Technology & Talent: Towards A New Paradigm John Cooksey General Manager, HR & Employment Services

Technology & Talent:Towards A New Paradigm

John CookseyGeneral Manager, HR & Employment Services

Impact of the Global Financial Crisis

Changing Nature of Work

Influence of Web 2.0

A New Paradigm

A Vision for the Workforce

Where to Next?

Technology & Talent: Towards A New Paradigm

OVERVIEW

Workforce Strategies In a Global Financial CrisisJohn Cooksey (GM HR Consulting) | Drake International

IMPACT OF THE GLOBAL FINANCIAL CRISIS

Voluntary turnover up to 50% above normal following the change

50% of companies that downsized then hired replacements

Large movement toward use of part-time or contingent workforce

Current economic situation to feature a jobless recovery


IMPACT OF THE GLOBAL FINANCIAL CRISIS


CHALLENGES FOR ORGANISATIONS

To be more strategic and provide deeper insights

Maximise workforce flexibility to minimise risk

Maximise commitment/performance of workforce

Resilience is a differentiator

Required to be nimble and responsive in any economy

How will individuals, leaders and organisations contribute?


WORKFORCE STRATEGY – MORE QUESTIONS THAN ANSWERS

1. An asset to be developed or a cost to be minimised?

2. Is there a consistent way of categorising or segmenting your workforce?

3. Should you ‘make’ (i.e. develop people in-house) or ‘buy’ (outsource or acquire skills ready made from the market)?

4. Do you really know which are the critical roles in your organisation?

5. Does a ‘one size fit all’ approach apply to your people management, HR policies & practices?

6. Are valid and reliable people measures and reporting in place?

7. Are business and workforce strategies aligned?



Changing Nature of Work

Peter Drucker several decades ago was the first to identify productivity of knowledge workers as a significant management challenge

Since that time jobs which require transactions such as exchanging information, products and services have come to dominate economic activity in developed countries


In Thinking for a Living Tom Davenport states knowledge works “have high degrees of expertise, education, or experience and the primary purpose of their jobs involves the creation, distribution, or application of knowledge.”

Consulting firm Mercer defines knowledge workers in terms of both the breadth of their knowledge and the degree of innovation required of them

The Long Term


Bureau of Labour Statistics (USA) projection to 2016, confirms a long term shift from goods-producing to service-producing employment

Sectors predicted to grow include education and health services; professional and business services; leisure and hospitality; transportation and utilities; finance; government and information

Almost three quarters of job growth will come from three occupations:

• computer and mathematics occupations• healthcare practitioners and technical occupations• education, training and library occupations

Where are the Biggest Gaps Currently?


According to a 2009 skills gaps poll by American Society of Training & Development, organisations have experienced skills gaps in:

• leadership and executive• professional or industry specific• managerial or supervisory• communications • technical, IT and systems• sales and stakeholder engagement• process and project management

Longitudinal studies of job advertisements have found that traditional roles were becoming less frequent

Most highly ranked characteristics were broader information management skills including:


• understanding the interplay between information and business needs• user analysis for digital media• information design, including classification• applying legislation and governance requirements

Three generations in the workforce born between 1946 and 1997, with a fourth to start their careers in a few years. The majority born after the launch of the internet in 1962 and strong exposure to computers and digital media.

Influence of “Web 2.0”

A NEW PARADIGM

KnowledgeManager

Digital Marketing

Content Manager

Portal ManagerInformation Architect


BusinessAnalyst

Client ServicesManager

A VISION FOR THE WORKFORCE

Can They Do The Job?

Will They Do The Job?

Will They Fit Your Team/Organisation?


Short term fixes are not enough to drive growth and innovation Critical challenge is to address skills gaps in ways that improve organisational

effectiveness and contribute to long term success


Ensuring a highly skilled workforce takes a commitment from many players:

A Vision for the Workforce

• leaders in the public and private sectors • education community• workforce learning and development professionals

Additional skills needed for sustained high performance in knowledge economy:• Adaptability• Innovative thinking and action• Personal responsibility for learning

Where to next for organisations and HR….

• Ensure organisational alignment & effectiveness

• Enhance employee engagement

• Upgrade staff skills

• Build the employer brand towards employer of choice

• Establish appropriate workforce plans to cope with potential skills shortages


Documents

Technology & Talent: Towards A New Paradigm John Cooksey General Manager, HR & Employment Services