focus, rest, and recover
Transparent, simple performance management
Inclusive, diverse, and culture of belonging
Family and financial support
Culture of learning at all levels and all times
Focus on society, environment, and community
The Irresistible Organization: A Complete Employee Experience
Derived from Simply Irresistible, © Deloitte Consulting LLP
© 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 30
Wide Range of Employee Experience Issues
Rewards
Safety
Workplace
Career
Team
Leadership
Culture
Inclusion
Mission
IT Facilities HR Legal Manager ExecutiveTeam
Commute, Work Location, Space,
Facilities
Goals, review, projects, meetings, daily interactions
Workplace safety, work location,
commute, policies.
Opportunities, growth, mobility,
coaching, promotion
Inclusion, belonging, fairness,
trust, energy,
Succession, performance,
promotion, review
Rewards, pay, bonuses, benefits, wellbeing, support
Leadership, drive, forgiveness,
resilience, patience
Family, personal growth, long term
aspirations, purpose
© 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 31
Employee Experience Now A Corporate Strategy
IndustrialEngineering
EmployeeEngagement
Feedback andResponse
Design forSuccess
Focus: Output
ObservationStudyAnalysisCorrelation
Focus: Retention
SurveyBenchmarkReportImprove
Focus: Culture
PulseFeedbackAnalyticsTake action
Focus: Productivity
End to end designHR, IT, Facilities, SafetyWellbeing and resilienceRemove digital friction
EngineeringApproach
I/O PsychologyMethods, surveys
Service CentersRapid Response
Work DesignJob Design
1900s 1930-1980s 1980s-today Today forward
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Employee Listening Goes Mainstream
IntegratedReporting & AnalyticsSentiment AnalysisNetwork Analysis
Candidate Experience
Case ManagementEmployment Brand
Customer Experience
CrowdsourcingOpen Feedback
Pulse SurveysAnnualSurvey
PerformanceCheck-ins
ExitInterviews
PerformanceAppraisals
EmailONA
LocationTravel, Badges
AttestationInfection
IncidentReporting
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Remote Work: Creating Psychological Safety
Low Standards High Standards
High Trust, PsychologicalSafety
Low Trust, PsychologicalSafety
Derived from “The Fearless Organization,” by Amy Edmondson
Apathy
Comfort
Anxiety
Performanceand Growth
We want to be here
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Essential Talent ActivitiesStandalone disconnected staffing, training, and performance practices
Level 1
Critical Talent GrowthCritical talent segments, focus on hiring, training, performance
Level 2
Managed Talent RelationshipsWorkforce planning, development planning, leadership development integrated
into talent strategy
Level 3
Inclusive Talent SystemTalent strategies integrated with inclusion, diversity, and culture
Level 4
10%
19%
59%
12%
The New Bersin by Deloitte Talent Management Maturity ModelSource: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
Inclusion and Belonging: Business Issues
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Elevating Equity: DEI is Not A Program, It’s SystemicSo
urci
ng
Rec
ruiti
ng
Job
Assi
gnm
ent
Onb
oard
ing
Goa
l Set
ting
Perfo
rman
ce M
gt
Coa
chin
g, F
eedb
ack
Rev
iew,
Ass
essm
ent
Com
pens
atio
n, B
onus
Car
eer P
lann
ing
Succ
essi
on P
lann
ing
Exec
utiv
e D
evel
opm
ent
Job
Mob
ility
Lear
ning
& D
evt.
Prom
otio
n, G
row
th
Talent Acquisition Performance & Growth Career, Growth, Mobility
Equity, Fairness, Diversity, Citizenship
36
Wellbeing As ACorporate Strategy
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Empl
oyee
Vita
lity
Business Performance
Cost Reduction
Labor Productivity
Retention Productivity Collaboration Team Performance
Leadership
HealthMonitoring
Employee Assistance
MedicalBenefits
Fitness
Challenges
Nutrition
Exercise
Sleep
Stress
Sustainable Performance
Recognition
Skills andTraining
WorkEnvironment
Rewards
Leadership
Management
Clear Goals
GrowthOpportunities
Drive
Wellbeing
Self Discovery
Career
Purpose
Mindfulness
AbundanceMentality
Positive Thinking
Culture Fit
Family
Wellbeing Lands in The Board Room
VC Data: CB Insights
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U.S. Suffers from Financial Illiteracy
• 40% of adults rated a C, D or F on personal finance literacy• 1/3 of Americans pay minimum credit card balance and average credit
card debt is $15,000• Median retirement balance is only $3,000• 50% of American households have no savings
This Has Huge Impact on Work
• Financial stress lowers productivity by $250 billion per year• 15% of college graduate salaries goes to student loan debt • 64% of millennials feel financially stressed, 32% say it impacts their
daily work• 33 peer reviewed studies correlate financial stress to health and
heart attacks
https://www.huffingtonpost.com/douglas-p-mccormick/financial-literacythe-big_b_10264622.html2018 TIAA Institute – GFLEC Personal Finance Index
Gaps in Financial Wellbeing
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Safety PhysicalHealth
MentalFitness
FinancialFitness
CommunityBuilding
PurposeMeaning
Accident prevention Diet, weight, blood health
Stress relief, mindfulness
Financial counseling and education
ERG and community programs
Corporate purpose and mission
Safety training and compliance
Exercise, yoga, fitness, competitions
Management behavior, goals
Savings plans, loans, budget programs
In house interest groups and teams
Leaders set a healthy example for life and work style
Culture of safety and health in all roles and locations
Mindfulness, Sleep, rest, vacation
Family, community Debt reduction programs, tuition and mortgage assistance
Family relationships and support programs
Investments in career growth and employee development
Monitoring and study of accidents and injuries
Maternity, disease, special care
Addiction, coaching, psychological support
Retirement, legal, and other consulting support
Sponsorships with schools, hospitals, non-profits
Investments in environment and sustainability
Facility, workplace, and deskless worker programs
Preventive care screenings and tests
Episode support and life-event resources
Pay review, pay transparency, competitive pay
Volunteerism program, days off, sabbatical
Focus on organic, supplies and supply chain health
Six Major Elements of a Total Wellbeing Program
© Josh Bersin Academy, Wellbeing at Work Framework
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Culture-Enabling and Healthy Environment Matters
Coaching
Mindfulness
Self Confidence
Positivity
Empathy
Problem-Solving
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Maturity Model for Wellbeing Strategy
Level 1: Wellbeing as a Healthcare BenefitValue: reduced cost, reduced turnover, improved insurance expenseFocus on disease reduction, accident prevention, overall health of workforce
Level 2: Wellbeing for Personal ImprovementValue: make work life better, reduce stress, help employees with personal and financial wellbeingFocus on personal, family, and financial support, education, job, and off the job tools and support
Level 3: Wellbeing for Business PerformanceValue: reduce wasted time and energy at work, help people with schedule, travel, priorities, train managersFocus on performance sustainability, attention, focus, education, career, and total performance at work
Level 4: Wellbeing for Social GoodValue: organization as a force for good; sustainability, health, and value to communityFocus on contribution to society outside of work, communities, localities, political alignment
© Josh Bersin Academy, Wellbeing at Work Framework
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Focusing On The Right Problem
43
The ImportantRole of Leadership
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Trust Is The New Business CurrencyMajority believe the system is failing:
https://www.edelman.com/research/2019-trust-barometer-global-results
The systemis failing me
46%Believe
Trust myemployer
Yet75%
Edelman Trust Data
Only48%
Trustgovernment
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https://bersinacademy.com
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