workforce of 2020+ (hg whrc 15th feb2014)

IBM SmarterWorkforce

Re-invent work…..Revolutionize business………Build a Smarter Workforce

Himanshu GoyalCountry Manager – Smarter Workforce Solutions


What will be the work(er) of 2016 be like ?


Anecdote – of a Summer Trainee (Do I have to come to work every day ?)

IBM SmarterWorkforce5

The top 10 jobsthat will be in demand in 2016, did not exist in 2010

The “Millennial” generation, sometimes called “Generation Y”will make up half of the workforce worldwide. *The Global Student Study 2010, Institute of Business Value, IBM

IBM SmarterWorkforceCraigslist Screen shot taken on December 29, 2009


Interesting Oxymoron –

We have to prepare people for the jobs that don’t exist... using technologies that haven’t yet been invented... in order to solve problems we don’t even know !

If Content is King, then Context is

Queen.

IBM SmarterWorkforceWhat are the possibilities?


Setting the context

Nurture Basic Competency + Develop Right Skills =

Optimal Career

STRATEGY

IBM SmarterWorkforce11 IBM Career Education

STRATEGY Nurture Basic Competencies

observerQuality

OBSERVERQuality

doerEngineering

DOEREngineering

plannerManagement

PLANNERManagement


STRATEGY Develop Right skill…example of……Top IT Business skills in Demand…………..

Software Quality Management

Application Development using Java

Embedded Systems Development

IT Service Management

Business Analytics

Information Management

Enterprise Content Management

Business Process Management

IT Security

Social Software


STRATEGY Optimal Career (Sample)


GROWTH POTENTIAL

Engineering

ManagementQuality AnalystQuality Assurance Leader

VP - Quality Assurance

Senior Database ArchitectTechnical LeaderSolution ArchitectChief Programmer

Subject Matter Expert

Team LeaderProject Manager

Program Manager

CXOStartup-Specialist

EnterpriseArchitect

Service Delivery Officer

Risk AnalystBusiness Analyst

Compliance Officer

VP-OperationalExcellence

Head- ProcessTransformation

Quality


Anecdote – Job Definitions – how many you have now and how many can/will be

IBM SmarterWorkforceMeet Anne

IBM SmarterWorkforceLancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

Collaborative & networkedIndependentFacilitatedClassroomLearning style

Gen Y (Kitty)

1977 – 2000

Gen X (Chris)

1965 – 1976

Boomer

1946 - 1964

Traditionalist

1922 - 1945

Generation

Born between…

Part of my daily routineNecessarySets me backUnwiseJob changing

Unfathomable if not provided

Unable to work without itUnsureUncomfortableTechnology use

On demandWeekly / DailyOnce per yearNo news is good newsFeedback

PartnerCoachGet out of the wayCommand & controlLeadership styleTeam decidedTeam includedTeam informedSeeks ApprovalDecision-makingCollaborativeIndependentHorizontalHierarchicalProblem-solvingCollaborativeHub & SpokeGuardedTop downCommunication style

Continuous & expectedRequired to keep meToo much and I’ll leaveThe hard wayTraining

The difference in the Generations



Gen Y (Kitty)

1977 – 2000

Gen X (Chris)

1965 – 1976

Boomer

1946 - 1964

Traditionalist

1922 - 1945Generation

Born between…







Learning Styles



Gen Y (Kitty)

1977 – 2000

Gen X (Chris)

1965 – 1976

Boomer

1946 - 1964

Traditionalist

1922 - 1945Generation

Born between…







Generation Y


Source 1: 2012 IBM CEO study: Q24 “What do you see as the key sources of sustained economic value in your organization?”Source 2: SHRM Human Capital Benchmarking Database, 2011

Products / services innovationHuman capital

Customer relationshipsBrand(s)

Business model innovationTechnology

71%66%

52%43%

33%30%

Human capital is the leading cited source of economic value...

Today's environment requires CEOs to effectively leverage their people to create a competitive advantage

...but, CEOs face significant workforce challenges.

The average turnover in the U.S. is 15% per fiscal year.2

Total costs of replacement can reach 200% of an employee’s annual salary.2

Key sources of sustained economic value1


Core Competency

Broader Skills

Shirley Shmerling & Kaimei ZhengIsenberg School of ManagementUniversity of MassachusettsSeptember, 2009

Finance

Accounting

MarketingOperation

MgmtManagement

Sports MgmtHospitality

Mgmt

Internet Business & Technology

Internet Marketing

Information Mgmt in the New

Economy

System Analysis &

Design

Business Applications of

Computers

Business Information

Systems

Commerce(WebSphere Commerce)

Business Intelligence

(Congnos)

Social Networking

(Lotus Connections)

Business Process Modeling(DB2, Innov8)

Enterprise Mashups

(Mashup Center)

All of our actions, must help build skills for the future

Students must have skill depth and breadth to compete with success

IT skills must be integrated throughout their curriculum

A smarter planet needs smarter humans

T-shaped chart provided by


•Work is getting reinvented by the day

•Workers are always getting smarter

•Integration of the two will be the key….twain has to meet

Summary


Final Thoughts

When it comes to the future, there are three kinds of people

1.Those who make it happen

2.Those who let it happen, and

3.Those who wonder what happened…………

23


A smarter workforce is based on an agreed upon vision of corporate culture in order to share and create valueA Smarter Workforce ensures leaders and managers:• Understand their culture - now and in the future• Identify, attract and retain the best people• Develop employee skills based on cultural fit• Utilize analytics as core to their decision-making processes


Can you Guess the Smart work(er)

of tomorrow ?


But……….Please do not forget……….


Ideas? Questions ? Comments ?


thank you , Its been my pleasure

Himanshu GoyalCountry ManagerSocial Workforce Solutions

[email protected]

Enjoy the conference

Himgoyal

@himgoyal

workforce of 2020+ (hg whrc 15th feb2014)

Recruiting & HR