120606 hr roundtable
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Updated presentation on demographical change and the impact on talent strategies
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120606 hr roundtable
- 1. ATTRAKTIVE ARBEITGEBER 2020 Tim A. Ackermann HR Roundtable, Bremen, 6 th June 2012
- 2. THE FUTURE WORKPLACE 1. Shifting Workforce Demographics: Generations/Age, Gender, Ethnicity 2. Knowledge Economy 3. Globalization 4. Digital Workplace 5. Ubiquity of Mobile Technology 6. Culture of Connectivity 7. Participation of Society 8. Social Learning 9. Corporate Social Responsibility 10. Millennials & Gen 2020 in the Workplace SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 3. SLOWER GROWTH IN THE WORKING AGE- POPULATION 200% 150% 100% 50% 0% -50% Erickson, 2012 1970-2010 2010-2050
- 4. GENERATIONS IN THE WORKPLACE Traditionalists (28-45) Baby Boomers (46-64) Gen X (65-79) Gen Y (80-95) Gen Re (96-…) 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 2030 US Census Bureau, Erickson, 2012
- 5. GENERATIONS IN THE WORKPLACE Generation Major Influence Broad Traits Defining Invention Traditionalists Wars Sacrifice, loyalty, discipline, resp Fax ect for authority Baby Boomers JFK, moon Competitive, hard work, long PC landing, Flower hours Power Generation X MTV, AIDS, Berlin Self-reliant, w/l Mobile phone Wall, Tchernobyl balance, independence, eclectici sm Gen Y: Internet, 9/11, cyberliteracy, tolerance, diversity, Google & Millennials Global Warming confidence, immediacy facebook (NGOs) Gen Re: Social games, Mobility, hyper-connectedness, Apps Generation 2020 recession, flat world e-reading, media savvy
- 6. GEN Y - PREJUDICES Too Self-Centered and Individualistic Lacking in Social Skills Little Respect for Poor Work Ethic Authority Lazy Spoiled/Entitled Overinflated/Unrealistic Expectations Not Committed to Work No Loyalty to Employers Needy
- 7. RECRUIT & RETAIN GEN Y Nurturing corporate culture Intrapreneurship Job flexibility programs Business casual Challenging work Professional and Recognition personal growth programs opportunities Advancement Volunteering opportunities options Competitive salaries
- 8. GENERATION RE Reality Recession Realists Gen Re Restraint & Resentment Responsibility Renewable Erickson, 2012
- 9. GEN RE FIGURES 66% 4-7 years olds have used an iPhone/iPad Of the 100 top- selling education apps are aimed at pre-schoolers and 72% elementary schools 25% Of 2-5 years old use the internet Of 6-8 years old use the internet 40% 90% Of tweens (10-12) play online games Erickson, HBR, 2012
- 10. JUST GEN Y?
- 12. COMMUNICATION GENERATIONS Traditionalist Baby Boomers Generation X Millennials Style Formal Semi-formal Not so serious; Eye-catching; fun irreverent Content Detail; prose-style Chunk it down but Get to the point. If and when I need it, give me everything I’ll find it online Context Relevance to my Relevance to the Relevance to what Relevance to now, security bottom line and matters to me today and my role rewards Attitude Authority and Rules Cynic and skeptic Mediocrity hierarchy Speed Time frame Available, handy Immediate 5 minutes ago Frequency Digestible As needed Whenever Constant SOURCE: DELOITTE CONSULTING, IABC
- 13. GLOBAL MOBILE PENETRATION IS HIGHER THAN ELECTRICITY AND SAFE WATER
- 14. SOCIAL MEDIA USAGE Inactive • Traditionalist Spectator • Baby Boomer Contributor • Generation X Creator • Millennials
- 15. SOCIAL MEDIA Media Users Attributes Utilization Facebook 800mio, Share interests, Connection is questions, Share content 55% female permission based created elsewhere, news LinkedIn 100mio, Professional “facebook”, Find people, connect in 59% female connection via contacts groups, company information Foursquare 15mio, 20% Checking into place via mobile Track and reward customers female devices YouTube 158mio, Sharing videos with a few Product information, 50% female clicks interviews Twitter 250mio, Follow anyone, fast Breaking news, connect, live 55% female information (140c) events Pinterest 10mio, 55- Quickly share pictures, visual Products, previews of blog 70% female newsfeed posts
- 16. RUDER-FINN-INDEX
- 17. SOCIAL LEARNING • Competency • Context based based • Organization • Organization created created Formal Experimental learning Learning Peer-to-peer Mentoring learning • Competency • Context based based • User generated • User generated SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 18. WORKFORCE ENGAGEMENT MODEL Principles Collaboration Values, Brand, CSR Authenticity Personalization Demonstrated by Innovation Accelerated “Ueber- Social Recruiting Social Learning Leadership Connection” Social Connection SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 19. THE “CANDY” OF GLOBAL CORPORATIONS OFFERS: Jobs you’ve People you Training of all A fresh never done but you can learn types assignment need to learn from Robust Benefits that Travel Funding for processes and cover your opportunities investments methodologies family Support for A chance to causes you get away care about Erickson, 2012
- 20. THE 202O LEADER Collaborative • Inclusive decision making Mind-set • Genuine solicitation of feedback Developer of • Mentors and coaches team People • Provides straight feedback • Uses technology to connect to customers and Digitally Confident employees • Has a diverse mind-set Global Citizen • Prioritizes social responsibility Anticipates and • Builds accountability across levels builds for the future • Champions innovation SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 21. LEADERSHIP: GENERATION GAPS The meaning of “work” Communication The meaning of and forming “feedback” relationships Job Synching up assignments Finding information and learning Erickson, 2012
- 22. PREDICITIONS FOR 2020 1. You will be hired and promoted based upon your reputation capital 2. Your mobile device will become your office, your classroom, and your concierge 3. The global talent shortage will be acute 4. Recruiting will start on social networking sites 5. Web commuters will force corporate offices to reinvent themselves 6. Companies will hire entire teams 7. Job requirements for CEOs will include blogging 8. The corporate curriculum will use video games, simulations, and alternate reality games as (key) delivery model SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 23. PREDICITIONS FOR 2020 9. A 2020 mind-set will be required to thrive in a networked world i. Social participation ii. Thinking globally iii. Ubiquitious learning iv. Think big, constant improvement v. Cross-cultural power 10. Human Resources’ focus will move from outsourcing to crowdsourcing 11. Corporate social networks will flourish and grow inside companies 12. You will elect your leader SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 24. PREDICITIONS FOR 2020 13. You will elect your leader 14. Lifelong learning will be a business requirement 15. Work-life flexibility will replace work-life balance 16. Companies will disclose their corporate social responsibility programs to attract and retain employees 17. Diversity will be a business issue rather than a human resources issue 18. The lines among marketing, communications, and learning will blur 19. Corporate app stores will offer ways to manage work and personal life better 20. Social media literacy will be required for all employees 21. Building a portfolio of contract jobs will be the path to obtaining permanent full-time employment SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 25. INITIATIVES HR CAN SPEARHEAD 1. Adopt a global mind-set 2. Build a reputation as being social responsible 3. Become “ueber-connected” 4. Personalize the employee experience 5. Enable customer-focused innovation 6. Champion openness and transparency 7. Emphasize learning agility 8. Build citizen leadership 9. Drive systems thinking 10. Create an inclusive culture SOURCE: MEISTER&WILLYERD, WORKPLACE 2020
- 26. HOW JOBS ARE CHANGING Traditionally Today What work is A job A role What work covers A function A set of tasks and specialties What you do “Own” a function “Contribute” in teams How work is scoped Responsibility Projects and jobs to do How work progresses Career Path Career Progression How you develop Upward mobility Increase specialization & experience By level, title, size of office,… - by By results delivered, demand of skills How you are recognized your boss – by peers Role of leadership Direct and manage Build teams, empower, inspire, coach How you succeed Widen skills and build power Deepen skills, drive results Job & competency models, org Capability models, knowledge Tools of the trade charts, top down sharing, shared values and mission SOURCE: JOSH BERSIN, BLOG
- 27. THANK YOU! "...defending yesterday - that is, not innovating - is far more risky than making tomorrow." Peter Drucker, Innovation and Entrepreneurship Tim A. Ackermann talentim@hotmail.com http://talentim.wordpress.com http://about.me/talentim
- 28. SHIFTING THE OLD WORK-LIFE PARADIGM... 0 10 20 30 40 50 60 70 80 Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
- 29. … TO A CYCLIC LIFE PARADIGM… 0 10 20 30 40 50 60 70 80 Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
- 30. … EVOLVING TO A „BLENDED“ LIFESTYLE. 0 10 20 30 40 50 60 70 80 Age Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
Hinweis der Redaktion
- Ubiquity = Allgegenwart
- Spoiled/Entitled Reality: To an extent, the folks in this generation do have a sense of entitlement, but it's not an entirely inherent personality flaw but partly the fault of Baby Boomer parents who coddled their children, constantly telling them how special they were and that anything they sought was possible, and rewarding them for every little thing, providing trophies and prizes simply for participating. These parents stunted their children's growth by proactively removing all obstacles and potentially negative experiences. So, yes, on the surface Generation Y workers appear entitled. The key for employers is approaching younger workers differently, providing constructive criticism that reflects confidence in them. Generation Y workers must realize that their bosses are not going to be like theirr parents, and that part of growing as an employee is learning from past mistakes and accepting constructive criticism. Generation Y Perception: Lazy Reality: Technology has allowed this generation to multitask and find shortcuts in achieving tasks. Texting, instant messaging, social networking, and Web surfing have all made Generation Y workers more competent, efficient, and productive (if not sometimes overwhelmed). The key for employers is to accept that there may be multiple ways for workers to accomplish their tasks. Generation Y workers may need to demonstrate that they are working just as hard as everyone else, but perhaps simply performing the job more efficiently. Generation Y Perception: Poor Work Ethic Reality: Generation Y is the first generation to expect -- from day one -- employers to realize there is more to life than work. Just as many Baby Boomers are now discovering later in their careers, Generation Y sees work as a means to enjoy life -- and life comes first. They have a strong work ethic -- just not in a 9-5 sort of way. Generation Y wants work to be fun and flexible because the line between work and life is seamless. (In other words, there is no such thing as work-life balance because it's all just one thing.) Generation Y also follows a mantra of working smarter, not harder. The key for employers is offering flexible work schedules, adjusting the belief that workers need to "put in the hours at the desk" to be effective, and developing a work culture that is pleasant and positive. Generation Y workers may need to readjust some attitudes about work, especially for entry-level positions in which workers have traditionally been expect to work long hours to earn their due. Generation Y Perception: Little Respect for Authority Reality: While some people refer to this cohort of people as Generation Why for a reason, it is not so much an issue of a lack of respect for authority as much as it is that this group has been raised by their parents to question everything and raise questions when they don't understand something. This generation is very independent and not afraid to challenge the status-quo. Many in Generation Y want a relationship with their boss like the ones they have with their parents. It's not that these folks have little respect for authority; on the contrary, they feel employers do not respect them. The key for employers is realizing that asking questions can often lead to answers and solutions that are actually more efficient and effective. Unlike with any other set of workers in the past, employers must also provide more autonomy -- and trust Gen Y workers to complete the work. Generation Y workers should learn to choose battles carefully, not question every single decision made, and give employers a chance to adapt to their style of work. Generation Y Perception: Too Self-Centered and Individualistic Reality: This iPod Generation (named such because iPod commercials focus on individuality while selling the product to every Gen Y) works well in groups and teams -- especially with people their own age -- but they also have been taught the value of individuality and independent thinking. They see themselves as unique individuals -- not tied to any specific labels. And unlike any previous generation, these workers do not plan to let their jobs define who they are. The key for employers is finding the right mix of individual and team projects that allow these workers to grow professionally. Generation Y workers need to realize that almost all work will be some combination of individual assignments and teamwork with people of all backgrounds and ages. Generation Y Perception: Overinflated/Unrealistic Expectations Reality: While this generation may be more anxious than others to rise quickly to the top, it's less about unrealistic expectations than it is about being better prepared for work than previous generations -- with perhaps a touch of the need for instant gratification thrown in. This generation also has no interest whatsoever in working in a cubicle -- not because it is beneath them, but because they feel advances in technology should let them be able to choose to work from home, Starbucks, or anywhere there is a Wi-Fi connection. The key for employers is to redesign and rebuild some of the old career ladders that were destroyed with the flattening of organizations and greatly expand telecommuting and remote working arrangements. Gen Y workers need to see a progressive promotion path or they will move on to the next employer. Generation Y workers should learn to pace themselves and gain the necessary experience and skills before expecting a promotion to the next level. Generation Y Perception: Not Committed to Work Reality: This generation is the most educated workforce ever, and partly because of this level of education, Generation Y workers believe their work should have meaning. These folks quote from Office Space and have a mistrust of management. More than ever, these workers are seeking greater fulfillment and are only willing to work hard at jobs that provide it. The key for employers is changing the way they view work and employees -- and it may also mean that to keep Gen Y workers, they may need to not only develop better jobs, but also consider strong corporate values and corporate volunteering programs. Employers also need to clearly show how the work Gen Ys complete directly impacts the organization's success. Generation Y workers should conduct more research on prospective employers to find organizations that not only have meaningful career paths, but also share some of the same values. Generation Y Perception: No Loyalty to Employers Reality: Because of more work experiences and greater education, Gen Y workers are simply more mobile, making it easier to move from one employer to another if they are unhappy with the work. They were also raised during a period of great downsizing and rightsizing, and many witnessed the grief and frustration their parents felt when being laid off -- and they do not want to experience that emotion. These are also some of the reasons why many Gen Y workers are diligently planning to start their own businesses. The key for employers is to develop a stronger commitment to keeping employees -- even in bad economic times -- and also to do a better job in training and retaining workers, possibly including such benefits as sabbaticals, professional development opportunities, and other options for Gen Y workers seeking deeper fulfillment. Generation Y workers should try to not be so skeptical about the motives of employers and learn to trust them more while continuing their professional development as a hedge against any downturns. Generation Y Perception: Lacking in Social Skills Reality: Generation Y are some of the most social of any generational cohort; it's just that they communicate and socialize much differently from the rest of us. The key for employers is to realize and accept that people communicate differently and to embrace the new techniques while also teaching the Gen Y workers that business sometimes still needs to use traditional methods of communication. Generation Y workers need to use those excellent communications and diversity skills to learn to socialize and communicate with people of all ages and backgrounds. Generation Y Perception: Needy Reality: Okay. The reality here is that Millennials are indeed pretty needy. Again, though, it's not really their fault as their parents basically trained them that mom or dad is just a phone call away. In fact, there are stories of Generation Y job-seekers taking a parent along for the job interview or to help negotiate the job offer. The key for employers is to realize that this generation -- at least when they are new to the workforce -- need a bit of special care and handling. There's no way they can go months without a review; they need constant (and not too critical) feedback. Generation Y workers need to realize that the reality of the workplace is that it's not like home or college -- and that they are expected to do an excellent job without always wanting praise and being told that how good their work is. Finally, Generation Y workers need to tell mom or dad that it's time to stay home so they can learn to fight their own battles.
- 1. Nurturing corporate culture. Gen Ys view having strong friendships with co-workers and bosses as extremely important to them. There is much anecdotal support of workers staying longer in jobs simply because they loved the people they worked with -- and did not want to leave them. Management styles must be Theory Y for Gen Y. Consider too a formal or informal organization-wide mentoring program. 2. Job flexibility. Gen Ys not only want flexible hours and schedules, but remote work options because of their perception of the never-ending intersection of work and life. They see themselves doing work everywhere -- except in a cubicle. Jobs must be designed to accommodate these workers personal lives -- not the other way around. 3. Challenging work. Gen Ys, more than any previous college grads, are graduating college with a dynamic mix of academic and work experiences that have them positioned to contribute from day one. They are not interested in "grunt" jobs, or jobs in which they have to "pay their dues;" they seek challenging work from the start. 4. Professional and personal growth opportunities. Gen Ys value lifelong learning. They also tend to get bored easily and seek out new things. They want employers that offer tuition reimbursement, sabbaticals, and other growth opportunities. 5. Volunteering options. Gen Ys have been involved in service most of their lives and have a true commitment to bettering the world around them. Employers should develop organizational volunteering programs and options that allow workers to continue these efforts. Having an organizational culture that supports these values is essential. 6. Competitive salaries. Gen Ys -- especially younger ones fresh out of college -- have more debt (both student loans and credit cards) than any previous generation, and they demand a salary that not only recognizes their contributions, but also helps them pay down the debt. Some employers even have programs in place to help these workers pay off student loans. 7. Advancement opportunities. While Gen Ys are certainly not the most loyal bunch (but don't blame them -- blame those employers that downsized their parents), they do seek out employers that have a plan for their success. Employers should examine and create new ladders to guide younger workers through a steady progression in the organization. 8. Recognition programs. Gen Ys were raised in a bubble of constant praise and recognition from their families, and so this kind of constant reinforcement and recognition is something they expect. But please, no Office Space "flair" programs; instead, implement authentic work recognition programs. 9. Business casual. Gen Ys, as a whole, have more tattoos and piercings than any previous worker cohort -- and that personal style also applies to how they dress and how they want to dress for work. While they can look great in business suits, many prefer a work environment in which they can wear comfortable clothing that expresses their individuality. 10. Intrapreneurship programs. Study after study show that Gen Ys have an extremely strong entrepreneurial focus -- with many planning to start their own businesses (partly so that they can control their own fate). Employers can retain workers longer -- while leveraging that entrepreneurial sprit -- by developing incubator and intrapreneurship programs and opportunities.
- Reality = Form a mental map based on a world with limits and no easy answersRealists = PragmatistsRestraint = (Maessigung) Necessary posturesRenewable = Carbon, recycling, resource limitationsResentment = (Verbitterung) towards adultsRecession =
- Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer
- Meaning of work: 9-5 office vs anywhere-anytimeComms: immediate replies, no face to faceSync: Planners vs coordinatorsInfo: Linear vs on-demandJobs: job vsassignementFeedback: assessment/judgementvslearning opportunity
- 1. They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2. They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3. They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4. They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5. They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
- 1. They reward results and expertise, not position.2. They break down functional silos and facilitate work across business functions.They reward continuous learning and “learning agility.”They hire for values, innate skills, and fit, not for experience.5. They encourage and promote horizontal mobility.