Transcript Technology Talent – Towards a New Paradigm

Technology & Talent:
Towards A New Paradigm
John Cooksey
General Manager, HR & Employment Services
OVERVIEW
 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
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
Workforce Strategies In a Global Financial Crisis
John Cooksey (GM HR Consulting) | Drake International
Technology & Talent: Towards A New Paradigm
IMPACT OF THE GLOBAL FINANCIAL CRISIS
Technology & Talent: Towards A New Paradigm
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?
Technology & Talent: Towards A New Paradigm
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?
Technology & Talent: Towards A New Paradigm
Technology & Talent: Towards A New Paradigm
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
Technology & Talent: Towards A New Paradigm
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
Technology & Talent: Towards A New Paradigm
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
Technology & Talent: Towards A New Paradigm
Influence of “Web 2.0”
 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.
Technology & Talent: Towards A New Paradigm
A NEW PARADIGM
Information
Architect
Portal Manager
Knowledge
Manager
Digital Marketing
Business
Analyst
Client Services
Manager
Content Manager
Technology & Talent: Towards A New Paradigm
A VISION FOR THE WORKFORCE
Can They Do The Job?
Will They Do The Job?
Will They Fit Your Team/Organisation?
Technology & Talent: Towards A New Paradigm
A Vision for the Workforce
 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:
• 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
Technology & Talent: Towards A New Paradigm
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
Technology & Talent: Towards A New Paradigm