sap executive summit 2016 workforce engagement … · sap executive summit 2016 ... upwork reports...

Cernobbio, 11 Marzo 2016

PEOPLE FIRST:

Il Capitale Umano come motore

della trasformazione digitale

SAP Executive Summit 2016 – Workforce Engagement session

Accenture Technology Vision Evolution 2013–2016

Copyright © 2016 Accenture. All rights reserved. 2

People First:

Primacy of

People in the

Digital Age

Every Business is a

Digital Business

2013

2015

2016

From Digitally

Disrupted to Digital

Disrupter

Digital Business

Era: Stretch

Your Boundaries

2014

Accenture Technology Vision Evolution: Identified Trends


4

Digital Transformation

Copyright © 2016 Accenture All rights reserved.

SAP Executive Summit 2016

Workforce Engagement Session

More than just a technology shift – It’s about transforming business models

and how we engage

Lateral

Thinking,

Creativity

Adaptability,

Flexibility to

Change

Collaboration

Across

Boundaries

New and

fast moving

skills

New Corporate

Cultures + Liquid

Workforce

People First

Liquid Workforce:

Building the workforce

for today’s digital demands

Companies are investing in the tools

and technologies they need to keep

pace with constant change in the

digital era. But to achieve their

ambitious goals, leaders are

refocusing on an often overlooked

factor: the workforce. They are

looking at technology as not just a

disruptor, but also an enabler to

transform their people, projects, and

entire organizations into a highly

adaptable and change-ready

enterprise. In short, business leaders

are realizing their new, liquid,

workforce can become their new

competitive advantage.

6Copyright © 2016 Accenture All rights reserved.

Liquid Workforce:

Abilities to succeed in digital

work

Executives report that “deep

expertise for the specialized task

at hand” was only the fifth most

important characteristic they

required for employees to

perform well in a digital work

environment. Other qualities

such as ’ability to quickly learn’

and ‘willingness to embrace

change’ ranked higher as the top

characteristics

Which of the following characteristics are critical for

employees to perform well in a digital work

environment?

16%

13%

10%

9%

10%

10%

10%

11%

9%

1%

40%

39%

34%

33%

32%

31%

30%

29%

29%

1%

Proficiency with digitaltechnologies

Ability to quickly learn new workrequirements

Ability to 'shift gears' or workdifferently with minimal notice

Ability to work in a virtual workenvironment

Deep expertise for thespecialized task at hand

Ability to multitask

Ability to work in teams

Willingness to embrace change

Ability to navigate mostcomputer apps

None of the aboveTop

Top Three

Source: Accenture Technology Vision 2016 Survey


Liquid Workforce:


work

Respondents estimated 50

percent of the jobs at their

organization has a digital

component today, increasing to

59 percent in three years.

72 percent of executives believe

that in three years the proportion

of workers in their organization

will shift towards more flexible,

multi-skilled employees

(Generalists)

Approximately what percentage of the jobs at your organization

will have a digital component in three years?

How your workforce mix will change in terms of skills?

29% 43% 17% 9% 3%

Significantly more flexible, multi-skilled employees (Generalists)

More flexible multi-skilled employees (Generalists)

The proportions will stay the same

More individuals with deep expertise (Specialists)

Significantly more individuals with deep expertise (Specialists)

+ 20%58,6%

72%

7Source: Accenture Technology Vision 2016 Survey


Liquid Workforce:


work

88 percent of executives

report that, compared to

three years ago, training their

workforce has become more

important - 37 percent stating

it’s significantly more

important today

Compared to three years ago, how has the need for training

your workforce changed?

8Source: Accenture Technology Vision 2016 Survey

37% 51% 11% 1%1%

Significantly more important Somewhat more important

Remained the same Somewhat less important

88%

Generational Demographics:

Millennials expectations and

technology innovation create

new opportunities for the HR

to engage and serve the

employees

75 %of the workforce

will be made of

Millennials by

2025. 15% are

already Managers.

89 %of Millennials

prefer to choose

when and where

to work rather

than being placed

in a 9-to-5

position

90 %of Millennials do

not plan to stay

with any given

employer for

more than five

years

80 %of Millennials

prefer on-the-

spot recognition

over formal review

80 %of the Millennials

sleep with their

phones next to

their beds

Only 29 %of Millennials find

work meetings

efficient

33 %of Millennials

want questions

answered in real

time

40 %of Millennials

think blogging

about workplace

issues is

acceptable

Millennials and Digital trends

Millennials expectations and technology innovation create new

opportunities for the HR to engage and serve the employees


Work becomes more

collaborative.

A majority of respondents

(75 percent) believe a more

fluid and diverse workforce

will improve (vs. derail)

innovation

Do you believe a more “fluid” or transient workforce will:


75%

25%

Improve innovation --for example by

introducing morediverse thinking and

individuals to theprocess

Derail innovation andforce organizations

to approachinnovation differently


Blurring boundaries of the

organization

79 percent of executives agree

the workforce of the future will

be structured more by projects

than by job functions

81 percent of executives agree

people with a variety of skills,

capable to step onto multiple

roles will be valued most

Please indicate your agreement with each of the following

statements:


34%

37%

34%

45%

44%

44%

18%

16%

19%

3%

3%

3%

1%

1%

1%

The workforce of the future willbe structured more by projects

than by job functions.

Workforce Chameleons', orpeople in the workforce who

have a variety of skills and canstep into multiple roles, will be

valued most in the workforce ofthe future.

Over the past few years, technology purchases have

secured organization’s capital investments at the expense of

human capital.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

79%

81%

Expanding Workforce

51% of survey respondents believe that digital technology has

expanded the number of individuals they work with outside of their

organization.1

Accessing Talent Faster

Upwork reports that they can get hiring managers the talent they need

in three days, compared to the months long traditional process.2

On The Job Tech

By 2019, it is expected that 17% of workers will only use mobile

devices to do their job.3

Trend 2: Liquid Workforce

Why Now - Presenting The Imperative

12Copyright © 2016 Accenture. All rights reserved.

Trend Progression

2016 Liquid

Workforce

2014

From Workforce

to Crowdsource

Workforce

Reimagined

2015

Intelligent

Enterprise

#TechVision2016

1 “Technology’s Impact on Workers,” Pew Research Center, December 2014; 2 “Solution overview", Upwork, 2015; 3 “39 ways the American workforce is dramatically changing in 2015”, Business Insider, June 2015

Business Drivers of Constant Change

Increased Pace of Technology AdoptionThe expectations for businesses’ technology acumen is speeding up. For

example, the telephone took 39 years to reach 40% market penetration; it

took the smartphone 10 years.1

Misunderstood MillennialsOnly 12% of hiring managers expect that teamwork/co-workers is a top

priority for Millennials – while 39% of Millennials report it as their actual

priority. (Same with earnings potential: 75% expected vs. 44% actual).2

Changing NeedsBusiness Managers report “technical skills for the job at hand” as only the

7th most sought after quality when looking for new hires, behind qualities

like “willingness to work as part of a team” and “openness to new training.”3

Companies Are Investing In The Tools And Technologies They

Need To Keep Pace With Constant Change In The Digital Era


1 "The Pace of Technology Adoption is Speeding Up,” Harvard Business Review, November 2013; 2 "The 2015 Millennial

Majority Workforce: Study Results,” RedBrick Research, October 2014; 3 Accenture Technology Vision 2016 Survey

Liquid Workforce: 100-Day Plan


1. Perform a skills gap analysis. Have your HR organization review open

roles in your company and determine high priority roles that are remaining

unfilled due to difficulty finding appropriate talent.

2. Build a strategy for expanding your organization’s training capabilities.

Determine what investments in facilities, technology, or people will need to be

made to deliver training consistently and effectively across your workforce.

3. Create a new engagement strategy, keeping in mind what Millennials

demand from their employers. Develop a plan that will allow workers to

contribute to projects they are passionate about, move freely through the

organization, and find work that best suits native skills with digital technology.

4. Formalize your organization’s approach toward engaging with freelancers

and contractors. Create a clear distribution of work between long and short-

term employees that plays to the strengths of each and communicate this

framework with employees.

5. Pilot a new liquid project. Assign a ‘stretch’ project to one of your groups

and grant them the autonomy and dedicated resources that allow them to

accomplish their goal. Use this pilot as a foundation for developing a formal

liquid project strategy.

Liquid Workforce: 365-Day Plan


1. Put your new training strategy to work. Pick one high-need skill and pilot a

new curriculum to train existing employees in that area. Use this initiative to

determine which combination of training sources (e.g. bootcamps, MOOCs,

personalized training) are the most effective strategies for your workers.

2. Build a plan to scale your liquid project practices across the organization. Learn

from the progress of your pilot group. What were their successes and where did

they find setbacks? Use this knowledge to build a plan that will allow you to push

this model across your organization.

3. To understand where your enterprise stands to benefit most from crowdsourcing,

commission three projects that each focus on a different area that the crowd is

well-suited to address. Use insights from these projects to sanction the use of

crowdsourcing for projects across the organization that will realize the

most benefit.

4. Integrate the use of analytics into your HR organization. Pair a team from HR

with your data scientists to derive new insights from your workforce that could

help with reviews, promotions, hiring, or other areas that need improvement.

Use these insights to strengthen talent retention and recruiting.

5. Introduce predictive analytics to one area of your people management strategy

(promotions or hiring for example). Use your team of data scientists and HR

professionals to develop a comprehensive plan for how predictive analytics

could enhance existing practices.

Trend 2: Liquid Workforce

Top 3 Examples from 2016 Tech Vision Report


GE is taking a new approach toward their

organization that they are calling FastWorks,

derived from Lean startup principles. This

approach emphasizes working faster and

smarter with a larger focus on the customer. In

building this new approach to the organization,

one critical point was delivering more

autonomy to employees. Approvals for pivoting

and project changes were cut, dramatically

reducing turnaround time.

Results/Impact: Organizations piloting this

new approach (Appliances, Transportation)

were able to deliver results at half the cost,

twice the speed, and ultimately more than

double the normal sales rate. To extend the

impact GE now has 80 trained FastWorks

‘coaches’ they are distributing throughout the

organization. In one case, GE Transportation

was able to rapidly react to new EPA

regulations and build a new regulation-

compliant diesel engine for seafaring vessels

an expected two years ahead of competitors.

TAG Heuer, the luxury

watchmaker, has developed the first luxury

Android Wear smartwatch by orchestrating

a project involving multiple partners. TAG

Heuer teamed up with Chaotic Moon to

design and develop a fully integrated,

omnichannel experience, and integrated

with hardware partner Intel and software

partner Google to create a smartwatch

interface that respected the prestige and

quality of the TAG Heuer brand while

enhancing the power and flexibility of

Android Wear.

Results/Impact: The effort signifies a new

era of collaboration between Swiss

watchmakers and Silicon Valley, bringing

together each company’s respective

expertise in luxury watchmaking, software

and hardware.

Accenture employees

learn new skills on the job, and are

subsequently distributed to new projects

and relied on to teach their peers new

skills. Accenture has robust career

development with $800 Million 2015

Training Expenditure and with set of

employees dedicated to matching every

employee with the right jobs.

Results/Impact: In 2015, Accenture did

away with yearly performance review,

opting for a new model of on-going

feedback.

#TechVision2016

Liquid Workforce: Bold Predictions


Corporate Education

Will Replace Some

Higher Education: Enterprises will create their

own alternative higher

education programs to

address gaps created by

slow moving education

systems

Rise of Digital

Reputation:

Internal review processes,

as well as resumes for job

hunters, will be replaced by

digital reputations driven

from online contributions as

the primary way to show

individual success and

effectiveness.

Fully Liquid Enterprise:

Within 10 years, we will see a

new Global 2000 company

with no full-time employees

outside of the C-suite.

Predictive Workforce:

Predictive Analytics will take

over routine elements of

human engagement related

decisions, including hiring,

job compatibility, and

promotions.

#TechVision2016

Business leaders are realizing a more liquid workforce

can become their new competitive advantage


Tomorrow: Adaptable workforces organized

around projects, with embedded training.

Static workforces organized around specific

skills and functions

SAP Executive Summit 2016 – Workforce Engagement session

sap executive summit 2016 workforce engagement … · sap executive summit 2016 ... upwork reports...

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