The Future of Work

The Future of WorkImplications for Economic Developers

Dr. Charles GranthamExecutive ProducerWork Design Collaborative

IEDC Master Deck

- 1 -© Copyright 2007 by The Work Design Collaborative. All rights reserved

Haworth Executive Briefing August 2007

The Panel

• Charlie Grantham– Founder, Work Design Collaborative– Co-lead, WIRED Knowledge Workers and Economic Development

• Mark Lautman, CEDC– Director of Economic Development, Mesa del Sol– The new economic development paradigm

• Noreen Moore– Director of Economic Development, Routt County, CO– Location Neutral Workers: Case Study

• Cindy Larsen– President, Muskegon (MI) Chamber of Commerce– Knowledge Workers and Downtown Vitality



Something’s Happening Here . . .What it is, is not exactly clear*

An Assertion:The economy is in the early stages of a fundamental transformation in the way work is organized, managed, and performed.

A Belief:The creative, integrated management of workers, the places they work, and the technology they rely on can reduce workforce support costs by as much as 40% while substantially improving productivity, effectiveness, worker satisfaction and retention, and organizational agility.

*From “What It’s Worth,” by Buffalo Springfield



But First, Some Shameless Self-PromotionThree Business Imperatives

Reducing Fixed Operational Costs

Closing the Talent Gap

InstitutionalizingInnovation

Publication Date:

August 2007,by the

American Management Association

VirtualWork



The facts

• There is a long tem labor shortage in the US—especially among knowledge workers

• The workforce has different attitudes about where they work and where they live

• Baby boomers and Gen Y’ers both are migrating to small, more rural areas



What You Don’t Know You Don’t KnowU.S. Labor Force - Demand and Supply in Millions

0

50

100

150

200

250

2002

2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

2030

Labor Needed

Labor Available

Source: Employment Policy Foundation and BLS data



People

Workforce Values and Expectations*This is not your father’s workforce

VALUESTRADITIONALWORKER

EMERGENTWORKER

Promotion Tenure Merit

Retention Security Growth

Management Style Paternalistic Peer

Organization Chart Admire Ignore

Changing Jobs Fear Advancement

Career Company’s Employee’sResponsibility Responsibility

* http://www.spherion.com/corporate/aboutus/newsevents/EWFrelease.jsp

8%40%52%

2007(projected)

21%29%34%Traditional

48%49%46%Migrating

31%22%20%Emergent

200319991997Type of Worker



Where and When Will Work Be Done?

• Work will be accomplished in a wide range of locations, and on the go

• Work will be spread throughout the day and week (24x7); no more 8 to 5 agricultural schedules

• Work will take place in shorter “chunks,” down from months to weeks—pay for project performance

CorporateFacilities

30%At Home

35%In Between

35%



Where they will be



One Vision of What’s To Come

• Work will be much more distributed – and will happen in many more places

• Work will be much more collaborative

• The workforce will be much more diverse

• Social and economic bonds between workers and organizations will be weaker, shorter, and more fluid

• Employment laws will reflect the new reality of the “free agent nation”



The new economic development model

• It’s not about attracting businesses• It’s about a community that attracts these new workers• It’s about building a place that is a magnet• …………………………….• ……………………………….• ……………………………..

Mark, this is where you can

start



Mark slide #1



Mark slide #2



Noreen Moore / Steamboat Springs / Routt County, Colorado

• Routt County, Colorado:– population ~22,000– an attractive place to live and work– 1st to 4th Generation Economy (Jonathan Schechter)

Ag – mining – tourism - lifestyle

• Motivation for the Location Worker StudyMy neighbor works for Pepsi but he does not drive the truckCensus Data (Place of work – Place of Residence) / BEA Data – Professional/Information Income increase



The Growth of “Location-Neutral” BusinessesCreating a “Hidden Economy”

• Location-Neutral:– employees live here, businesses based there– owner lives here, employees based

anywhere

• Case Example: Routt County, Colorado:– population ~22,000– an attractive place to live and work– 700 “remote work” households (10% of the

total) averaging well over $100,000 in household income

– location-neutral businesses contribute $35 million to the local economy, creating over $600,000 in sales tax revenue

Sources:“The Easiest Commute of All,” Business Week, December 12, 2005“Location Neutral Businesses: Survey Results,” Routt County Economic Development Cooperative, March 2006



The New Frontier

• What’s happening now –• It is a part of the community’s language (Speaker series to

educate)• How has this changed our economic development program

– Focus on “Economic Gardening” has yielded a new perspective on our economy – (RCEDC)

– “Sense of Community as an economic asset”Livability Index

• Ideas for the future– Design criteria for downtown– Creation of “watering holes”– (Intellectual stimulation – creative class)– Housing / Affordability / Quality of life



Muskegon Michigan—WIRED Project

• Muskegon Redevelopment– Affordable ‘cool’ loft apartments, live entertainment,

free beaches– Culinary School downtown– Safe for young families– Good Public Schools

• Importance of these knowledge workers– Increased demand from companies– Technology Skills– Creative solutions– World view perspective– High energy



Muskegon Scorecard

Numbers Dashboard Funding Availability

Population 170,000

Growth Rate 7.1%

Employment 75,376

Knowledge Workers

4,457

Out of Area Workers

17,788

PublicPrivate

Philanthropic

Support Variables

Economic DevelopmentCommunity

Environmental Impact

Note: These figures based on 2000 US Census data



Development plans

• Remote Work Center(s)• Residential and Commercial Development• Regionalization• Support

– Large business– Entrepreneurs

www.muskegon.org



Why should you care

• Create jobs and nurture new businesses– attract high-quality labor– attract innovative organizations and employers– help local talent stay local (while exporting services and growing the

economy)• Maintain jobs and job sources• Revitalize the local business district• Make the community a “talent magnet”• Supplement the tax base• Develop new sources of sustainable revenue



For Further Information

Dr. Charles GranthamPrescott, Arizona+1 928 771 9138 office+1 928 533 9149 mobile

[email protected]

www.thefutureofwork.net



Where to Go to Learn More

Publication Date:

August 28, 2007

American Management Association256 pagesISBN #0814409113

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