Post on 02-Aug-2018
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Future of Work 4
Future of Work is getting bigger in the rearview mirror
The Open Talent Economy
Deloitte Review 2013
The Future of Work: The Augmented
Workforce Global Human Capital
Trends 2017
Machines As Talent Global Human Capital
Trends 2015
The Gig Economy: Disruption or Distraction? Global Human Capital Trends
2016
Navigating the Future of Work
Deloitte Review July 2017
Navigating the Future of Work
COMING UP NEXT
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We live in times of unprecedented change and opportunity.
7 Disruptors
Technology is everywhere
2.6 billion+ smartphones in the world
AI, Cognitive Computing, Robotics
$500,000 in 2008 $22,000 today
Tsunami of data
9x more in last 2 years
Jobs vulnerable to automation
35% UK 47% US
77% China
Diversity and generational change
Millennials 50% 25% global pop in Africa by 2050
Longevity Dividend– 50 year careers
Explosion in contingent work
US Contingent workers 40% by 2020
Change in nature of a career
2.5 – 5 years: Half-life of skills 4.5 years: Average tenure in a job
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The new workforce is highly diverse
Public policy needs to catch up
Work to learn, not learn to work
Everything is on the table
Technology learns faster than we can
The world right now – five new realities
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In the new era, there are new rules to live by
People as workers People & intelligent machines co-working
Homogenous workforce Diverse workforce
Significant permanent workforce Significant contingent workforce
Hierarchical, siloed Networks of collaborative teams
Traditional office Frictionless, smart workspaces
Slow to adapt Nimble
Innovation department Innovation by everyone
Command and control leadership Inclusive leadership
Knowledge Emotional, creative and digital intelligence
Profit driven Purpose driven
Technology owns people Technology works for people
OLD RULES NEW RULES THE CHANGING WORLD OF WORK
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Source: Deloitte, 2017
The augmented workforce of tomorrow will be very different from today’s
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Rethinking combinations of talent, technology and workplace
Current work options
Future work options
Physical proximity
Talent category Automation level
3
1 2
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Reimagine all dimensions of the Future of Work
Work The type of work people
will do in the Future.
Workplace The structure and practices to enable people to create
value in the Future.
Workforce The portfolio of workforces, people and machines, on
balance sheet and contingent workers and crowds
Source: Deloitte, 2017
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Now we have some questions for you …
To participate: www.mentimeter.com
Code: 77 58 98
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How well prepared are you for the future of work?
1
Disruption lies ahead. Here are some questions to consider.
1: What is the Future of Work?
2: Unprepared
3: Prepared
4: Well prepared
5: Very well prepared
To participate:
www.mentimeter.com
Code: 77 58 98
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What are the top challenges your organization will encounter along this journey?
2
Leadership
preparedness?
Timing?
Talent
unprepared?
Willingness to
change?
Disruption lies ahead. Here are some questions to consider.
Employee skills?
Job
displacement?
To participate:
www.mentimeter.com
Code: 77 58 98
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What part of your organization will feel the most impact from the upcoming changes?
3
Disruption lies ahead. Here are some questions to consider.
Choose Two:
• Leadership
• Managers
• Employees
• Customers
• Suppliers
To participate:
www.mentimeter.com
Code:77 58 98
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When do you think your organization will start to feel the impact of the future of work?
4
Disruption lies ahead. Here are some questions to consider.
Choose One:
• Now
• Next 6 months
• Next year
• Next 3 years
• Next 5 years
To participate:
www.mentimeter.com
Code:77 58 98
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What skills are most needed for the workforce of tomorrow?
5
Disruption lies ahead. Here are some questions to consider.
Choose Two:
• Creativity
• Problem Solving
• Entrepreneurship
• Empathy
• Communication Skills
• Analysis
To participate:
www.mentimeter.com
Code: 77 58 98
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How well suited are your current career and learning programs for the future or work?
6
Disruption lies ahead. Here are some questions to consider.
1: Haven’t started
2: Unprepared
3: Prepared
4: Well prepared
5: Very well prepared To participate:
www.mentimeter.com
Code: 77 58 98
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Let’s Meet the Modern Learner The World has Changed
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Learning is an environment and an experience
External learning is available from any digital content source
Learning organizations focus more on frameworks and less on competency models
Employees “pull” learning
Learning organization plays a supporting role
LEARNING ORGANIZATION-LED LEARNER-LED
The modern learner brings both new and higher expectations to business learning, presenting new challenges and opportunities
The optimal Learner Experience
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There is an emerging “new normal” for Learning
Traditional Training
The “status quo”
Static Catalogs
Textbook trainings
2-3 day trainings
Generic curriculum
Fixed location
Enabled by Learning Management Systems
1:1 trainings
The New Learning Model Building Blocks
Technology
Design Thinking
Organization
Social Mobile Analytics Cloud VR
FROM… …TO
Personal Learning The Innovative Model
Smart technologies that
proactively suggest just in time learning
Immersive experiences supported by AR/VR
Pulling content through online engagement
Personal contextualized experiences that know learner and their needs
Engaging videos, 2-3 minute quick lessons, social, mobile & on-demand
Built on learning experience platforms supported by other learning technologies
Many:Many learning
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Investment in Learning Technologies must be thoughtful and executed in phases including prioritization, scoping & sizing and plotting of initiatives over time. Investing rapidly in many technologies at the same time will be detrimental to adoption and ineffective.
Learning Technology Landscape
Learning Record Store
LMS
Web based
Mobile
Instructor Led
Virtual Classroom
On the Job
Virtual Reality
Social Learning
Social Networking
(Forums/Wikis/Blogs)
Augmented Content
(Gamification/Virtual Reality)
Collaborative Tools
(Skype/Adobe Connect/SharePoint)
Content Server
Learning Data Store
Third Party Content
(MOOC, vendor catalogs)
• Organizational capability to support technologies
• Content and interactions that maximize the utilization of technology components
• Effective learning programs that leverage relevant technologies
• Support from Business stakeholders to leverage relevant technologies for programs
Key Success Factors
• Based on employee experience & enabling technology vision, identify the technology components that are relevant to your employee
• Prioritize the learning technology initiatives with an understanding of scope & size
• Prepare a roadmap that identifies the integration between these components and lists the journey with timeline.
Informal Learning
Coaching/Mentoring
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Shifting the delivery of learning from curriculums and courses to the design of experiences that delight and engage employees
Crafting the Learning Technology Strategy & Roadmap
Traditional “Course” Approach
focusing on delivering content
Evolving from …
Customer-Centric “Personalized”
Approach
based on needs of learning customers
Moving towards…
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2
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Assess current state of Learning Technology 1. Understand the vision for L&D 2. Review current employee interactions & challenges 3. Identify current technologies used to support learning 4. Evaluate learning technology landscape
5. Decide where to focus
Identify Moments that Matter to your employees
1. Select Employee Personas (i.e. Per-Hire, New Manager, Experienced
Hire – Sales, Customer Service)
2. Identify Key Learning Moments that matter for the employee (Starting my 1st week, Applying for a Job, Making a sales call,
3. Craft learning experiences (mobile app; game based simulations, community learning portals)
Define Learning Technology Roadmap
1. Identify technologies to support new employee experiences
2. Identify & recommend appropriate vendors
3. Craft technology strategy, architecture and roadmap
4. Create implementation plan with timelines
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Can we harness the tsunami to solve Talent challenges? Leveraging people analytics to solve business problems involves identifying the business issue followed by understanding and using data to uncover insights and create action plans
Business
Results
Facts
What workforce data is required and can be leveraged to understand the HR functions?
Understanding
What is currently happening related to our workforce and why?
Actions
What should we do based on the insights available?
Workforce Issues
What are the workforce challenges at hand?
CRITICAL QUESTIONS
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78% HR leaders see analytics as an
essential technology to support their ability to deliver strategic value
48% see predictive analytics would
deliver ROI through anticipating trends such as employee retention
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Descriptive Integrated Predictive Prescriptive Cognitive
What happened? How do we
compare? What is likely to
happen? What should
we do?
What should
we do next?
86% of HR functions are
stuck here* 14% of HR functions
have progressed to here*
Provides Information
Focus is on the Past
High Degree of Standardization
Broad Audience
Is mostly Inflexible
Provides what is Asked For
Provides Insights & Answers
Focus is on the Future
High Degree of Customization
Targeted Audience
Is extremely Flexible
Provides what is Needed
*Source – Bersin by Deloitte
REPORTING ANALYTICS
Reporting is NOT Analytics
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Predictive
Descriptive
Prescriptive
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Not all issues require advanced analytics. We recommend that our clients use the least sophisticated approach to achieve their objectives
Advanced Reporting: Measurement for benchmarking and decision
making
Operational Reporting: Measurement for efficiency and compliance
Advanced Analytics: Segmentation, statistical analysis, and development of people models
Predictive Analytics:
Scenario planning and risk mitigation
• Measures that help “transform the business” and “define the future” • Using models to identify potential future risks (e.g., shortages, skills gaps,
performance gaps), creating workforce planning scenarios based on business and economic conditions, identifying current and future talent risks in detail
• Measures and tools that help “dramatically improve the business” • Segmentation of the workforce into various performance and risk pools;
understanding drivers of business performance and talent readiness with statistical rigor; and, building trusted “people models” that define the variables which drive outcomes, creating actionable dashboards and tools based on these models
• HR measures that tell “how we compare and can improve” HR, L&D and business operations
• Data that displays trends and can be used for analysis • Business and derived HR measures, including revenue per
employee, engagement, risk of loss, actual skills, mobility, HR spending per employee, L&D efficiency and trend data over time
• HR measures that explain “how we are allocating resources,” and “the state of our workforce and HR programs”
• Training hours, time to hire, cost to hire, depth of leadership pipeline, grievances, safety records, demographics, tenure, certification levels, Compa ratios, turnover, performance distribution, etc.
Source: Bersin by Deloitte
Level Setting – What do we mean by analytics?
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The typical process for People Analytics
Leveraging people analytics to solve business problems involves identifying the business issue followed by understanding and using data to uncover insights and create action plans
Business
Results
Facts
What workforce data is required and can be leveraged to understand the HR functions?
Understanding
What is currently happening related to our workforce and why?
Actions
What should we do based on the insights available?
Workforce Issues
What are the workforce challenges at hand?
Enabled by Technology
Business Strategy
CRITICAL QUESTIONS
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3 Drivers of Sales Performance / Customer Satisfaction
Ageing workforce
6 Accident Risk
9 Effective learning
4 Impact of engagement on business performance
7 Absenteeism
5 Optimal pay & reward strategies
1 Quality of Hire
2 Attrition in key job families
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Business challenges that People Analytics can help solve
Productivity 10
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If you’re an employee:
A continuum of talent Multiple careers, life long learning, working with smart machines
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If you’re a hr leader:
Time for action and experimentation
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For more information please contact Deloitte Human Capital
Adrian Ole
Director Deloitte Human Capital Deloitte Consulting Southeast Asia aole@deloitte.com
For more information
www2.deloitte.com/global/en/pages/human-capital/topics/future-of-work
Cheryl Chow
Director Deloitte Human Capital Deloitte Consulting Southeast Asia chchow@deloitte.com