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

1

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

[email protected]

@KevinWMartin

The Employer-Employee Evolution

2

High Performance Organizations Excel in 5 Core Areas

Market Market

Strategy

Culture

Leadership

Talent

Source: Institute for Corporate Productivity (i4cp)

3

Excellence in Each Area Drives Specific Outcomes

Market Market

Strategy Culture

Leadership

Talent

Execution

Innovation

Agility

Engagement

Performance


4

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

5

i4cp discovers… …the people practices that drive high

performance.

6

§  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?

7

The Evolution of Work

8

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

9

§ 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

10

Three Economies

GIG

STARVING

WINNER TAKE ALL

11

An Outdated Employment Model?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

12

Two Big Trends

Worker Demand for Control and Flexibility

13

Worker Flexibility Pays

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

14

Two Big Trends

Use of Non-Employees to Increase Capability, Capacity,

and Agility

15

The “Gig” Economy & Digital Workforce

17

What This Means…

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

and the way work needs to get done.

18

“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


19

The Changing Nature of Work

20

The DECONSTRUCTION

of WORK

21

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)

22

§  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

23

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

24

The Changing Nature of the Workforce

25

§  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

26

Influence and Collaboration Define the New Leader

27

The Social-Side of Leading

Makes the Difference

Business Acumen is Critical but Insufficient.

28

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)

29

And the Generation that Follows (Gen Z) wants Feedback

30

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)

31

§  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…

32

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.


33

#myweekin3words

34

The Changing Nature of the Workplace

35

Qualcomm’s Enterprise App Store

36

§  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

37

Collaborative, Continuous, Connected

38

“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


39

Diverse developmental experiences will be

essential

think beyond boundaries

40

FedEx Ground & The Lattice

41

Making Cupcakes: General Mills

§  Exposure assignment

§  Competency assignment

§  Wisdom assignments §  Over-cooked (the

manager who hoards talent)

42

Lead Beyond the Enterprise Walls

Source: i4cp, Developing Global-Minded Leaders, 2015

43

§  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

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

Documents