Future of Work The People Imperative - Josh Bersin Founder, Bersin by Deloitte Principal, Deloitte Consulting LLP
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Future of Work The People Imperative Josh Bersin Founder, Bersin by Deloitte Principal, Deloitte Consulting LLP October, 2017
Is the Fear and Hype True?
47% of today’s jobs will be gone in 10 years
41% of US workforce participates in crowd/gig economy
Essentially all the “new jobs” created since 2008 fall into
the category of “alternative work.”
Oxford Economics, National Bureau of Economic Research, and
Bureau of Labor Statistics
Copyright © 2017 Deloitte Development LLC. All rights reserved.
Robots are Here Today
Average cost below $25,000.
China purchased 250,000 in 2016.
Copyright © 2017 Deloitte Development LLC. All rights reserved.
Businesses Are Adapting Quickly
• 41% of companies have fully implemented or
have made significant progress in adopting
cognitive, AI and Robotics
• 77% of these companies believe technology is
creating “better jobs”, and only 20% see job
reductions
• 50% are retraining workers to work side by
side with machines
• 67% of employees believe they must
continuously reskill themselves to stay in their
career, and 58% believe they will have a new
career within five years
Deloitte Human Capital Trends 2017
Copyright © 2017 Deloitte Development LLC. All rights reserved.
Increased Need for Social, Integrative, and Hybrid Skills
Job Capabilities For
the Future
• Empathy
• Communication
• Close vision
• Speaking
• Interpreting data
• Judgement
• Social skills
• Integrated thinking
• Design
• Hybrid jobs
Talent for survival Essential skills for humans working in the
machine age, Deloitte UK, 2016
Copyright © 2017 Deloitte Development LLC. All rights reserved. Skills map, David Deming, Harvard University, 1980-2012, “Catch
the Wave,” Deloitte University Press, Josh Bersin, 2017
Driving A Need for More Human Skills Shift to a service and IP-based economy Copyright © 2017 Deloitte Development LLC. All rights reserved. Source: U.S. Bureau of Labor Statistics
Today’s New
World of Work
7
Employees are Overwhelmed
The “average” US worker now The average mobile phone user
spends 25% of their day reading checks their device 150 times a
or answering emails day.
More than 80% of all companies 40% of the US population believes
rate their business “highly complex” it is impossible to succeed at work
or “complex” for employees. and have a balanced family life.
Fewer than 16% of companies have The “average” US worker works
a program to “simplify work” or help 47 hours and 49% work 50 hours
employees deal with stress. or more per week, with 20% at
60+ hours per week
Copyright
Sources: © 2017
Deloitte Deloitte
Human Development
Capital LLC.and
Trends 2014 All rights
2015 reserved.
We Are Working More Hours: A Vacation Crisis
• Since 2000, US workers lost an entire week of 35% of Millennial
vacation, dropping average vacation days from women feel guilty
about taking time off
20.3 to 16.8 (25% of men)
• Americans left 662 million unused vacation
days forfeiting $66 billion in benefits
• 39% “want to be seen as a work martyr” to
their boss, yet these over-workers are less likely
to receive a promotion or raise than their peers.
Copyright © 2017 Deloitte Development LLC. All rights reserved.
https://www.projecttimeoff.com/state-american-vacation-2017
Productivity is suffering—is technology helping?
US, UK, Canadian Productivity Lag
i-Phone 100 million 1 billion
launched Twitter users smartphones
Copyright © 2017 Deloitte Development LLC. All rights reserved.Cost of Stress at Work: $300 Billion per Year
According to CDC Research in 2016, 40% of US
and UK workers believe they have very stressful jobs,
resulting in accidents, fatigue, nervousness,
and lack of energy. This translates to $300B spent
on employee wellness, healthcare, and absence
costs every year
http://safetymanagement.eku.edu/resources/infographics/work-related-stress-on-employees-health/
Copyright © 2017 Deloitte Development LLC. All rights reserved.Workplace Culture Trend: Wellbeing
Google Trends Search for Wellbeing since 2004
Copyright © 2017 Deloitte Development LLC. All rights reserved.Engagement Remains a Challenge
Average
3.2
What are these
companies doing?
Copyright © 2017 Deloitte Development LLC. All rights reserved.
Summer, 2016 Glassdoor Bersin by Deloitte ResearchChange in the nature of a Career
50% of Millennials will Half-life of technical skills is 37% of working people
live to age of 100, expect approximately 2 years believe they will change
10-12 jobs by age of 38 careers within 5 years
Only 29% of companies Life expectancy of Fortune 83% of companies believe
believe careers in their 1000 firm is less than 15 they will have “open careers”
company are 10 years+, years, S&P 500 firm is five within 3 years, only 19%
44% say less than five years have structured careers
years
Source: Deloitte Human Capital Trends 2017, GitHub, World Economic Forum, Bersin Career Research
Copyright © 2017 Deloitte Development LLC. All rights reserved.Career Models Are In Disruption
58% of companies are
redesigning or planning to
redesign their career model
Deloitte HC Trends 2017
83% of companies expect to
have an “open” or “highly
flexible” career model within
the next 3-5 years
Deloitte HC Trends 2017
Only 19% of companies Learning and career
31% of companies expect
promote vertical career management software has
careers to be 3-5 years long
moves, 67% now promote become the #1 fastest growing
60% expect them to be 10
horizontal or project based segment in HR technology
years or less
career progression (CedarCrestone 2017)
Copyright © 2017 Deloitte Development LLC. All rights reserved.Millennial Expectations Have Changed Work
80% want to give Their “team mates” are
performance appraisals the most important
to the boss people at work
60% think
Expect feedback weekly
7 months 2/3 want to be “creative”
and progression
of tenure means at work in their job
annually
they’re “loyal”
Deloitte Millennial Survey, n=70,000, Spring 2016
Copyright © 2017 Deloitte Development LLC. All rights reserved.Millennials: Citizenship On The Rise
Millennials Are Concerned about A
Threatening and Unfair World
• 64% expect economic and political conditions to get worse
in the coming two years
• In mature markets, only 64 percent of millennials predict
they will be financially worse off than their parents and
69% say they’ll be less happier.
• As a result, 77% of Millennials actively take part in
volunteerism and charity work to help their community
• 88% of Millennials believe business can be a major
force for positive social change
Copyright © 2017 Deloitte Development LLC. All rights reserved.So what’s going on?
The Future of Work is all about People
5 Keys to Success
18Companies are transforming themselves
Networks of teams
Focus on culture and employee experience
Learning and personal reinvention
Redefining “career”
Design thinking in jobs and work
Copyright © 2017 Deloitte Development LLC. All rights reserved.1
Embrace the New Organization:
a network of teams
Copyright © 2017 Deloitte Development LLC. All rights reserved. 201. Organization design will be challenged everywhere
A network of teams
B
Shared values and culture
A
A Transparent goals and
projects
B F C D Free flow of information
and feedback
People rewarded for
C D E G their skills and abilities,
not position
E
How things were How things “are” How things work
Source?????????
Copyright © 2017 Deloitte Development LLC. All rights reserved.Moving to the New Organization Model
Today Future
Hierarchical Business Projects, Squads,
Organization Structure:
Functions Teams, Shared Services
Teams formed slowly Teams assemble and
Teams and Projects:
over time stop quickly
Job descriptions, job Assignments, tasks,
Jobs and Roles:
levels, job titles expert roles
Managers manage
Managers “own” teams
Managers: projects and “sponsor”
and people’s careers
people
Jobs are “owned” by the Jobs open in transparent
Careers:
manager and not shared marketplace
People sought out based
People “assigned” jobs
Flexibility and Space: on skills, work on
by management
multiple projects
People rewarded by
People rewarded by level,
Rewards: outcomes, reputation,
tenure, experience
sponsorship
Inclusion, Sustainability, Citizenship, Collective
Culture:
Diversity Thinking, Shared Values
Copyright © 2017 Deloitte Development LLC. All rights reserved.2
Culture, purpose, and inclusion
as business strategy
Copyright © 2017 Deloitte Development LLC. All rights reserved. 23Culture As Business Strategy
89% of companies, Companies with a strong mission
rate culture as an and purpose outperformed the
urgent issue S&P 500 by 8-fold over a 20 year
period.
yet only 14% really
know what “good These companies performed 4x
culture” looks like higher than “Good to Great”
companies.
Source: Firms of Endearment, by R. Sisodia, D. Wolf, and J. Sheth (2007)
Copyright © 2017 Deloitte Development LLC. All rights reserved. 24Culture, value, leadership, and career (The Big Four)
What matters to employees
Correlation of employment factors to Glassdoor recommendations as place to work
Culture and values 0.30
Senior leadership 0.28
Career opportunities 0.22
Work life balance 0.13
Compensation & benefits 0.12 Culture and leadership are 3X more important
than salary in your employment brand.
Year founded (age) 0.00
Career development and learning are almost
0.00 0.05 0.10 0.15 2X 0.20
more important
0.25 than comp, benefits, 0.35
0.30
and work environment.
Source?????????
Copyright © 2017 Deloitte Development LLC. All rights reserved.Factors that link culture and engagement Copyright © 2017 Deloitte Development LLC. All rights reserved.
Bersin by Deloitte Engagement Model
The Simply Irresistible Organization®
Meaningful Hands-On Positive Work Growth Trust in
Work Management Environment Opportunity Leadership
Autonomy Clear transparent goals Flexible, humane work Facilitated talent mobility Mission and purpose
environment
Selection to Fit Coaching & feedback Recognition rich culture Career growth in many Investment in people, trust
paths
Small Teams Leadership Development Open flexible workspace Self and formal Transparency and
development communication
Time for Slack Modern Performance Inclusive, diverse culture High impact learning Inspiration
Management culture
Collaboration and Connection
Copyright © 2017 Deloitte Development LLC. All rights reserved.Flexible, Open, Modern Work Environments Copyright © 2017 Deloitte Development LLC. All rights reserved.
Employee Experience: Beyond Engagement Surveys
14% 79%
Very important or
important
believe their internal
processes for
22% collaboration and
decision making are
are excellent at building working well
a differentiated employee
experience
23% 10%
believe their employees are using design
are fully aligned with the thinking as part of
corporate purpose crafting the employee
experience
Copyright © 2017 Deloitte Development LLC. All rights reserved. Deloitte Human Capital Trends 2017Why Feedback is Critical Copyright © 2017 Deloitte Development LLC. All rights reserved.
The Listening Organization
Enterprise Feedback Architecture
Pulse Surveys
Annual Anonymous
Survey Feedback Tools
Social Media
Customer Integrated Monitoring
Satisfaction Reporting & Analytics
Sentiment Analysis
Network Analysis
Exit Performance
Interviews Check-ins Job Boards
Employment Performance
& Ads
Brand Appraisals
Copyright © 2017 Deloitte Development LLC. All rights reserved.Feedback = Performance at Deloitte
Questions that Predict High Performance at Deloitte
1
4.4
Pulse Survey items 4.2
8 2
1. I am really enthusiastic about the mission of the firm
4.0
2. At work, I clearly know what is expected of me 3.8
3.6
3. In my team, I am surrounded by people who share my values
3.4
4. At work, I have the chance to use my strengths every day 7 3.2 3
5. My teammates have my back
6. I know I will be recognized for excellent work
7. I have great confidence in the firm’s future
6 4
8. In my work, I am always challenged to grow
Bottom Quartile 5
Source: Deloitte pilots FYs14-15 Middle Quartile
Top Quartile
Questions © Marcus Buckingham Company.
Copyright © 2017 Deloitte Development LLC. All rights reserved.Workplace Culture Trends: Diversity
Google Trends Search for Diversity & Inclusion since 2004
Copyright © 2017 Deloitte Development LLC. All rights reserved.Inclusive Talent Practices Drive Financial Results
The New Bersin by Deloitte Talent Management Maturity Model
Level 4
Inclusive Talent System 10%
Talent strategies integrated with inclusion, diversity, and culture
Level 3
Managed Talent Relationships
19%
Workforce planning, development planning, leadership development integrated
into talent strategy
Level 2
Critical Talent Growth 59%
Critical talent segments, focus on hiring, training, performance
Bersin by Deloitte
Level 1
Essential Talent Activities 12%
Standalone disconnected staffing, training, and performance practices
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
Copyright © 2017 Deloitte Development LLC. All rights reserved.3
Embrace and invest in learning
and personal reinvention
Copyright © 2017 Deloitte Development LLC. All rights reserved. 3510. L&D will struggle to reinvent itself
The learning curve is the earning curve
“Over 300 years of economic history,
the principal and most enduring
mechanism for distribution of wealth
and reduction in inequality is the
diffusion of skills and knowledge.”
Copyright © 2017 Deloitte Development LLC. All rights reserved.So the Reality of Learning Today:
24 Minutes A Week
24 minutes a
week
Source: Meet the Modern Learner: Engaging the Overwhelmed, Distracted, and Impatient Employee, Bersin by Deloitte, Deloitte Consulting LLPL&D Is Demand Increasing
of the workforce will be made up of
Millennials by 2025, and 45% tell us
75% they get no leadership development The Net-Promoter
at all.
Score of L&D
rated by non HR
of North American survey professionals is
45% respondents think their current skills
will be inadequate in three years -8!
- Bersin HILO 2017
of global survey respondents think
59% their companies are not giving them
opportunities to develop
Copyright © 2017 Deloitte Development LLC. All rights reserved.
SOURCE: A New Model for Corporate Learning, by Karie Willyerd, Alwin Grünwald, Kerry Brown, Bernd Welz, and Polly TraylorEvolution of L&D Has Been Blindingly Fast
From E-Learning to Digital Learning In One Generation
We are here
E-Learning Talent Continuous Digital Intelligent
& Blended Management Learning Learning Learning
Micro-Learning
Course Catalog Learning Path Video, Self-Authored
Intelligent, Personalized,
Formats Online University Career Track Mobile, YouTube
Real-time Video
Courses Everywhere
Machine Driven
Instructional Design Blended Learning 70-20-10 Design Thinking
Philosophy Kirkpatrick Social Learning Taxonomies Learning Experience
Self-Study Career Focused Learning On Demand Everyone, All the Time,
Users Online Learning Lots of Topics Embedded Learning Everywhere
LMS as LMS as Talent LMS as Experience LMS invisible
Systems E-Learning Platform Platform Platform Data Driven, Mobile
1998-2002 2005 2010 2017 2020
Copyright © 2017 Deloitte Development LLC. All rights reserved.Training is key to Millennial engagement
Millennials rate development the #1 job benefit
Millennials in the workforce
For Millennials, “Training and development” is the most coveted job benefit
Training and development 22%
Flexible working hours 19%
Cash bonuses 14%
Free private healthcare 8%
Retirement funding 6%
Greater vacation allowance 6%
0% 5% 10% 15% 20% 25%
Percent indicating job benefit in first place
Source: KPCB
Copyright © 2017 Deloitte Development LLC. All rights reserved.A Simple Model To Consider
Micro-Learning Macro-Learning
I need help now. I want to learn something new.
• 2 minutes or less
• Several hours or days
• Topic or problem based
• Definitions, concepts, principles, and practice
• Search by asking a question
• Exercises graded by others
• Video or text
• People to talk with, learn from
• Indexed and searchable
• Coaching and support needed
• Content rated for quality and utility
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programs
Copyright © 2017 Deloitte Development LLC. All rights reserved.How Do We Redesign Learning For Work?
Coach
Credential Great
Pace of Learning
Micro
Micro
Normal
Micro Micro
Micro Macro
Macro
Bad
New on the Job Seasoned Expert
Copyright © 2017 Deloitte Development LLC. All rights reserved.Proof: Bersin High-Impact Learning Organization Research
How doInyou thinkand
our 2008 your leadership
2011 High-Impact Learning Organization Research
“HILOs”
perceives profits grew
your learning 3X faster than the rest of the orgs studied.
organization?
How Well is L&D Aligned With Business?
Overall % HILO %
56%
39%
33% 34%
17%
14%
2% 2% 3%
0%
We are reactive / 2 3 4 We are proactive /
tactical / Our purpose strategic / Our
is purpose
to simply fulfill. is to act as business
partner.
Bersin by Deloitte High-Impact Learning Organization Study, 2014
Copyright © 2017 Deloitte Development LLC. All rights reserved.4
Get Ready to Hack the Career
Copyright © 2017 Deloitte Development LLC. All rights reserved.The 100 Year Life (And 70 Year Career)
“Since 1840 there has Today’s
been an increase in life Millennials have a
expectancy of three
50% chance of
months for every year.”
living to 100+
Gratton, Lynda; Scott, Andrew.
The 100-Year Life
Increase in Life Expectancy Over Time
Copyright © 2017 Deloitte Development LLC. All rights reserved.
http://www.mortality.org/How Life Has Changed
The Three Boxes of Life,” By Dick Bowles
From To
Education
Retirement
Education
Work
Work
Leisure
Copyright © 2017 Deloitte Development LLC. All rights reserved.Are We Ready For The “Open Career?” It’s here.
43% of companies tell us that 69% of companies are actively
careers in their companies are restructuring or recently
now 5 years or less changed their career models
Copyright © 2017 Deloitte Development LLC. All rights reserved.Open Career Management Demands An Enterprise Wide Focus
Six Keys to Open Career Success Today
Enable Job Seeking Provide Career Advice Change Management Culture
Job assessments online All jobs defined “Career Advisor” or Managers rewarded for Managers measured by
All external positions Professional career
for self-assessment and around similar “sponsor” separate coaching and engagement and
are posted internally counselors in HR
development competency model from manager development progression of team
Career explorer tools Internal candidates Active mentoring Managers rewarded for
Open job descriptions, Career Resource Clear and agile goal
available for all given fair or preference program with internal “talent production” not only
levels, and job demands Center available setting
employees to external and external mentors “talent consumption”
Deliver L&D Support Support Job Transition Re-engineer Culture and Rewards
Wide variety of online Multi-year management or Network building
“HIPO” programs are Cross functional Making mistakes is Inclusive culture
learning for technical, career development rewarded for
not sacrosanct as the projects are valued as valued as learning and enables anyone to take
professional, and programs exist and are progression and
only way to get ahead development discussed openly any job
managerial growth honored leadership
Onboarding and
Social and video Tolerance of staff who Tolerance of failure
Apprenticeship model performance support Meritocracy as culture
sharing tools are used are “incompetent” and without blaming the
adopted internally valued part of manager and of reward and growth
for learning new at job people
L&D role
Mentoring is valued,
Learning funded and Design thinking about Promotions and Salary Rewards for New Return guaranteed Storytelling celebrating
institutionalized, rewarded,
valued by top lifecycle of employee in a Increases for Non- Assignments and for risky career paths of varied
and mentor development
management role for first 2 years Management Jobs stretch assignments assignments types
programs exist
Professional Ladder Development includes “Job rotation” Specialist roles are Line / Staff / Line / Staff
PM process focuses on
separate from industry, company, and programs into and out valued, rewarded, transitions are valued
development and coaching
Management Ladder functional training of functions are valued celebrated and managed carefully
Copyright © 2017 Deloitte Development LLC. All rights reserved.21st Century Careers: Surfing the Wave
“You can’t stop the
waves, but you can
learn to surf.”
Pick a great beach Paddle out Enjoy the ride and Ride the wave until
Peak the wave
which is safe and patiently and find a accelerate at the it slows and comes
when its at its crest
pleasant good spot top to shore
49
Copyright © 2017 Deloitte Development LLC. All rights reserved.5
Apply Design Thinking
to redesign jobs, work, and leadership
Copyright © 2017 Deloitte Development LLC. All rights reserved. 50The employee experience
Is the customer experience
51Many Skills are Essentially Human
There will be more jobs at the “Human Like” end of
the spectrum.
Skills and abilities like listening, oral expression,
interpreting feelings, coordination, managing time,
and social perceptiveness are essentially human.
“We should embrace robots, not fear them.”
- Andrew McAfee, MIT
“Technology is the great job-creating machine.” –
David Autor, MIT
Copyright © 2017 Deloitte Development LLC. All rights reserved.How We Used To Create Jobs
Testing
Job Requisition
Education,
Credentials,
Experience,Skills
People Job
Description
Work
Job Organization
Design Design
Copyright © 2017 Deloitte Development LLC. All rights reserved.How We Will Create Jobs: New Job Architecture
Job Requisition Self, Video,
Human, Machine
Experiences,
Assessment
Knowledge, Culture,
Connections
Capability
Capability
Teams Capability Teams
People Teams Work
Teams, Tasks,
Squads, Projects,
Tribes Activities
Machines & Tools
Copyright © 2017 Deloitte Development LLC. All rights reserved.New Breed of Leaders Continuously Innovating
Real Time & On-Demand
Ongoing Shifts in Decision Rights and Power
Digital DNA Modulating Risk & Security Boundaries
Fluidity
Like human DNA, Digital DNA carries the 23 Geography Agnostic
underlying instructions, development,
Morphing Team Structures
functioning, and replication for being “digital’.
Intentionally Collaborative
These are expressed as digital traits and Dynamic Skill Requirements
characteristics. They are present in all areas Changing Nature and Typology of Work
of the organization: business models,
operating models, customer interaction, Constant Disruption
organization structure, talent, technology, Increased Customer Involvement
cyber-security, culture, etc.
Democratizing Information
There are four levels of Digital Maturity: Multi-Modal Operations
Exploring, Doing, Becoming, and Being. Uneven Velocity between Digital & Legacy
Productive Mobility (non-traditional workspace options)
© Deloitte Consulting LLP
Changing Mix of Traditional & Non-traditional Stakeholders
Flattening and Changing Hierarchy
Agility
Continuous Ecosystem Disruption
Constantly Changing Decision Criteria
Fail Early, Fail Fast, Learn Faster
Iterative
Copyright © 2017 Deloitte Development LLC. All rights reserved.CEO’s May Not Understand This Issue
67% of CEOs responding to a recent Korn Ferry
study believe that technology will create more
value than human capital.
44% of leaders in large global businesses believe
that the prevalence of robotics, automation, and
ATI will make people “largely irrelevant” in the
future of work.
And, to make it worse, “46% say they do not
know how to measure workforce performance.”
Copyright © 2017 Deloitte Development LLC. All rights reserved.The Future of Work is Here, And Its All About People Teams, Skills, Culture, Leadership, and Design Empathy, creativity, and human skills are more important than ever… Our job is to design our organizations and jobs to empower people and the customer experience. Source: http://www.forbes.com/sites/joshbersin/2016/09/21/the-future-of- work-its-already-here-and-not-as-scary-as-you-think/#7b44ff1c5506 Copyright © 2017 Deloitte Development LLC. All rights reserved. 57
You can also read
