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AoB business trends 2017final

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Above or Beyond (formerly The JobBank) A Division of Leahcim T. Semaj and Company Limited “We offer just two options for transformation to individuals, institutions and governments; (1) Above where you are presently or (2) Beyond your wildest imagination!” The Towers, 25 Dominica Drive, Kingston 5, Jamaica www.ABOVEorBEYONDJM.COM Office: (876) 948-5627 06/21/2022 www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 1
Transcript
Page 1: AoB business trends 2017final

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1) Above

where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

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wwwLTSemajcom wwwABOVEorBEYONDJMcom 2

>

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wwwLTSemajcom wwwABOVEorBEYONDJMcom 3

BUSINESS TRENDS

ABOVE or BEYOND

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Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

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Employee Experience

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Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

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What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

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Big DataBusiness Analytics

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HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

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Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

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New Trends in Office Set-up

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Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

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Destroying Silos

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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

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New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

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The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

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Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

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Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

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The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

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Mobile Apps

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From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

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Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

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M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

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1 Spot Media

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Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

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Culture and Strategy

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Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

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What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

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What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

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The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

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Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

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The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

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Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

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Leadership

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Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

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2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

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3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 2: AoB business trends 2017final

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>

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 3

BUSINESS TRENDS

ABOVE or BEYOND

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5

Employee Experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7

Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8

What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

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What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

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New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

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The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

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Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 3: AoB business trends 2017final

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 3

BUSINESS TRENDS

ABOVE or BEYOND

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5

Employee Experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7

Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

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What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 4: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 4

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5

Employee Experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7

Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8

What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

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What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

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Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 5: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 5

Employee Experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7

Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8

What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 6: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 6

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 7

Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8

What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 7: AoB business trends 2017final

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Employer Branding bull One of the most important trends it is one of the last places where

teams investbull 53 of leaders say that they would prioritize investing in long-term

strategic plays like employer branding

bull 39 in tools bull 38 in candidate experience and bull 29 in upskilling their teams

bull If you are looking for ldquoventure betsrdquo for 2017 exploring some of these areas may be a great idea

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What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

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What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

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Big DataBusiness Analytics

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HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

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Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

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New Trends in Office Set-up

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

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Destroying Silos

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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

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New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

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The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

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Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

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Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

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The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

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Mobile Apps

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From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

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Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

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What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

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The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

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The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

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Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

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Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

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2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

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3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

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6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 8: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 8

What is an Employer Brandbull If employer branding is the process the employer brand is the identity of a company as an employer of choice bull For effective employer brand promotion the company can

only attract current and future employees if it has an identity that is true credible relevant distinctive and aspirational

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

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1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

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2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

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3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

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4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

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5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

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6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

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7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

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Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 9: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 9

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

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Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

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Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

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Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

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New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

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New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

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Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 10: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 10

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

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The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 11: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 11

What Is The Prerequisite To Establishing An Employer

Brandbull Establishing an appealing internal and external employer image therefore necessitates the understanding of both talentrsquos and the companyrsquos needs and wants bullWhat are Top Talentrsquos career

expectations bullWhat are the companyrsquos strategic

objectives

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

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2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 12: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 12

Establishing an Employer Brand

bull After gathering this information the company can then begin to define its unique identity bull What makes it an exceptional employer

bull This is known as the companyrsquos Employer Value Proposition (EVP) bull In essence the EVP is the set of unique employer

offerings which are considered valuable to Top Talent

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

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Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

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Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 13: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 13

Big DataBusiness Analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 14: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 14

HR Transforms Itself

bull 2017 is going to be the year human resources transforms itself into people science

bull the rise of big data has infiltrated and transformed everything from product design to finance

bull As businesses generate more data from their employees and customers good analysis of that data can lead to smarter decisions shorter project time lines and happier consumers

bull Unfortunately HR and recruiting have been largely absent from this evolution

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 15: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 15

Data Scientists bull one of the most in-demand positions for the past two

years havenrsquot been much of a presence in HR-related tasks

bull Using data science in HR to make even small improvements in recruiting hiring and engagement has the potential for huge benefits to organizations

bull A good place for HR to start is by tapping into workforce analytics that can track every stage of an employeersquos progression through a company from on-boarding through training and promotions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 16

Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 17

New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 16: AoB business trends 2017final

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Big Data And Analytics bull The importance of big data in the business world canrsquot be overstated bull We know that therersquos a dizzying amount of valuable data in the world

but few companies are using it to maximum effect bull Analytics drive business by showing how your customers think what they

want and how the market views your brand bull In the age of Digital Transformation almost everything can be measured bull In the coming year this will be a cornerstone of how businesses operate bull Every important decision can and should be supported by the application

of data and analytics

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New Trends in Office Set-up

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Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

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Destroying Silos

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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

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New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

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The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

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Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

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The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

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Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

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What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

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Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 17: AoB business trends 2017final

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New Trends in Office Set-up

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

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Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

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New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

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New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

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Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

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Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

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The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

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Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

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The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

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Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

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Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

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Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

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Culture and Strategy

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Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

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Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

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Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

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What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

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The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

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What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

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What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

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Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

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Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

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Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

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The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

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Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 18: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 18

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

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The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

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Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

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Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 19: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 19

Rearrangement of The Office Set-up to Attract Top Talent

bull The office space continues to shrink as workers strive to strike perfect work-life equilibrium and as generational preferences and globalization take center stage

bull Believable forecasts predict that the average office space for every employee bull will drop to 150 square feet in less than five yearsbull a sharp decline from 400 in the early 1980s

bull With many workers operating remotely employers will take advantage of technology and reduce office space to minimize logistical costs

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 20: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 20

Destroying Silos

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

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Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 21: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 21

Destroying Silos bull The role of the CIO has changed dramatically over the past decade bull With rise to new roles like the Chief Digital Officer and the Chief

Customer Officer we are seeing a rise in the important of digital transformation happening NOW and the importance of it happening not just in the technology of a company but across the entire organization

bull Tradition solutions are more multidimensional and technology CANNOT be used as a crutch

bull A focus on breaking down silos will give innovation more room to flourish and collaboration becomes easier

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These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

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New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

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The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 22: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 22

These new trends and technologies

bull will be at the core of digital transformation efforts in 2017 and many will continue far beyond the next year

bull There is no question that digital transformation is no longer an option as the need to build an organization that can change both its technology and its culture rapidly will be core to not only surviving in the time of business disruption bull but building a business model that is agile adaptable and designed to thrive long

into the future where change is the only constant

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 23: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 23

New Senior Level Positions

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 24: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 24

New Corporate or Business Titles bull Chief analytics officer a job title for the senior manager responsible for

the analysis of data within an organizationbull Chief brand officer a position at a corporation company organization

or agency which typically reports to the CEO or board of directors and is responsible for a brands image experience and promise

bull Chief communications officer head of communications public relations andor public affairs in an organization

bull Chief compliance officer Chief creative officer Chief customer officer

bull Chief data officer Chief design officer Chief Employee Experience Officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

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Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

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Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 25: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 25

New Corporate or Business Titles

bull Chief digital officer an individual who helps a company a government organization or a city drive growth by converting traditional analog businesses to digital onesbull Chief diversity officer Chief content officerbull Chief experience officerbull Chief information officerbull Chief information security officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

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Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

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Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 26: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 26

New Corporate or Business Titles

bull Chief innovation officerbull Chief investment officerbull Chief knowledge officerbull Chief learning officerbull Chief process officerbull Chief product officerbull Chief reputation officerbull Chief research officerbull Chief restructuring officer

bull Chief risk officer Chief science officerbull Chief Scientific Officer Chief security

officerbull Chief services officer Chief strategy

officerbull Chief sustainability officerbull Chief technology officerbull Chief visibility officer Chief

visionary officerbull Chief web officer

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

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Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

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Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

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05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 27: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 27

Emotional Intelligence

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 28: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 28

Emotional Intelligence The Game Changer

bull More frequently companies are leaning toward open and transparent policies bull Itrsquos not only the best way to maintain their existing employee base but to

captivate the most desirable candidates as well bull For companies looking to expand or simply supplement their existing workforce

recruiters will pay significant attention to how well these candidates could fit in bull People with more highly developed emotional intelligence have greater flexibility

and employers will be drawn to job-seekers who are able to demonstrate this skill bull Theyrsquoll be more inclined to hire a likeable trustworthy applicant over one who can

simply perform their duties but would not necessarily mesh with the company culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 29: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 29

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 30: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 30

Blended Workforce

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 31: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 31

Blended Workforce Rising bull In the past five years the gig economy has become a major trend impacting the global workforce and has created a

new kind of diversity with full-time permanent employees working side-by-side with freelancers bull A study exploring the gig economy found that 93 of companies already identify the blended workforce as theyrsquore

seeing freelance workers teaming up with employees to work on projects together bull In addition the top reason why outperforming employers are benefiting from the blended workforce is ldquomore flexible

teamingrdquo bull At the SHRM 2016 Annual Conference in Washington DC Henry Jackson the President of SHRM noted that the

ldquorise of freelance workersrdquo was one of the top five biggest employment trends bull Multiple studies from Intuit to The Freelancerrsquos Union predict that at least 40 of the workforce will be freelancers

in the next few years bull As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage and other

employee benefits more freelancers and full-time workers will need to work together bull With many freelancers working at remote offices the ability to manage without borders is going to become a critical

skills globally

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 32: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 32

Embrace the remote workforce bull Young professionals prefer flexibility to compensation bull Mobile technology and bandwidth proliferation allow businesses to

connect with (and retain) top talent anywhere in the world bull Contract and freelance employees appreciate the ability to work from

home or while sitting on the beach bull Companies benefit from having the ability to hire the most talented

employees available in any time zone bull As businessesrsquo digital transformations continue to support telecommute

capabilities I expect that wersquoll see exciting new developments and opportunities for remote operations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 33: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 33

Increased Popularity of Part-time Jobs and an Expanded

Freelance Marketbull While literacy levels are at their unprecedented highs globally and colleges and universities

continue to churn out more and better trained professionals every year Millennials have been steadily trying to gain more control over their lives over the last two decades

bull Employees therefore need more flexibility and the use of technology in executing their professional responsibilities

bull As such 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead opt to work part-time or go self-employed altogether

bull The 21st century fresh graduate will more than ever endeavor to be their own boss ndash and 2017 more than any other time before is set to witness this widespread shift and its impact on many companies out there

bull To counter this worrying trend companies will have to tailor their employment terms to accommodate the unique needs of the current generation of professionals

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 34: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 34

The Emergence of Boomerang Workers and New Challenge for the

Existing Employeesbull A boomerang employee is one that leaves a company but then returns later bull Such a decision is usually based on opportunity family matters or some form of

compensation Studies found that the rate of re-hiring boomerang employees stood at 48 but the figure skyrocketed to 76 around late last year

bull

One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of switching jobs within a very short time

bull An advantage of hiring boomerang workers is that they are already familiar with the companyrsquos culture and do not require a comprehensive orientation

bull As such former employees present a proverbial nail in the coffin for existing employees who risk possible displacement in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 35: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 35

Automation amp Cost Reductionbull Automation is set to be a major force this year bull Due to the rising cost of healthcare desire to increase business value

with fewer expenses bull increased use of robotics and the need for a more modernized office

employers will have no choice but to enforce computerization to the detriment of their workers

bull It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years

bull From telemarketers to workers in the banking industry automation is set to spread like a raging bushfire as the year grows

bull Every sector is currently under both internal and external pressure to adopt automation in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 36: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 36

Automation amp Productivitybull Even though a more efficient office will provide workers with a

safer and more convenient working environment most of them will feel the heat of being pushed to deliver more or be replaced

bull Despite the fact that automation was still being experimented with around late last year 2016 was the year of unprecedented adoption of automation in various companies

bull For instance McDonaldrsquos Europe adopted 7000 hi-tech touch-screen computers that take your order and immediately dispense foodstuff

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 37: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 37

The New Manager ndash Gen-X

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 38: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 38

The Next Generation of Management

bull This year 36 million company bosses are set to retire in the US and the younger generation of managers will get their opportunities to run companies bull Millennial managers will have a willingness to try

different approaches bull Their open mindedness along with their tech savviness

will likely bring drastic change to HR in 2017 and beyond

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 39: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 39

Gen-X Will Take over Managerial Positions

as Boomer Leaders Retirebull Companies are busy planning this transition in order to cope with the

massive loss of boomers bull A credible global study on company staffing trends and culture found

that there is a need to undertake more regular performance reviews as opposed to traditional annual reports

bull The same findings showed that unlike the autocratic crop of boomers the millennial generation of leaders is more open-minded and keener to put into practice brave ground-shifting transformations that are more in tune with the current technological trends

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 40: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 40

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 41: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 41

The Challenge of Gen-Xbull Much smaller cohort that Boomersbull Companies will have to compete for the bestbull Many are stressed and stretchedbull Children in college and supporting aging parentsbull INCENTIVEbull Offer 3-5 mortgage college funding amp parents of

health plan

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 42: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 42

Disappearance of Performance Review

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 43: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 43

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 44: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 44

Annual Performance Reviews Disappearing

bull The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving feedback more frequently

bull Global supervisors and managers are providing observations and counseling daily (19) weekly (24) or regularly (23)

bull JAMAICA IS WAY BEHIND IN EVERY STUDY IrsquoVE DONEbull Two of the largest companies in the world GE and Adobe have already eliminated their annual review

process and put into effect a program of regular feedback bull Adobe created a ldquoCheck-Inldquo system where goals and expectations are set annually but feedback is given

regularly resulting in a 2 decrease in voluntary attrition bull GE followed suit by created ldquo Touchpointsrdquo where there is a daily development focusing on results and

changing business demands which has resulting in a five times increase in productivity in the past yearbull Focus on 360 Evaluations

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 45: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 45

Change How Workplace Performance Is Reviewed

bull One topic that is constantly being discussed in HR departments around the world is how an employeersquos performance is reviewed

bull Previously a performance review was generally graded like it was a test bull It was extremely impersonal and other didnrsquot take into account differences between employees

even if they were performing separate jobs bull Many businesses have already taken an important step and removed performance grading and

ratings from their reviews instead relying on comments and discussions when possible with employees

bull Other companies have eliminated performance based bonuses which can cause dissension in the workplace

bull Studies have also shown that these monetary rewards do little to improve performance or overall employee morale

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 46: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 46

Annual Performance Reviews Evolve Into More Continuous

Reviewsbull One of the biggest discussions in HR circles is performance reviews how to

transform them and implement something new that serves both managers and employees

bull Professionals today desire instant feedback a behavior theyrsquove adopted from the instant gratification they receive on social networks like Twitter and Facebook

bull Younger generations are especially impatient and are unwilling to wait a whole year to learn about their strengths and areas of improvement

bull 25 of employees feel that annual performance reviews donrsquot help improve their performance

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 47: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 47

Team-Based Reviews amp Engagement

bull Employee-empowered learning is on the rise and top-down goals are on the decline

bull The annual review isnrsquot disappearing but it will be supplemented with regular rolling feedback

bull Paycorrsquos Reporting and Analytics solution lets you track information from labor costs to benefits packages to employee performance and more and create reports in

bull When itrsquos time to have those annual reviews rolling feedback mdash and the apps and systems that track them mdash will make those decisions clearer more efficient and based on real-time data

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 48: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 48

The More Humane Workplace

bull Employee satisfaction plays a huge part in retention and productivitymdashour research even found that organizations with engaged employees saw a 27 increase in profits

bull But before you can engage your employees you need to know what they value bull This report explores recognition from an employeersquos viewpoint listing the factors that employees consider

when bull Across these and the other emerging ldquoapps that make work life betterrdquo the notion of the workplace is

expanding to include more human elements and meeting employeersquos expectations for autonomy and control over those elements

bull These changes will result in a better employee experience and as research by Globoforcersquos WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown that will lead to better business results

bull How is your company preparing for these more human trends aheadbull Do you know the values of your employee bull How satisfied are they

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 49: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 49

Mobile Apps

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 50: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 50

From Mobile-Friendly to Mobile-Centric

bull With mobile users easily outnumbering desktop users you need to be more than just mobile-friendly bull You need your marketing strategy to be mobile-

centric for 2017bull First ndash Before you do anything else ensure that your

website is responsive meaning it will adjust to the size of the device itrsquos being viewed on bull If your site is not responsive youre losing customers ndash a

lot of them

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 51: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 51

Mobile Paymentsbull More and more consumers are feeling comfortable with and wanting to pay

for goods and services via their mobile device bull Accepting mobile payments eliminates a potential barrier for doing business

with these customersBuy Buttons

bull These buttons already exist on many social platforms including Facebook Pinterest Twitter and YouTube but theyrsquore rarely used bull This is primarily due to a lack of awareness among

consumersbull That may change in 2017bull As retailers and consumers increase their confidence in

the ldquobuyrdquo button 2017 could be the year this tool takes off

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 52: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 52

Mobile Appsbull Simply stated if you own a business and you

dont currently have a mobile app 2017 is the year to consider getting one bull A recent Gallup poll states that 75 of Americans

check their mobile devices at least once per hour bull and 90 of that time is spent using appsbull EXAMPLE OF M-TAILOR

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 53: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 53

M-Tailorbull Stop wearing another manrsquos clothing Get measured

by your devices camera for perfect fitting custom clothing Starting at $69REVOLUTIONARY MEASUREMENT TECH- Your phonersquos camera measures you 20 more accurately than a professional tailor- It takes less than 5 minutes- All you need is your device ndash no tape measure required

bull CUSTOMIZE YOUR SHIRT SUIT PANTS OR BLAZER- Pick out all the details you want with just a few taps

bull LASTING QUALITY- All of our clothing is built with premium fabrics and constructed from scratch to your precise specifications

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 54: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 54

1 Spot Media

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 55: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 55

Mobile Appsbull Mobile devices are a key marketing tool for many

businesses and this trend will continue in 2017bull Mobile apps increase engagement with your brand

provide you with consumer data and feature an increasing number of methods for marketing to consumers bull These days even the smallest companies can take

advantage of the benefits of having an inexpensive mobile app developed for their business bull Consider it for your business in 2017

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 56: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 56

Mobile-Only SocialbullMobile-only social apps like Periscope Snapchat Instagram and others continue to grow in popularity and this trend is expected to continue bullLook for ways that you can incorporate mobile-only social apps into your overall social media strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 57: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 57

Culture and Strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 58: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 58

Company Culture And Employee Engagement

bull The recent economic climate has forced businesses to implement new operational methods

bull Since it is necessary to stay ahead of local and global competition businesses are embracing one common theme Workplace Culture and Employee Engagement are crucial and they are connected

bull Once this is accomplished the benefits will help the company succeed in the future

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 59: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 59

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 60: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 60

Shape Culture Drive Strategybull The impact of culture on business is hard to overstate

bull 82of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a potential competitive advantage

bull Culture has become one of the most important business topics of 2016 bull CEOs and HR leaders now recognize that culture drives peoplersquos behavior

innovation and customer service bull Knowing that leadership behavior and reward systems directly impact

organizational performance customer service employee engagement and retention bull leading companies are using data and behavioral information to manage and

influence their culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 61: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 61

Culture Is A Business Issue Not Merely An HR Issue

bull The CEO and executive team should take responsibility for an organizationrsquos culture with HR supporting that responsibility through measurement process and infrastructure

bull While culture is widely viewed as important it is still largely not well understood many organizations find it difficult to measure and even more difficult to manage

bull Only 28 percent of survey respondents believe they understand their culture well bull while only 19 percent believe they have the ldquoright culturerdquo

bull Culture can determine success or failure during times of change bull Mergers acquisitions growth and product cycles can either succeed or fail

depending on the alignment of culture with the businessrsquos direction

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 62: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 62

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 63: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 63

Global Human Capital Trends

bull This year unlike in past reports Global Human Capital Trends treats culture and engagement as two distinct topics bull Why Because while the two issues are intimately

connected the differences between them are significant and the importance of each has risen to justify a separate treatment and a separate well-defined approach to tackling it

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 64: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 64

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 65: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 65

What is Culturebull Culture describes ldquothe way things work

around hererdquo bull Specifically it includes the values beliefs behaviors

artifacts and reward systems that influence peoplersquos behavior on a day-to-day basis

bull It is driven by top leadership and becomes deeply embedded in the company through a myriad of processes reward systems and behaviors

bull Culture includes all the behaviors that may or may not improve business performance

bull Today culture is a CEO-level issue and something that can be measured and improved to drive strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 66: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 66

What is Engagementbull Engagement in contrast describes ldquohow people

feel about the way things work around hererdquo bull It is a way of describing employeesrsquo level of commitment to the

company and to their work bull Engagement encompasses five broad areas

bull meaningful work and jobs management practices and behaviors the work environment

bull opportunities for development and growth and trust in leadership

bull When engagement is poor employees feel uneasy or uncommitted resulting in high turnover low performance and low levels of innovation and customer service

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 67: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 67

The Two Are Connected

bull When a companyrsquos culture is clearly aligned with business strategy it attracts people who feel comfortable in it which in turn should produce a high level of engagement

bull Conversely programs to improve engagement often discover cultural issues forcing the company and its leadership to question and change its values incentives programs and structure

bull Both culture and engagement require CEO-level commitment and strong support from HR to understand measure and improve

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 68: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 68

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 69: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 69

Few Factors Contribute More To Business Success

Than Culturebull the system of values beliefs and behaviors that shape how

real work gets done within an organization bull Its close connection to performance is not lost on HR and

business executives bull 87 of survey respondents say that culture is

importantbull 54 rate it as very important bull 9 percentage points more than last year

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 70: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 70

What Culture Doesbull Culture brings together the implicit and explicit reward

systems that define how an organization works in practice no matter what an organizational chart business strategy or corporate mission statement may say

bull A staggering number of companiesmdashover 50 in this yearrsquos surveymdashare currently attempting to change their culture in response to shifting talent markets and increased competition

bull In an era in which bad news travels instantaneously and an organizationrsquos culture is both transparent and directly tied to its employment brand great companies consciously cultivate and manage their culture turning it into a competitive advantage in the marketplace

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 71: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 71

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 72: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 72

What Culture Doesbull Have you ever wondered why certain

companies hire great engineers deliver seemingly endless innovations and generate consistent growth while others always seem to be reinventing themselves bull A large part of the answer in one word is

culturebull The importance of culture is readily apparent

when things go wrong

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 73: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 73

Where Companies Can Start

bullCulture cannot be delegatedbull it must be on the CEOrsquos list of top priorities

bull C-suite executives must clearly understand their companyrsquos cultural values determine how they relate to business strategy bull take responsibility for shaping them bull while also analyzing whether their own behaviors reinforce the

desired culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 74: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 74

Understand Both The Current and The Desired Culture

bull Business leaders should closely examine current business processes step by step to identify which practices are aligned with the desired culture bull and which are destructive and require changebull which begins by uncovering the values and

behaviors that allowed those practices to develop

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 75: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 75

Is it WorkingbullExamine the organization to determine whether the targeted culture is taking hold bull Executives can drive permanent cultural change throughout the organization by reminding employees that culture is a tangible set of attributes and behaviors that can be clearly recognized at visible ldquotouchpointsrdquo among employees and people outside the firm

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 76: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 76

Measure Culture bull Use empirical tools to understand employee attitudes and actions bull If measurement reveals that current behaviors conflict with desired cultural values refine the program to communicate and model culture throughout the organization bull HR should take the lead in this effort

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 77: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 77

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 78: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 78

The Bottom Linebull Although HR has a distinct and proactive role to play in

driving cultural changebull the challenge of culture should be owned at the highest

level bull by the leaders who are responsible for business

strategy bull Just as the CEO is ultimately responsible for business

strategy the CEO is ultimately responsible for culture

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 79: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 79

Leaders Must Leadbull In short leaders must understand that

their beliefs and actions are the primary drivers of the organizationrsquos culture bull In the ldquonew organizationrdquo senior leaders must

drive cultural change just as they do other cross-organization issues reinforcing the behaviors necessary to support the business strategy

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 80: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 80

Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 81: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 81

Leadership Trend Projections

bull 2017 is slowly approaching and with a new year comes new challenges bull Personal challenges Team challenges Organizational and

leadership challenges

bull While my crystal ball is far from being 100 accurate there are certainly leadership trends from this year that can be projected into next

bull Here are eight leadership trend projections for 2017bull httpwwwforbescomsitesjeffboss20161220be-better-pr

epared-for-2017-with-these-8-leadership-trend-projections5f3784a04b4d

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 82: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 82

1More ldquowerdquo less ldquomerdquobull Funny how research on teams has been around for over 20 years but when

Google released what they learned about teams and teamwork it becomes news

bull Itrsquos no secret that team performance drives business performance and leaders are beginning to realize that dividing their organizations into areas of functional expertise (ie silos) does nothing to promote the panoramic view and understanding employees need to make accurate and timely decisions

bull The greater employeesrsquo awareness about their companyrsquos internal and external (ie competitive) environments the faster they can make decisions and the faster their company can adapt

bull Knowledge sharing and cross-pollination between business functions must be a process rather than a ldquonice to haverdquo

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 83: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 83

2 Increased attention on curiosity

bull Curiosity has topically been a leadership trend throughout 2016 and will continue into 2017

bull The beauty about curiosity is that it fosters creativity and innovation it incites opportunity and sparks growth potential

bull To stay competitive companies must be willing and able to move out of the complacency of success that defined them today and continually question the status quo so they can create a better tomorrow

bull Organizational curiosity does just thatmdashit feeds peoplersquos innate desire to know more and when you know more you can be more by doing more

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 84: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 84

3 Greater investment on human capital

bull The smart option for industry leaders is to capitalize on the millennial workforce population given that they (millennials) comprise the majority of the labor force today and one motivating factor for millennials is personal and professional development

bull One 2017 leadership trend for preventing the millennial job-hop will be increased mentorship opportunities

bull After all people analytics is huge today and growing which means more products and services will arise affording everything from decision making to building better habits

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 85: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 85

4 Personalized learningbull The key to learning is personalization bull Technology allows learning to be optimized and catered to

the learnerrsquos preferred style pace interests and goals bull Shorter bite-sized learning segments ranging from

one to three minutes bull are more palatable and less overwhelming to undertake than

their 30 to 60 minute course counterparts

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 86: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 86

5 From full-time to contractorbull The business model of full time employment no longer makes sense bull From an enterprise perspective the costs of employer-provided healthcare

insurance and retirement options arenrsquot getting any cheaper especially if you want to attract top talent

bull Take virtual assistance for example bull With a virtual assistant you receive the same service minus the costs associated with full time

employment bull On the flip side

bull if yoursquore in the job market looking for work and you donrsquot like the options offered by a potential employer but you like the work itself then yoursquore stuck with what they offer

bull Enter the independent contractor bull The tax benefits of working as a independent contractor are too many to count not to mention the

freedom to choose the work you want (or donrsquot)

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 87: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 87

6 More customer control

bull Research by the IDC points to greater customer control as one leadership trend for 2017 bull Specifically the report projects that a fifth of industry

leaders will be able to allow customers greater customization options for bull product and service bundles affording greater

control and personalizing the customer experience

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 88: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 88

7 Increased focus on networksbull Along similar lines Deloittersquos 2016 human capital trends report indicates that the number one

dilemma organizational leaders face is how to stay competitivemdashstructurallymdashamidst constant and ongoing change and the realization theyrsquore having is that matrices and hierarchies of the 1980s no longer work

bull The challenge now is translating how work is claimed to get done (think of the company org chart) with how it actually is (through relationships and networks)

bull Itrsquos making the intangible tangible and proceduralizing it thats the challengebull For leaders to keep their companies competitive throughout 2017 theyrsquoll need people who

can not only lead their own team but also work and collaborate across teams its the difference between teamwork and teaming

bull The skill and willingness of tomorrowrsquos employees to work cross-functionally demands new training and new expertise that doesnrsquot come from the outdated hierarchical models of yesterday

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 89: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 89

8 Reevaluated incentivesbull One common challenge today is reward systems bull While many leaders place a premium on teams and

teamwork the reward structure favors individuals bull You receive what you reward and if you want to

reward collaboration learning and shared wins you have to incentivize it bull If you arenrsquot sold on team-based incentives look no

further than the latest Wells Fargo fiasco

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 90: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 90

Looking Into 2017bull Employee experiencebull Big DataBusiness

Analyticsbull New Trend in Office Set-upbull Destroying Silosbull New Senior level positionsbull Emotional Intelligence

bull The Blended Workforcebull The New Manager -

Generation Xbull Performance Reviewbull Mobile Apps bull Culture and Strategybull Leadership

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 91: AoB business trends 2017final

05032023wwwLTSemajcom wwwABOVEorBEYONDJMcom 91

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92
Page 92: AoB business trends 2017final

Above or Beyond (formerly The JobBank)

A Division of Leahcim T Semaj and Company LimitedldquoWe offer just two options for transformation to individuals institutions and governments (1)

Above where you are presently or (2) Beyond your wildest imaginationrdquo The Towers 25 Dominica Drive Kingston 5 Jamaica

wwwABOVEorBEYONDJMCOMOffice (876) 948-5627

05032023

wwwLTSemajcom wwwABOVEorBEYONDJMcom 92

  • Slide 1
  • Slide 2
  • BUSINESS TRENDS
  • Looking Into 2017
  • Employee Experience
  • Slide 6
  • Employer Branding
  • What is an Employer Brand
  • Slide 9
  • Slide 10
  • What Is The Prerequisite To Establishing An Employer Brand
  • Establishing an Employer Brand
  • Big DataBusiness Analytics
  • HR Transforms Itself
  • Data Scientists
  • Big Data And Analytics
  • New Trends in Office Set-up
  • Slide 18
  • Rearrangement of The Office Set-up to Attract Top Talent
  • Destroying Silos
  • Destroying Silos
  • These new trends and technologies
  • New Senior Level Positions
  • New Corporate or Business Titles
  • New Corporate or Business Titles (2)
  • New Corporate or Business Titles (3)
  • Emotional Intelligence
  • Emotional Intelligence The Game Changer
  • Slide 29
  • Blended Workforce
  • Blended Workforce Rising
  • Embrace the remote workforce
  • Increased Popularity of Part-time Jobs and an Expanded Freelanc
  • The Emergence of Boomerang Workers and New Challenge for the Ex
  • Automation amp Cost Reduction
  • Automation amp Productivity
  • The New Manager ndash Gen-X
  • The Next Generation of Management
  • Gen-X Will Take over Managerial Positions as Boomer Leaders Re
  • Slide 40
  • The Challenge of Gen-X
  • Disappearance of Performance Review
  • Slide 43
  • Annual Performance Reviews Disappearing
  • Change How Workplace Performance Is Reviewed
  • Annual Performance Reviews Evolve Into More Continuous Reviews
  • Team-Based Reviews amp Engagement
  • The More Humane Workplace
  • Mobile Apps
  • From Mobile-Friendly to Mobile-Centric
  • Mobile Payments
  • Mobile Apps (2)
  • M-Tailor
  • 1 Spot Media
  • Mobile Apps (3)
  • Mobile-Only Social
  • Culture and Strategy
  • Company Culture And Employee Engagement
  • Slide 59
  • Shape Culture Drive Strategy
  • Culture Is A Business Issue Not Merely An HR Issue
  • Slide 62
  • Global Human Capital Trends
  • Slide 64
  • What is Culture
  • What is Engagement
  • The Two Are Connected
  • Slide 68
  • Few Factors Contribute More To Business Success Than Culture
  • What Culture Does
  • Slide 71
  • What Culture Does (2)
  • Where Companies Can Start
  • Understand Both The Current and The Desired Culture
  • Is it Working
  • Measure Culture
  • Slide 77
  • The Bottom Line
  • Leaders Must Lead
  • Leadership
  • Leadership Trend Projections
  • More ldquowerdquo less ldquomerdquo
  • 2 Increased attention on curiosity
  • 3 Greater investment on human capital
  • 4 Personalized learning
  • 5 From full-time to contractor
  • 6 More customer control
  • 7 Increased focus on networks
  • 8 Reevaluated incentives
  • Looking Into 2017 (2)
  • Slide 92

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