future of work (english)

HAIGO – FUTURE OF WORK

FUTURE OF WORK Assessments and ideas to guide managers and HR through the

digital transformation.

Pour lire cette publication en français, c’est par ici.

http://haigo.fr/future_of_work/


Who are we?

haigo is a consulting firm known for it’s innovation. We help

large groups such as AXA, Thales and the Société Générale to

innovate and grow quickly thanks to our method - based on the

identification of new users’ needs.

With the analysis of emerging signals such as the ones exposed

in this white paper, we accelerate the digital transformation of

our clients.

Inspired by Design Thinking, our multidisciplinary approach is

applied to our projects developed with our clients and their

partners.

Currently, we train several hundreds of students from HEC,

the Sorbonne University and the Ecole 42 with our approach.

Contact us : [email protected]

mailto:[email protected]


SOMMAIREp.4

p.20

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: 10 key assessments : 3 work trails : 3 consulting programs


Why this publication?

Digital technologies have changed our

relationship with the world. They’ve diminished

monopolies, made exchanges flow better, go

against established norms and influence our

relationship with our work.

The conference Next: Economy, organized in

November in San Francisco by Tim O’Reilly aimed

at questioning the impact of technologies within

our society.

We have summed up the trends tackled

during the conference and offer you the

insight to foresee these disruptions

yourselves.


The speakers and the audience of the conference:On stage, over fifty participants of the evolution of work were

present. Among others:

•  Tim O’Reilly, founder of O’Reilly Media

•  Reid Hoffman, founder of Linkedin

•  Sébastien Thrun, founder & CEO of Udacity

•  Leah Busque, founder & CEO of TaskRabbit

•  Stéphane Kasriel, CEO of UpWork

•  Chad Dickerson, CEO of Etsy

•  Mark Hatch, founder of Techshop

•  Limor Fried, founder of Adafruit

•  Satya Nadella, CEO of Microsoft

•  Jeff Immelt, CEO of General Electric

400 people attended the event, mainly from the USA.


How to read this report?

The different ideas which were explored have been classified into themes.

Involving partners

Corporate culture, redefining its

perimeters when new types of partners

with different temporal and spatial

relations are being integrated.

Developing potentials

Jobs are changing, involving new skills,

training is therefore a continuous

process and a selling point when

recruiting.

Understanding the right

profiles

New opportunities appear, new skills

(ready to be used) available to

companies.

RECRUITMENT TRAINING ENGAGEMENT


10 KEY-ASSESSMENTSpresented during the conference to recruit,

train and engage tomorrow’s partners


The presented assessments are going to be completed afterwards with examples allowing managers to ask themselves the right questions:

•  What are tomorrow’s talents expecting?

•  Who are the operators who can help us set up a new deal?

•  How can I open up my company to innovation?

FOREWORD


1.  From job to task, the scale of work is changing.

2.  Upon request, workforce is immediately accessible.

3.  Flexibility or instability? What is the best for partners?

4.  The polarization of unskilled and highly-skilled workers.

5.  The freelance worker is surrounded and works with a multidisciplinary team.

6.  Decentralization, the company is now an ecosystem.

7.  Data and algorithms, moving towards the ultra-quantification of labour.

8.  Education is not a stash but a flow.

9.  Completed projects are even more important than diplomas.

10.  Increased working: technology is everywhere.

Training & retention

Recruitment Corporate culture The 10 key-assessments of the conference:


1_ From job to task, the scale of work is changing

Technology allows for the flexibility of employment and the

figure of the worker is no longer the “full-time employee”: the

scale of work is changing and individuals can have several

employers for whom they work on specific projects.

New technologies (and especially new on-line platforms) allow

people to be hired directly and on a specific task. New

operators can connect more and more targeted talent for a

travel, a home-service or a market-study.

Among those companies, we can find of course Uber, but also

TaskRabbit which allows small jobs to be done by people living

close to you (Jobbing) as well as HourlyNerd which connects

the best business profiles for market-studies.

Recruitment Corporate cultureOn Upwork, you can buy services charged per minute. In this example, the inclusion of an on-line

signature costs 4 minutes, that is a few dollars.


2_ Upon request, workforce is immediately accessible

These services and tasks can now be done in real time and are

mobile. The selection cycle is thus shortened because those

platforms are working with reputation systems: the individual

offering his/her services is responsible for his/her on-line

identity (with recommendations for instance).

The American platform Upwork is a very good example: more

than 10 million freelancers are registered and evaluated

through their completed projects. It is based on three

parameters: the interest of the project, the capacity of an

individual to do it and his/her availability.

The economic model of the platform is the commission; the

interest is paired with the one of the people that the platform

helps to find a job. Being completely on-line, it limits tensions

and abolishes geographic boundaries while at the same time

offering a way to integrate new talents using specialized tools.

RecruitmentThe immediacy of a request is shown here with an app that allows an Uber

driver to answer a request immediately.


3_ Flexibility or instability? What is the best for the partner?

For independent workers (53 million in the USA according to a

study by Upwork), now is not the time for just freelancing but

rather for several activities. It is not that uncommon to have a

“main work” and complete it with side jobs on-demand.

The protection of the independent worker has been largely

talked about during the conference:

•  The certification of “on-demand” companies with the label

“Good Work Code”, composed of 8 independent standards

guaranteeing the worker’s stability as well as his/her

referencing.

•  Portable Benefits. It is a simple idea: establishing

proportional rights from each employer and getting rid of

the concept of the single company. This theme is currently

debated in politics.

•  Minimum wage of $15 per hour.

Training & retentionThe $15/hour movement is increasing in the USA and is being debated in

the context of the presidential election.


4_ The polarization of unskilled and highly-skilled workers

The increasing flexibility of the work force is driving apart two

types of population from the “traditional” vision (that is what

we know from the 1950s):

•  A group of people who reject this model by choice and who

can afford to be independent. The stake of the HR is to hire

these talents but also to win their loyalty. It is necessary to

develop more individualized services that require a specific

skill set.

•  A group of people having difficulties entering the

“traditional” job market,who are hired on-demand. It is

necessary to have a replaceable standard procedure.

This vision is simplified, but what was depicted during the

conference shows life choices as well as a grave risk of

casualization that everyone needs to be aware of.

Recruitment Corporate culture“Freelance by choice”, he works as a data scientist for several clients at the

same time.


5_ The freelancer is surrounded and works with a multidisciplinary team

Far from being lonely and isolated people, independent

workers are organized, working together and defending

themselves.

In the work context, they can apply as a group for projects on

platforms such as Upwork (which keeps a record of their

collaboration) and are united in networks. On the creative

platform Etsy for example, the most active dealers are now

teaming up.

This team-working is also physical, for instance in co-working

spaces. When complimentary profiles are mixed, expertise and

multidisciplinary projects often result.

In politics, new unions are appearing and defending the

interests of those operators. In the USA as in Europe,

exchanges are growing.

Training & retention Corporate cultureCo-working space in San Francisco besides renting offices spaces per day, is putting

freelancers in touch on projects, offering training, managing health-insurance…


6_ Decentralized, the company is now an ecosystem

The companies’ needs are evolving, the yearnings of the

required talents too. Companies are less and less monolithic

structures but they have to learn how to seek talents from

where they lie and make them loyal.

With ultra-specialized freelancers and the outsourcing of

certain jobs, organizations are becoming ecosystems of

concentric circles and are gathering more projects as global

companies. Their activity is now gathering several circles

depending on the projects and the partners involved.

Naturally new elements are at stake around corporate culture,

knowledge management, confidentiality and other issues.

Recruitment Training & retention Corporate cultureExtracts from accounts on the website Upwork connecting

freelancers and companies.


7_ Data and algorithms, towards the ultra-quantification of labor

The companies’ needs are more and more assessed, analyzed

and maximized, sometimes automatically. The employee (or the

on-demand worker) is used on very precise time slots

sometimes defined by maximized algorithms (yield

management). Tools such as StaffJoy synchronize the needs for

companies and the flexibility of workers.

On these platforms, it is the same for the beginning and end of

contracts. A driver has bad reviews? He will not be warned by a

manager, instead he will be “deactivated” (as Sébastien Thrun

recalled on stage).

This over-maximization is criticized as a source of casualization

and instability for workers: more than 40% of such workers do

not know their schedule more than a week in advance.

Recruitment Training & retention Corporate cultureMap of the density of trips made by Uber drivers showing the catchment

areas to the minute.


8_ Education is not a stash but a flow

In-service training is a key-element in companies constantly

and rapidly changing and totally impacted with digital

technology.

The model “Studies-Work” seems to be ending for an

increasing part of jobs: individuals have to develop a training

culture throughout their lives and be aware that their job could

change instantly. They become their own training operators

and can be more involved with HR in their company.

Defended by entrepreneurs such as Sébastien Thrun; the

founder of Udacity (a platform of on-line courses dedicated to

IT), the concept of nanodegree (a one year training programme

in an operational technological field) can be an answer to the

automatization of certain tasks and aspects of one’s job.

The system of badges developed by LinkedIn was a precursor

of this trend.

Recruitment Training & retention Corporate culture


9_ Completed projects are becoming more important than diplomas

Recruiting is no longer based solely on higher education but

rather on the skills acquired in constantly evolving companies.

As Reid Hoffman, the co-founder of LinkedIn, explained, the

new signs of education have to be taken into account. For

example, boot-camps, accelerated training for people

interested in an operational update in a technological field.

Besides, new jobs are appearing when old ones are being

redefined with the automatization of certain tasks. LinkedIn is

offering an essential monitoring device to match skills and new

processes, and is associated with the foundation Markle but

also EdX (an on-line course platform) and Arizona State

University (famous for teaching innovation) to guide career

changes using the program Rework America Connected.

Recruitment Training & retention Corporate cultureSidlee has created an intensive training program: the boot camp.

It is also a relevant tool for recruiting.


10_ Increase work(er): technology is everywhere

As recalled by the McKinsey Global Institute, automatization

does not jeopardize jobs per se but a part of their tasks. It is

more about the increasing digitalization of these jobs rather

than just simplly automating.

Presented both as a partner (the ideal personal assistant for

instance) and as a set of tools, artificial intelligence makes work

efficient and gives more time for tasks with added value. It also

creates new jobs (like artificial intelligence trainer) on a smaller

scale.

Technology also includes physical tools such as the Daqri

helmet, one of the sponsors of the conference. It allows users

to add information with an augmented reality - answering to

increasing numbers of technical tasks.

Training & retention Corporate cultureInterface presenting the augmented vision of a viewer thanks

to the Daqri helmet.


3 WORK TRAILSAllowing for a smooth transition between digital

and HR.


RECRUITMENTand retention of the best.

1


CONTEXT

As the scale of work is changing and one can move from

position to a task bought on-line, companies can seek a precise

partnership instead of just a partner.

These expertise can be found on platforms that are

increasingly specific though less formal routes are accessible

to partners.

It is also possible to proceed gradually in the context of

recruitment and to look for the best talents by starting work

with them on short projects. In France, one can think about

Studyka which offers students concrete cases while evaluating

their capacity to manage projects and work as a team.

1


Recruitment & retention Concepts

The new “signals”

New forms of training are offered to applicants. Besides

MOOCs, boot camps (very operational intensive trainings) and

qualified training programmes are developed by companies

(such as Udacity and Google).

Working on platforms

Independent workers are not looking for full time and

permanent positions but can be hired on specialized platforms

such as Upwork. Multidisciplinary teams can be hired and

managed by such platforms.

Udacity offers qualified training and nanodegrees adapted to new digital jobs.


Recruitment & retention The operators setting up a new deal:

Some operators are taking part in this change:

HourlyNerd

Directly connected to graduates from forty of the best

business schools worldwide, this platform meets the issues of

market analysis at a global scale.

Managed by Q

Cette entreprise externalise entièrement la gestion des

bureaux, qui se pilote désormais d’une application.


Taking up challenges

1

SHORT-TERM CHALLENGES

What are the new needs in terms of skills linked to the

development of new jobs?

•  What are the recruitment standards for constantly evolving

positions, existing sometimes without prior education

training?

•  How to make “juniors” and “seniors” evolve together? (see

reverse monitoring)

TOMORROW’S CHALLENGES?

How to train flexible partners in the new ways of working

loyal?

•  How to be competitive regarding networks campaigning for

HR accountability (ex: Glassdoor)?

•  How to proceed to a “gradual recruitment” (and suggest a

shift from outsourcing to part-time recruitment)?

• 


“60% of CEOs say they can't find the talent they need. It's becoming a real issue for growth.”

Gary SWARTEntrepreneur, Venture Capitalist,

General Partner of Polaris Partners, ex-CEO of oDesk


TRAININGHow to change today’s companies

into tomorrow’s schools?

2


CONTEXT

In the world of disruption, it might be tempting to introduce

projects relating to digital technology so that companies can

show they can adapt to the market. Short-term technological

projects override soft skills, but the digital revolution is also

about habits and uses.

For companies, it is important to understand the changes of

their business sector, while handing partners the key-methods

to grasp this change easily.

For partners, it is important to go back and forth between their

company and their training. They need to have the capacity to

spot the signals of change and to be guided and improved.

2


In-house training Concepts

Lifelong Learning: Debates over the 21st century’s school are

questioning the place of school as a simple step in the learning

process of each citizen. Companies are taking over for

partners.

“Nano-degree”: used by Sébastien Thrun to define courses

offered on his platform, nanodegrees are an example of the

necessary connection between the business world and the

training world. It is certified and developed by professionals

guaranteeing students employability.

Companies are the new schools: according to a study by

PwC, the main reason to enter a company is training, learning

and experince.


In-house training Operators setting up a new deal:

Some operators are taking part in this change:

LinkedIn and the acquisition of Lynda

The American heavyweight company with more than 350

million resumes has the capacity of selecting the necessary

trainings to make a career evolve. A great tool for HR… or

which can be used by partners directly?

Stanford and its concept of Open Loop

Still under consideration, the great university of Stanford is

thinking about an open model connecting training to the

business world. Each student has 6 years to complete a degree.

Udacity for technical profiles

Created by potential employers and teachers, its training is

highly professional and is used as a way to pre-recruit.

Diagram showing the future degrees at Stanford University. The school becomes a place to develop long-term skills.


TAKING UP CHALLENGES


•  Do you have the metrics to evaluate your training

suitability?

•  Do you offer training that your employees are looking or

asking for?

•  How to develop part of your training with your partners

(peer-to-peer learning)?


•  How to create training programs inside your company

and use them as competitive benefits to attract talent?

•  The types of relationship to create between schools and

alternative training organizations?

•  How to encourage training for employees within the

company?

2


“Actual company values are the behaviors and skills that are valued in fellow employees”

Reed HastingsCEO of Netflix


CORPORATE CULTUREWhat type of companies’ project to associate

partners with?

3


CONTEXT

The different points which were discussed during this

conference show that corporate culture might be a key-issue

of these transformations.

From long-term compliance to companies, partners can start

short-term projects with them as well as with a new set of

partners:

•  How to handle the collaboration between long-term and

short-term employees?

•  How to keep a record of exchanges to use as wealth on

which companies can capitalize?

•  Types of tools required to have access to the knowledge

of companies?

•  How to keep track of tools they are using and the

information that is being developed?

•  What the relationship between confidentiality and

private life?

3


Corporate culture Predicting the employees’ expectations

There are multiple expectations at stake:

Decentralization

Companies are no longer a sole place of time, action and space.

The work sphere is more precisely defined in the presented

projects. Subsequently, how to make the smoothest

collaboration between the different parts of a project?

Reception

From the welcoming of one or several “temporary” partners,

the process of acculturation has to to be simple and

understandable. HR have a key-part to play in this sphere and

are guaranteeing the companies’ values.

Flexibility of tools

Performing tools are being developed to meet the stakes of

tomorrow’s jobs. The best way to avoid being overstepped is

not to dwell on the past and trust these opportunities.

Welcome pack given to new employees at Ogilvy. Corporate culture for freelancers is still an issue.


Corporate culture The operators setting up a new deal:

Some operators showing this search for simplification:

Communication – Slack

Acclaimed by startups, this tool for communication which aims

at replacing emails by more opened thematic conversations

has a direct impact on the knowledge of companies. It raises

issues regarding Knowledge Management.

Organization – Upwork

A platform that connects freelancers and offers a management

system for the people hired through the platform. One can

therefore communicate simply inside the organization and

keep a hand on the exchanges within the context of temporary

missions (short or long-term).

Slack allows in a simple manner the centralization of all the exchanges inside a company on the same space.


TAKING UP CHALLENGES


•  What type of documents would you hand to someone

coming for a one-month mission so that he/she can

understand your corporate culture?

•  How to arrange time to meet physically in order to

create new opportunities?

•  How to source the tools used by your partners and be

sure of their involvement?


•  How to use your corporate culture to attract/retain the

best talents?

•  How to transform each employee into a potential

recruitment consultant?

•  What sort of coaching for ambassador employees?

3

To make your corporate culture evolve


“Silicon Valley doesn't get that people and culture are even more important in big companies than small ones.”

Jeff ImmeltCEO of General Electric


ARE YOU READY?3 counseling programs to avoid missing the HR’s

digital change


Observing & identifying weak

signals

3 COUNSELING PROGRAMS OF CHANGES

Creating opportunities &

prototypes

Co-designing & leading

changes

Oeuil

HAIGO – FUTURE OF WORK HAIGO – FUTURE OF WORK

OBSERVING & IDENTIFYING WEAK SIGNALS An achievable benchmark

What ?

We are relying on an international network of experts

established directly in more than 10 countries allowing us to

issue 3 types of analysis:

1. Identifying rising uses

2. Actionable publications suited for your actual needs

3. Connecting with startups and innovating operators

Clients

AXA, HEC, Centre de Recherche Interdisciplinaire…


CREATING OPPORTUNITIES & PROTOTYPES 2-day immersive workshops

What ?

A 2-day full-time workshop to identify the HR issues of

your company, your opportunities, your strengths and

your weaknesses.

Goals:

1. Identifying the opportunities of change

2. Creating prototypes for the first solutions

3. Defining the roadmap to aim at the goals

Clients

Société Générale, Thales, Orange


CO-DESIGNING & LEADING CHANGES Personalized shaping

What ?

Our method is inspired by Design Thinking and relies on

10 years of expertise in extremely varied activity sectors.

Together we can define a dedicated team made of

employees and multidisciplinary innovative experts

(designer, developer, strategist, anthropologist, growth-

hacker…).

The team is working on short sprints allowing them to

create very fast testable prototypes and prepare these in

a couple of weeks.

Clients

Société Générale, AXA, Thales…


THE WRITERSof the report


Patrick MARUEJOULS

THE WRITERS OF THE REPORT

Strategy, Design & Training

Founder of haigo, specialist of design innovation and of the

influence of training on organizations. Speaker at HEC Paris,

Sorbonne University, l’Ecole 42…

Contact : [email protected]

Twitter : @maruejouls

Margaux PELENStrategy & Education

Specialist of edtechs and researcher on the impact of

technology on education (10 countries). Speaker at HEC

Paris and at the CRI.

Contact : [email protected]

Twitter : @mapelen


https://twitter.com/maruejouls


https://twitter.com/mapelen


Patrick MARUEJOULS

[email protected]

+33 (0) 675 488 013

We make good things happen !


future of work (english)

Recruiting & HR