Tomorrow’s Teamwork, Today’s Organisations

Innovation in people management can effect a step change in

productivity

Welcome

Dr Karen Janman

Associate Director, The Work Foundation

Programme 16.10 The Role of Human Resources in the new workplace

John Philpott, Chief Economist, CIPD

16.35 Building a Winning TeamMatthew Pinsent, three times Olympic Gold Medal Winner

17.00 Refreshment Break

17.20 The Impact of Collaboration Technology Steve Harvey, Director of People & Culture, Microsoft

17.45 The Out of Office Experience Dr Carsten Sørensen, London School of Economics

18.10 Panel Debate, chaired by Steve CrabbEditor, People Management Magazine

18.50 Networking with Wine and Canapés

John PhilpottChief Economist

Chartered Institute of Personnel and Development

The Role of HR in theNew Workplace

Overview

• The new workplace: ongoing trends

• The emerging organisation

• The role of HR

The new workplace: supply trends

• By 2010 only 20% of UK workforce white, able bodied males <45

• 1.3 million fewer workers aged 25-35

• Net immigration 130,000 per annum (10% workforce ethnic minority)

• 80% of workforce growth (exc. immigrants) female

The new workplace: demand shift

• Manufacturing falls to 14 per cent of total employment – with related drop in manual employment (skilled and unskilled)

• Rise in service jobs – though process jobs now being lost

• Mostly private sector services – but now public sector jobs resurgence

The new workplace: demand outlook

• Growth in business, consumer and public service jobs, manufacturing continues to lose jobs

• Most new jobs part-time, women main beneficiaries, self employment stable

• More jobs: management, professional, technical; personal services and sales

• Fewer jobs: admin, secretarial; skilled manual; unskilled manual

The new workplace: what it looks like

• More white collar workplaces

• More feminised workplaces

• More IT intensive workplaces

• More varied hours patterns

• More small workplaces

• More customer interface

The new workplace: what it feels like

• Changing psychological contract – ‘new deal’• Varied psychological contract/’’I-deal’ to the fore • Skills, knowledge and ‘nous’ key • Reward complexity – spread and total reward• Positive and negative stress• Mix of control and autonomy

The emerging organisation: key features

• Increased heterogeneity• Common emphasis on a ‘good deal’ to

customers/clients – though not necessarily always ‘quality’

• Strong emphasis on use, transfer and sharing of knowledge – ‘all knowledge workers now’

• People engagement of critical importance

  Relationships (management and development of social capital)

• Leadership at every level of the organisation

• Empowerment – scope for discretionary behaviour

• Trust

• Strong two-way communication, involvement and ‘voice’

Architecture (management of values and systems)

• Clear vision/strong values

• Customer/client focus

• Continual product/process innovation

• Flat goal-oriented management structures

Practice (management and development of human capital)

• Multi-skilled work teams with a degree of autonomy

• Regular appraisal and performance feedback

• Goal oriented performance related pay

• Ongoing work-related investment in people at every level

The role of HR

• HR practice key to successful APR• HR vital to successful reorganisation• HR as partner to board, line managers and

employees• Importance of project groups and teams• Assessment of line managers skills and

need for training• Ongoing communication a must

The role of HR: up to the job?

• ‘HR an administrative necessity but interfering, faddish and lacking hard business acumen’

• Still some truth – not helped by regulation • Injection of talent and increased

professionalism• Changing role – from admin to strategy• Helped by human capital reporting?

The role of HR: positive signs – bright future?

• Widespread switch from numerical to ‘intelligent flexibility’

• Work in formally designated teams on increase in 1 in 3 workplaces – 40% of workplaces have self-directed teams

• Job enrichment in 50% of workplaces – plus increased training

• 2/3 of workplaces offer internal career paths, beyond management level

• 40% of larger workplaces adopt HPW strategies, strong team emphasis

Tomorrow’s Teamwork, Today’s Organisations

Innovation in people management can effect a step change in

productivity

Matthew Pinsentthree times Olympic Gold Medal Winner

Building a Winning Team

Tomorrow’s Teamwork, Today’s Organisations

Innovation in people management can effect a step change in

productivity

Steve HarveyDirector of People & Culture

Microsoft

The Impact of Collaboration Technology – at Microsoft and Beyond

Microsoft’s Company Mission

“Enable people and businesses throughout

the world to realise

their full potential”

Picture of perfection

Microsoft is the UK IT employer of choice, where people have the opportunity to do what they do best every day, When a head-hunter

calls, our people answer “why would I want to work anywhere else?” and even if they tried to

leave their families would stop them

People & Culture mission

“To be the employer of choice in the IT sector in the UK for those we want to

hire”

People & Culture Strategy

“Create the environment where great people can do their best work, and be

on a path to realise their full potential”

Environment• Physical

– Latest technology, great workspace, etc…– State of the art office accommodation– Very few physical barriers to communication and decision making

• Emotional– Well being centre, Employee Assistance Programme, external &

internal mentors, Childcare centre– Family friendly culture– Diversity aware and supportive

• Intellectual– Values based environment - Open, trusting environment, where ideas

can flourish– Where great minds can work together and share ideas, thoughts,

concepts and plans– Use technology to take people out of processes

The Climate Is Shifting Serious new challenges for your organization

Technology ClimateTechnology Climate Security and Privacy Security and Privacy XML to connect business informationXML to connect business information Proliferation of info devicesProliferation of info devices New collaborative toolsNew collaborative tools

Business ClimateBusiness Climate Economic recovery slower than expectedEconomic recovery slower than expected Business Process More ComplexBusiness Process More Complex Pace of change acceleratingPace of change accelerating Global competitiveness increasingGlobal competitiveness increasing

Your Focus is Your Focus is on Growth…on Growth… Market forcesMarket forces CustomersCustomers Financial objectivesFinancial objectives CompetitionCompetition Staffing issuesStaffing issues Daily decisionsDaily decisions Staying in touchStaying in touch

You Have A Business To Run…

Benefits of enabling Team Collaboration

Reduces Project Cycle Times By 34%

Reduces Number Of Meetings By 35%

Lower Travel Expenses By 37%

Increases Productivity By About 4%

Better Communication

IM and Web Meetings IM and Web Meetings for Rich Collaborationfor Rich Collaboration

Pls join the staff Pls join the staff web meeting now!web meeting now!

Web Conference to Web Conference to CommunicateCommunicate

Alerts, Surveys Alerts, Surveys Outlook IntegrationOutlook Integration

Better Business Processes

Sales Reports

Integrate workflow Integrate workflow with Infopathwith Infopath

Built-in Document Built-in Document Management Management features - securelyfeatures - securely

Integrate with Integrate with Project ManagementProject Management

Integrated Into Everyday Tools

Workspace Workspace Integration Integration

Built-in Office Built-in Office IntegrationIntegration

Rights Management Rights Management IntegrationIntegration

Instant Messaging Instant Messaging IntegrationIntegration

So that’s the real challenge….

Tomorrow’s Teamwork, Today’s Organisations

Innovation in people management can effect a step change in

productivity

Dr Carsten SørensenLondon School of Economics

Department of Information Systemsc.sorensen@lse.ac.uk

http://mobility.is.lse.ac.uk/

The “Out Of Office” Experience

Office factories

Information assembly

lines

Cubicles for flexible interaction

cubicles.com

The more we are together!

Declining cost of communication

SmallBusinesses

Corporatehierarchies Networks

Bands Kingdoms Democracies

Small &Independent

Large &Centralised

Large & Decentralised

Societies

Businesses (farm) (factory) (customer)

1998

Lovegetty Gameboy Cassiopeia Nokia 6150

Palm Psion 5c HP Nokia Communicator

2004Vaio Hiptop Nokia 3GiPod xda 2

Blackberry Fossil iPaqTabletPCGameboy WiFi

Earthmate

Media Center

SPV

Applications & infrastructures

Mobility

Convergence

Mass Scale

Infrastructure

Applications

We all have one

PC + TV + Telephone

Take it with you!

Mobile and embedded technologies

Mobility

High

Low

Embeddedness HighLow

MobileComputing

UbiquitousComputing

TraditionalComputing

PervasiveComputing

Laptop/PDA

Desktop PC

Mobile Phone?

Washing machine

Our Mann in Toronto

1980 1990 2000 2004

wearcam.org

Organisational embeddedness easier than physical embeddedness

(e.g. Kevin Warwick)

•Homework•Tele-work•Remote work•Mobile work•Commuting•Traveling sales person•Project-working•Small Office Home Office (SOHO)

Mobile working

Offices in the wild

• 52 million business mobile phones in Europe 2003

• Estimated £5.5 billion business spend on mobile services in 2008

• IDC predicts 100 million mobile workers in Western Europe by 2006

• 2 million mobile workers in UK 2003, 12% increase from 2002

• Gartner estimates that within 5 years 75% of the sale and service workforce will be mobile

Out-of-office work

Information intense fieldwork

Modalities of mobility

Distributed and mobile work

Movement

Mobile

StationaryLocation DistributedCo-

located

Project work(Building)

Mobile Work(Flexible)

Call-centreWork

(Office)

Tele-work(Remote)

Interaction

Obtrusive

Unobtrusive

Ephemeral Persistent

Shouting in a meeting or

on the telephone

Humming, gazing,

thinking aloud

Electronic mail with request to urgently reply

Discretely leaving a

trace, such as a PostIt

note

Balancing structure and interaction

Hierarchy manages

interaction

Networks create need for

interaction management

Interacting and documenting

• Rapidly decreasing cost of communicating

• Increased price in terms of overload

• Manage your interaction!

• Rapidly decreasing cost of micro-measuring activities

• Micro-measure but macro-manage!

Modelling the social in the technical

• Optimising the “knowledge supply-chain” essential

• This requires modelling social relations in technical system

• Car tyres, nuts and bolts do not care what we write about them in our databases, reports and workflow management systems

• People do!

• Technology agreements

Virtualising management

• Distributed and mobile working => virtualised interaction and management

• Managing “invisible colleagues”• Stable foundation cultivating trust and

decentralised coordination• Accomplishment of work, supervision of

activities• Rewards, promotion, being part of the

organisation• Organisational learning, sharing knowledge

Consequences

• Polarisation in routine information work and highly skilled professional work

• No one will, however, escape being modelled

• New skills for managing the ways we work together

• Managing what is done not how it is done

• New reality of privacy based on mutual trust

• Design where you work - manage face-time• Home@work and work@home• More freedom and flexibility that ever, but..• Everywhere to go and nowhere to hide

Chaired by Steve CrabbEditor

People Management Magazine

Panel Debate

Tomorrow’s Teamwork, Today’s Organisations

Innovation in people management can effect a step change in

productivity