new tapestries for new organisations the changing pattern of employee engagement
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New Tapestries for New New Tapestries for New OrganisationsOrganisationsThe Changing Pattern of Employee The Changing Pattern of Employee EngagementEngagement
© 2003, Global Learning Resources, Inc.
Workforce TrendsWorkforce Trends Smaller workforces– mixed worker
types Supply of skilled workers down Older, aging workforce Changing generational attitudes Increasing diversity
© 2003, Global Learning Resources, Inc.
PremisePremise There will
continue to be an exodus away from corporate employment as we know it today.
More will seek alternative work styles.
© 2003, Global Learning Resources, Inc.
Premise continuedPremise continued Attracting and retaining a core of
engaged employees will be critical to success.
Keeping employees engaged will require many HR and organizational changes.
© 2003, Global Learning Resources, Inc.
Changing Mix of WorkersChanging Mix of Workers Full-time employees (-) Local & Global outsourcing (++) Free Agents (Est. 33% of
workforce) Contractors (+) Part-time (+) Consultants (+)
© 2003, Global Learning Resources, Inc.
New Patterns of workNew Patterns of work Flextime (+++) Telecommuting
(+) Job sharing (+)
© 2003, Global Learning Resources, Inc.
Emerging Org FormEmerging Org Form
ExtendedTeam
ExtendedTeam
ExtendedTeam
ExtendedTeam
Core Staff
Consultants/ContractorsConsultants/Contractors
Co
nsu
ltan
ts/C
on
trac
tors
Co
nsu
ltants/C
on
tractors
Consultants/Contractors
•Small, intimate “family” of core workers.
•A mixtures of other workers as needed.
© 2003, Global Learning Resources, Inc.
Chaordic ViewChaordic View Refining a new vision of the relationships
among participants Identifying and letting go of conventional
assumptions about organizations "Unbundling" concepts of ownership,
participation and value Deepening the inquiry into the
organization's essential social function Seeking higher level solutions to the
creative tensions that will inevitable arise
Source: Chaordic Commons
© 2003, Global Learning Resources, Inc.
Issues with New FormsIssues with New Forms Maintain corporate identity and
purpose in an environment of flexible, open boundaries.
Create organizational memories that connect rather than capture knowledge.
Develop cooperative processes rather than control structures.
© 2003, Global Learning Resources, Inc.
All Change is Ultimately Driven All Change is Ultimately Driven by Technology.by Technology.
© 2003, Global Learning Resources, Inc.
We now have the technology in place that will change the way we: think about work distribute work and do work
© 2003, Global Learning Resources, Inc.
“ Given the new telecommunications--which
means that no human being is more than six-
tenths of a second away from any other
human being--there's no reason in the world
to think that the Chinese, who value
education so much, and the Indians, who
value education so much, are not going to be
competing for the very best jobs. . . ” -Tom Peters
© 2003, Global Learning Resources, Inc.
Types of WorkersTypes of Workers Traditional Migrating Emergent
Research by Spherion (www.spherion.com)
© 2003, Global Learning Resources, Inc.
TraditionalTraditional Seeking & believe:
Security, loyalty prime Employer is king Destiny is in the employer’s hands Changing jobs is bad
Research by Spherion (www.spherion.com)
© 2003, Global Learning Resources, Inc.
EmergingEmerging Seeking and believe:
Loyal to a specialty Changing jobs is good Destiny is in their own hands
Not age-dependent, cross all boundaries including age, sex, education, industry and size of company.
Research by Spherion (www.spherion.com)
© 2003, Global Learning Resources, Inc.
MigratingMigrating Seeking and believe:
A mix of these two Increasingly moving toward
emerging
Research by Spherion (www.spherion.com)
© 2003, Global Learning Resources, Inc.
Emerging WorkforceEmerging Workforce
Type of Worker 1997 1999 2003 2007* Emergent 20% 22% 31% 52% Migrating 46% 49% 48% 40% Traditional 34% 29% 21% 8%
Source: Spherion® Emerging Workforce® Study, 1997, 1999, 2003
*Spherion projection
© 2003, Global Learning Resources, Inc.
Free AgencyFree AgencyBetween 30 million and 50 million people are already doing some form of free agency or self-employment thing. . .
people who decided not to. . .
sell their souls for 40 years, and get a gold watch and a $100 a month in pension money. -Tom Peters –again!
© 2003, Global Learning Resources, Inc.
Towers Perrin FindingsTowers Perrin Findings Employees generally are "in the market," in some
way, most of the time. Employees don’t place much emphasis on a long-
term relationship with a particular employer. Employees define their relationship with their
employer in increasingly complex ways. Employees care about different things when
they’re joining a company than when they’re deciding whether to stay or how much of their discretionary effort to give.
Source: Towers Perrin, August 2001
© 2003, Global Learning Resources, Inc.
What We KnowWhat We Know Research shows that people have
a basic need to belong. The challenge is to create a
workplace that is collaborative and feels like a community.
© 2003, Global Learning Resources, Inc.
Engaging EmployeesEngaging Employees You will keep
employees in direct proportion to how engaged they are.
Six expectations of emerging, engaged workers.
© 2003, Global Learning Resources, Inc.
Expectation #1: BalanceExpectation #1: Balance Ability to control time at
work and at home. A focus on achieving results
– not on “serving time.”
86% of workers cite work fulfillment and balance as top career priorities (Spherion)
© 2003, Global Learning Resources, Inc.
Expectation #2: PartnershipExpectation #2: Partnership Expectation of being
consulted. Collaboration and mutual
sharing of information. Lessening of the “chain of
command.”
THE AES CORPORATION
“If you treat people like children, they act like children. If you treat people like adults, they begin to act that way” -Dennis Bakke,CEO
© 2003, Global Learning Resources, Inc.
Expectation #3: Expectation #3: DevelopmentDevelopment
Expectation of continuous development opportunities.
Ability to study non-work-related subjects (piano lessons, Latin).
Ability to move within the organization often.
Only 35% of workers say being successful at work and moving up the ladder are their top priorities (Spherion)
© 2003, Global Learning Resources, Inc.
Train Them All the TimeTrain Them All the Time Never limit development
opportunities. Provide certifications, free tuition, and
the opportunity to move frequently. Set challenges and reward those who
accept the challenges. Never settle on a reputation for
mediocrity.
© 2003, Global Learning Resources, Inc.
Expectation #4: Meaningful Expectation #4: Meaningful PurposePurpose
Need to make a difference.
Work for a reason – not just for money.
Expect time off for community/charity.
The dot.coms were enticing BECAUSE of their mission.
86% of college students choose mission over money.
© 2003, Global Learning Resources, Inc.
Expectation #5: CommunityExpectation #5: Community Expectation that ones best
friends are those you work with.
Teamwork is normal. There are activities outside
of work. People work
for/with/because of people, not companies!
96% of workers agree that an employer is more attractive when it helps them meet family obligations through options like flex-time, job sharing or telecommuting. (Spherion)
© 2003, Global Learning Resources, Inc.
Expectation #6: Trust & Expectation #6: Trust & IntegrityIntegrity Expectation that the organisation
has integrity and is ethical. Belief that communications are
frank and honest. Products and services that do good
for mankind.
© 2003, Global Learning Resources, Inc.
Effectiveness of Non-Compensation Effectiveness of Non-Compensation Reward Plans in Attraction and Reward Plans in Attraction and RetentionRetention
Percentage Responding Percentage of Companies
Reward Plan “Very Effective” with Plan76%
68%
27%
45%
73%
43%
27%
8%
Employer OpinionsTop-Performing Employee Opinions
26%
16%
65%
53%
Learning new skills in current job
Use of competencies for careerpath/development
30%79%Opportunities for advancement
20%57%Career development (non-promotional)
29%56%Flexible work schedules
28%36%Work at home
30%Reduced work week 36%
26%Sabbaticals 29%
Significant Increase +10% Moderate Increase +5%
Source: Strategic Rewards® 1999/2000 Survey of Top-Performing Employees
© 2003, Global Learning Resources, Inc.
The Need for ChangeThe Need for Change Organisations that remain traditional
– that limit flexibility, remain structured and selectivity communicate, who demand loyalty and provide little development -- will have a small recruitment pool. Perhaps as small as 8% of the workforce by 2007! And they will lose people rapidly.
© 2003, Global Learning Resources, Inc.
RetentionRetention Keeping good talent is cost
efficient and the vital to long term deployment of human capital.
On the other hand, retaining ineffective/bad talent is a costly waste of resources.
A new HR skill is emerging as key.
© 2003, Global Learning Resources, Inc.
HR’s Emerging GoalHR’s Emerging Goal Quantitatively measure how effectively
employee skills and contributions align to the skill-set needs of the organisation based on future value maximization.
Devise the minimum workforce that can achieve the organisational ends.
Create organizational memories that connect rather than capture knowledge.
Develop cooperative processes rather than control structures.
© 2003, Global Learning Resources, Inc.
Employment ModeEmployment Mode
Employment Mode:Alliance
Employment Relationship:Partnership
Employment Mode:Internal Development
Employment Relationship:Organization Focused
Employment Mode:Contracting
Employment Relationship:Transactional
Employment Mode:Acquisition
Employment Relationship:Symbiotic
Un
iqu
enes
s o
f H
um
an C
apit
al
LOW
HIGHTenure
ContractsThird-Party
ConsultingRetainer
Marginal Contribution Above Cost
Value of Human Capital
LOW HIGH
© 2003, Global Learning Resources, Inc.
Creating an Effective Creating an Effective WorkplaceWorkplace A just-enough core
people. An intimate group of
trusted partners. A pool of free agents
to work with as needed.
A communication system & cooperative processes.
ExtendedTeam
ExtendedTeam
ExtendedTeam
ExtendedTeam
Core Staff
Consultants/ContractorsConsultants/Contractors
Co
nsu
ltan
ts/C
on
trac
tors
Co
nsu
ltants/C
on
tractors
Consultants/Contractors
© 2003, Global Learning Resources, Inc.
On Retention MethodsOn Retention Methods “Gimicks” will be increasingly
transparent. Money won’t work well or for long. Other material benefits won’t work
long or well. Genuineness, openness and
inclusion are the keys to successful retention.
© 2003, Global Learning Resources, Inc.
On PerformanceOn Performance The goal of any organisation is to
achieve some end. Performance needs to be closely linked to that end.
Good performance needs to be carefully defined, explained and tracked.
Poor performers need to be moved, re-trained or removed.
© 2003, Global Learning Resources, Inc.
On Number of StaffOn Number of Staff The fewest possible to coordinate
the end desired. A mix of “tenured core” and free
agents. A constant adjustment and
examination of the balance.
© 2003, Global Learning Resources, Inc.
Organisational Well-Being Organisational Well-Being Occurs when. . .Occurs when. . .
. . .you have a community of carefully selected and nurtured employees, joined with equally well-chosen trusted partners, who leverage technology to achieve business objectives.
Thank You!Thank You!
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