Tim A. Ackermann Munich, 23. February 2012 ATTRAKTIVE ARBEITGEBER 2020
Oct 21, 2014
Tim A. Ackermann
Munich, 23. February 2012
ATTRAKTIVE ARBEITGEBER 2020
SUMMARY
• Was werden Arbeitnehmer in Zukunft von einem Arbeitgeber erwarten?
• Welche Arbeitnehmer werden Arbeitgeber in Zukunft finden?
• Welche Megatrends werden die Marktteilnehmer beinflussen?
• Was können Unternehmen und HR tun, um diese Trends aktiv zu managen?
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 in the Workplace
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
QUESTION
Which generations are currently building the workforce,
how are they determinated and different?
MULTIGENERATIONAL CORPORATIONS
Generation Major Influence Broad Traits Defining
Invention
Traditionalists Wars Sacrifice, loyalty, discipline,
respect for authority
Fax
Baby Boomers JFK, moon landing,
Flower Power
Competitive, hard work, long
hours
PC
Generation X MTV, AIDS, Berlin
Wall, Tchernobyl
Self-reliant, w/l balance,
independence, eclecticism
Mobile phone
Millennials Internet, 9/11,
Global Warming
(NGOs)
cyberliteracy, tolerance, diversity,
confidence, immediacy
Google &
Generation 2020 Social games,
recession, flat world
Mobility, hyper-connectedness,
e-reading, media savvy
Apps
QUESTION
What are possible challenges in an intergenerational
workforce?
MULTIGENERATIONAL CORPORATIONS
1. Traditionalists and boomers are as likely to be web contributors as millennials are
2. Boomers and Gen X look for a work life – home life balance; Millennials see work as “part
of life”
3. Millennials and Gen X place a high importance on working for a company that develops
their career and their life skills
4. Millennials are likely to select an employer based on the ability to access the latest tools
and technology
5. Traditionalists and boomers place high importance on a manager who understands age
diversity in the workplace
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
MULTIGENERATIONAL CORPORATIONS
Traditionalist Baby Boomers Generation X Millennials
Style Formal Semi-formal Not so serious;
irreverent
Eye-catching; fun
Content Detail; prose-style Chunk it down but
give me everything
Get to the point. If and when I need it,
I’ll find it online
Context Relevance to my
security
Relevance to the
bottom line and
rewards
Relevance to what
matters to me
Relevance to now,
today and my role
Attitude Authority and
hierarchy
Rules Cynic and skeptic Mediocrity
Speed Time frame Available, handy Immediate 5 minutes ago
Frequency Digestible As needed Whenever Constant
SOURCE: DELOITTE CONSULTING, IABC
SOCIAL MEDIA USAGE
Inactive
Traditionalist Spectator
Baby Boomer Contributor
Generation X Creator
Millennials
TECHNOLOGY TRENDS
TECHNOLOGY TRENDS
QUESTION
What is social media and what is it used for?
SOCIAL MEDIA
Media Users Attributes Utilization
Facebook 800mio,
55% female
Share interests, Connection is
permission based
questions, Share content
created elsewhere, news
LinkedIn 100mio,
59% female
Professional “facebook”,
connection via contacts
Find people, connect in
groups, company information
Foursquare 15mio, 20%
female
Checking into place via mobile
devices
Track and reward customers
YouTube 158mio,
50% female
Sharing videos with a few
clicks
Product information,
interviews
Twitter 250mio,
55% female
Follow anyone, fast
information (140c)
Breaking news, connect, live
events
Pinterest 10mio, 55-
70% female
Quickly share pictures, visual
newsfeed
Products, previews of blog
posts
QUESTION
Why are we using social media in our private life and why are we not (that much)
in business?
SOCIAL MEDIA Life
• We're usually invited to participate by people we know and trust.
• There are specific things we want to do with the other people involved,
• We get something back from participation
• We have control over who sees our information.
• The applications are intuitive
• The applications are well-tuned to support the specific tasks we want to perform and their features are regularly rated and refined.
Work
• Often we're instructed to use it by someone in authority
• Little of what we actually get paid to do requires input from the majority of the network.
• Participation feels like dropping pearls into a black hole
• We have no control over who sees our information
• The site is unattractive and requires a manual to get started.
• The software is generic and requires a work-around
SOURCE: TAMARA ERICKSON, HBR
TOP 10 EMPLOYER CHARACTERISTICS
1. Strong values
2. Future skills development
3. Flexible benefits and rewards
4. Ability to blend work and life
5. Reputation / Employer brand
6. Career pathing
7. Corporate social responsibility
8. Remote work
9. Pay for education
10. Social/cultural fit (“colleagues as friends”)
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
WORKFORCE ENGAGEMENT MODEL
Principles
Collaboration
Authenticity
Personalization
Innovation
Social Connection
Values, Brand, CSR
Demonstrated by
Social Recruiting Social Learning Accelerated Leadership
“Ueber-Connection”
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
SOCIAL RECRUITING
Traditional Recruiting Social Recruiting
Fairs Social Networks
Job boards/ads, search firms Crowdsourcing
Interviews You Tube channels, Skype
Website Twitter, YouTube, facebook,…
Company Presentations …
Alumni Management …
SOCIAL LEARNING
• Context based
• User generated
• Competency based
• User generated
• Context based
• Organization created
• Competency based
• Organization created
Formal learning
Experimental Learning
Peer-to-peer learning
Mentoring
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
THE 202O LEADER
Collaborative Mind-set
• Inclusive decision making
• Genuine solicitation of feedback
Developer of People
• Mentors and coaches team
• Provides straight feedback
Digitally Confident • Uses technology to connect to customers and
employees
Global Citizen • Has a diverse mind-set
• Prioritizes social responsibility
Anticipates and builds for the
future
• Builds accountability across levels
• Champions innovation
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
1. You will be hired and promoted based upon your
reputation capital
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
2. Your mobile device will become your office, your
classroom, and your concierge
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
3. The global talent shortage will be acute
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
4. Recruiting will start on social networking sites
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
Questions
• How many followers do you have on Twitter? LinkedIn? How many from your industry?
• How many recommendations do you have on LinkedIn?
• Can you share your (relevant) blog?
PREDICITIONS FOR 2020
5. Web commuters will force corporate offices to reinvent
themselves
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
6. Companies will hire entire teams
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
7. Job requirements for CEOs will include blogging
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
8. The corporate curriculum will use video games,
simulations, and alternate reality games as (key)
delivery model
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
9. A 2020 mind-set will be required to thrive in a
networked world
• Social participation
• Thinking globally
• Ubiquitious learning
• Think big, constant improvement
• Cross-cultural power
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
10. Human Resources’ focus will move from outsourcing
to crowdsourcing
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
11. Corporate social networks will flourish and grow inside
companies
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
12. You will elect your leader
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
13. Lifelong learning will be a business requirement
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
14. Work-life flexibility will replace work-life balance
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
15. Companies will disclose their corporate social
responsibility programs to attract and retain
employees
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
16. Diversity will be a business issue rather than a human
resources issue
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
17. The lines among marketing, communications, and
learning will blur
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
18. Corporate app stores will offer ways to manage work
and personal life better
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
19. Social media literacy will be required for all employees
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
PREDICITIONS FOR 2020
20. Building a portfolio of contract jobs will be the path to
obtaining permanent full-time employment
SOURCE: MEISTER&WILLYERD, WORKPLACE
2020
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
GLOBAL DRIVERS WITH A MAJOR IMPACT ON HR
• Extreme longevity: Increasing global lifespans change the nature of careers and learning
• Rise of smart machines and systems: Workplace automation nudges human workers
out of rote, repetitive tasks
• Computational world: Massive increases in sensors and processing power make the
world a programmable system
• New media ecology: New communication tools require new media literacies beyond text
• Superstructed organizations: Social technologies drive new forms of production and
value creationglobally
• Connected world: Increased global interconnectivity puts diversity and adaptability at the
center of organizational operations
SOURCE: INSTITUTE FOR THE FUTURE
SKILLS FOR THE FUTURE WORKFORCE
1. Sense-making: ability to determine the deeper meaning or significance of what is being expressed
2. Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions
3. Novel & adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based
4. Cross-cultural competency: ability to operate in different cultural settings
5. Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning
6. New-media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communicationTra nsdiscipli nari ty
7. Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines
8. Design mindset: ability to represent and develop tasks and work processes for desired outcomes
9. Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques
10. Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team.
SOURCE: INSTITUTE FOR THE FUTURE
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
How you are recognized By level, title, size of office,… - by
your boss
By results delivered, demand of skills
– 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
Tools of the trade Job & competency models, org
charts, top down
Capability models, knowledge
sharing, shared values and mission
SOURCE: JOSH BERSIN, BLOG
IMPACT?
Hiring
Organization
Leadership Rewards
Recognition
THANK YOU!
"...defending yesterday - that is, not innovating - is far more risky than making tomorrow."
Peter Drucker, Innovation and Entrepreneurship
Tim A. Ackermann
http://talentim.wordpress.com
Education Work Leisure
0 10 20 30 40 50 60 70 80
Age
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
SHIFTING THE OLD WORK-LIFE PARADIGM...
Education Work Leisure
0 10 20 30 40 50 60 70 Age
80
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
… TO A CYCLIC LIFE PARADIGM…
Education Work Leisure
0 10 20 30 40 50 60 70 Age
80
Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
… EVOLVING TO A „BLENDED“ LIFESTYLE.