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Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse WorkforcePeter Cheese, Global Managing Director, Talent & Organization Performance, Accenture
For the first time in history, four generations are in the workforce. Each generation has distinct characteristics and necessitate specific approaches to managing talent.
The talent management and alignment challenge is compounded by multiple generations in the workforce
Tenure
Silent Gen1
(1925 – 1942)
Baby Boomers1
(1943 – 1960)
Net Generation2
(1982 – 1998)
RetirementEntry into Workforce
Source:1 Howe, Neil; Life Course Associates, 2007. 2 New Paradigm – Net Generation Strategic Investigation; 2007; co-sponsored by Accenture
Considerable Majority1 of Employees Understand Strategic Priorities
Considerable Majority1 of Employees Understand Their Contribution to Strategic
Execution
Agree 12%
Disagree 88%
6% Agree 17%
Disagree 83%
A Gallup survey of 3 million employees…
Engaged 29%
Not Engaged 55%
Actively Disengaged
16%
Accenture HPWF Study 2006
Engagement and alignment – what are the issues?
Declining loyalty and job satisfaction
• Falling employee loyalty and engagement, 5th year of decline (FT Nov 04)
• Key factors for people leaving work - lack of opportunity (37%), lack of incentives (28%), dissatisfaction with the corporate culture (28%), and lack of recognition or praise (25%) – Martiz Poll, World at Work Nov 06
Increasing lack of alignment
• As little as 5% of employees understand the corporate strategy (Kaplan and Norton 2004)
• 88% don’t believe most employees understand their firms strategic priorities (HPWF Study 2004)
Different Values of Generation Y
• Different value sets – life of jobs vs jobs for life, balance of life, corporate citizen values
• Higher expectations on integrity, feedback, opportunity
How well are we doing ?Key findings from the India High Performance Workforce Study
• Talent management – specifically the ability to attract and manage critical skills and leadership – emerged among the top 2 of 11 capabilities driving high performance
• Organizations by and large, are not equipped to manage and enable Change of the magnitude that is being experienced today
• Indian CEOs have rated the HR function as their most important workforce – but they believe there is a significant need to improve its performance
• A critical HR challenge - operation in a silo, with little support offered to and received from key workforces.
• HR needs to facilitate solutions to strategic business issues – Yet, the focus of HR today is on transactional activities potentially reducing the bandwidth for the transformational
Extensive C-Suite involvement in their human capital management initiatives
Focus support to workforces in the more strategic talent management areas of Learning and Change management; compensation is not a differentiating factor
Leaders are able create burning platforms boosting the “perceived need for change”
Leaders use metrics extensively to evaluate HR performance
What distinguishes Human Performance Leaders from the rest of the organizations?