the “new norms” of the future global workforce t · 2019-10-02 · a multigenerational...
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t
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THE “NEW NORMS” OF THE FUTURE GLOBAL WORKFORCE
Johnny C. Taylor, Jr.
7
© 2019 SHRM. All Rights Reserved
TALENT
TIMESPAN
WORK DEMANDS WE BE HERE
TOOLS
STRENGTH + SPEED
CREATIVITY, AGILITY +
ADAPTABILITY
ACQUIRED KNOWLEDGE
+ SKILL
EFFICIENCY + OPTIMIZATION
KNOW HOW + STAMINA
MILLIONS DECADESCENTURIESMILLENNIUMS
AGRICULTURAL ERA
INDUSTRIALERA
INFORMATION ERA
AUGMENTED ERA
LABOR EFFICIENCY
LABOR AUGMENTATION
LABOR REPLACEMENT
COGNITIVE REDUCTION
COGNITIVE AUGMENTATION
Concept of Augmented Era © Jeff Kowalski, CTO Autodesk
MENTAL MODELS ARE HERE
NEW NORM #1:“THE TALENTED” DEFINED VERY DIFFERENTLY
HUNTER –GATHER ERA
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VELOCITY OF
CHANGE
TIME
STEAM ENGINE
COMBUSTIONENGINE +
ELECTRICITY
MOBILE
INTERNET
INTERNET OF THINGS
ARTIFICIAL INTELLIGENCE + AUTONOMOUS VEHICLES
SINGULARITY = HYBRID HUMAN + MACHINE
1750 1850 1950 2050
PARADIGMSHIFTS
LIFEEXPECTANCY 37 40 69 90
TELEPHONE +
TELEVISION
© Chris Shipley + Heather McGowan
NEW NORM #2:LIVING LONGER + CHANGING FASTER
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NEW NORM #3:VUCA
VOLATILITY UNCERTAINTY AMBIGUITY COMPLEXITY
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Problem
COMPLICATED
Problem
COMPLEX
The World of Work Required Learning A Skill or Expertise with a Discrete
Disciplinary Focus
The World of Work Requires Constant Learning, Adaptation, Sense-making, Interdisciplinarity As
Norm
YESTERDAY TODAY
COMPLICATED VS. COMPLEX
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NEW NORM #4: A MULTIGENERATIONAL WORKFORCE
TRADITIONALISTS(1928-1945)
BABY BOOMERS(1946-1964)
GEN X(1965-1980)
MILLENNIALS(1981-1996)
GEN Z(1997-present)
One Employer for LifeUnionized Perspective~1% of Workforce
Career BuildersFocused on Family6% of Workforce
Corporate ClimbersFocused on Spending PowerDriven to Succeed35% of Workforce
EntrepreneursCorporate TransparencySocietal “Change Engines”33% of Workforce
Born DigitalConsumers of Work CultureGIG-OrientedFiscally Tight25% of Workforce
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NEW NORM #5: THE EMPLOYEE ACTIVIST
Increasingly, Employees expect their Company to speak up on non-work issues
20TH CENTURY
21ST CENTURY
Collective Labor Movements
CollectiveIndividual Activism
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Laloux’s Organizational Levels
48
Model Key BreakthroughsTEALEvolutionary
Self Management, Wholeness, Evolutionary Purpose
GREENCulture Driven Organizations
Empowerment, Value Driven Culture, Stakeholder Model
ORANGELarge Corporations, Charter Schools
Innovation, Accountability, Meritocracy
AMBERGovernments, Churches, Public Schools
Formal Roles, Hierarchies, Processes
REDGangs, Mafias, Mercenaries
Division of Labor, Command Authority
Laloux Model from Reinventing Organizations, Image from Philippe Bailleur
TEALEvolutionary
GREENCulture Driven Organizations
ORANGELarge Corporation, Charter Schools
AMBERGovernments, Churches, Public Schools
REDGangs, Mafias, Mercenaries
Model/Examples Cultural CharacteristicsSelf Management, Wholeness, Evolutionary Purpose
Empowerment, Value Driven Culture, Stakeholder Model
Innovation, Accountability, Meritocracy
Formal Roles, Hierarchies, Processes
Division of Labor, Command Authority
Laloux’s Organizational Levels
48
Model Key BreakthroughsTEALEvolutionary
Self Management, Wholeness, Evolutionary Purpose
GREENCulture Driven Organizations
Empowerment, Value Driven Culture, Stakeholder Model
ORANGELarge Corporations, Charter Schools
Innovation, Accountability, Meritocracy
AMBERGovernments, Churches, Public Schools
Formal Roles, Hierarchies, Processes
REDGangs, Mafias, Mercenaries
Division of Labor, Command Authority
Laloux Model from Reinventing Organizations, Image from Philippe Bailleur
NEW NORM #6: CULTURE IS EVERYTHING
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I&D is replacing D&I
Organizations lacking effective inclusion are ten times more likely to disappear within the next five years.
NEW NORM #7: DIVERSITY IS A GIVEN… INCLUSION IS A MUST
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N
E
S
W
ü Opportunities to Apply Skillsü Compensationü Job Securityü Relationship with Supervisorü Cultureü Purpose
MAKING THE LUBRICANT INDUSTRY ATTRACTIVE
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@JohnnyCTaylorJr @JohnnyCTaylorJr