Transcript Slide 1

Future employees and future
work
Ivo Eesmaa
28.06.2012
Nelijärve
Education – for life!
Education is a man’s preparedness to
• live
• to work
• to learn
• and to develope
as a member of the society and a uppholder
of the civilization.
This preparedness can be based only on the
cultural identity.
Culture
The culture is an aggregated whole of the
mankind’s achievements from
 philosophy
 knowledge
 creation
 religions
 taboos
 values
 ways of living etc.
The culture is with the social origin, it means it is
the result of the human action. The man is living
in the culture and at the same time constantly
creates it.
Society and education
 Education cannot exist outside the society,
beyond the social and cultural environment.
 The content of the education is always based
on the cultural environment
 Society always has expectations to education.
And these expectations should be taken into
account if we don’t want to build up ”the
system in itself”.
Education in dynamic
???
28.06.1992
28.06.2012
28.06.2002
28.06.2022
Seven trends that will shape the future availability of skilled workforce
2
3
Longevity
1
Knowledge
economy
The impact of
globalization
Estonia
7
Economic
growth in
Asia
6
Region and world
Internationalization of
the higher education
New
technologies
Social
stratification and
urbanization
5
Imre Mürk, Estonian Development Fund
www.arengufond.ee
4
SIX DRIVERS OF CHANGE
1
Extreme
longevity
Increasing global lifespans
change the nature of
careers and learning
2
Rise of smart
machines and
systems
Workplace automation nudges human workers
out of rote and repetitive tasks, automated
systems will replace humans, freeing us up to do
the things we are good at and actually enjoy.
http://www.youtube.com/watch?v=DrC_1HCKvuA&feature=related
3
Computational
world
Massive increases in sensors and
processing power make the world
a programmable system
SIX DRIVERS OF CHANGE
4
New media
ecology
New communication
tools require new media
literacies beyond text
6
Globally connected
world
5
Superstructed
organizations s
Social technologies drive new
forms of production and value
creation
Increased global interconnectivity
puts diversity and adaptability at the
center of organizational operations
TEN SKILLS
FOR THE FUTURE WORKFORCE
•
Sense-making - ability to determine the deeper meaning or significance of
what is being expressed
– As smart machines take over rote, routine manufacturing and services
jobs, there will be an increasing demand for the kinds of skills machines
are not good at.
– These are higher level thinking skills that cannot be codified. We call
these sense-making skills, skills that help us create unique insights critical
to decision making.
• Social intelligence - ability to connect to others in a deep and
direct way, to sense and stimulate reactions and desired interactions
– Socially intelligent employees are able to quickly assess the emotions of
those around them and adapt their words, tone and gestures accordingly.
– This has always been a key skill for workers who need to collaborate and
build relationships of trust, but it is even more important as we are called
on to collaborate with larger groups of people in different settings.
TEN SKILLS
FOR THE FUTURE WORKFORCE
•
Novel & adaptive thinking - proficiency at thinking and coming up with solutions and
responses beyond that which is rote or rule-based
Job opportunities
– are declining in middle-skill white-collar and blue-collar jobs, largely due to a
combination of the automation of routine work, and global offshoring.
– are increasingly concentrated in both highskill, high-wage professional, technical
and management occupations and in low-skill, low-wage occupations such as food
service and personal care.
– Jobs at the high-skill end involve abstract tasks, and at the low-skill end, manual
tasks.
• Social intelligence - ability to connect to others in a deep and
direct way, to sense and stimulate reactions and desired interactions
– Socially intelligent employees are able to quickly assess the
emotions of those around them and adapt their words,
tone and gestures accordingly.
– This has always been a key skill for workers who need to
collaborate and build relationships of trust, but it is even
more important as we are called on to collaborate with
larger groups of people in different settings.
TEN SKILLS
FOR THE FUTURE WORKFORCE
• Computational thinking - ability to translate vast amounts of
data into abstract concepts and to understand data-based
reasoning
– As the amount of data that we have at our disposal increases
exponentally, many more roles will require computational thinking
skills in order to make sense of this information.
– Valuing Microsoft Office suites using kills will shift out statistical
analysis and quantitative reasoning skills.
– Workers must remain able to act in the absence of data and not
become paralyzed when lacking an algorithm for every system to
guide decision making.
TEN SKILLS
FOR THE FUTURE WORKFORCE
• New media literacy - ability to critically assess and develop
content that uses new media forms, and to leverage these
media for persuasive communication
needed workers are to be
– Fluent in forms such as video, able to critically “read” and assess them
in the same way that they currently assess a paper or presentation.
– They will also need to be comfortable creating and presenting their
own visual information.
– As visually stimulating presentation of information becomes the norm,
workers will need more sophisticated skills to use these tools to
engage and persuade their audiences.
TEN SKILLS
FOR THE FUTURE WORKFORCE
• Transdisciplinarity - literacy in and ability to understand concepts
across multiple disciplines
The ideal worker of the next decade is “T-shaped”—they
– bring deep understanding of at least one field,
– but have the capacity to converse in the language of a broader range
of disciplines.
– this requires a sense of curiosity and a willingness
to go on learning far beyond the years of formal education.
• Design mindset - ability to represent and develop tasks
and work processes for desired outcomes
• Workers of the future will need to become adept at recognizing the kind of
thinking that different tasks require, and making adjustments to their
work environments that enhance their ability to accomplish these tasks.
TEN SKILLS
FOR THE FUTURE WORKFORCE
• Cognitive load management - ability to discriminate and filter
information for importance, and to understand how to maximize
cognitive functioning using a variety of tools and techniques
– The next generation of workers will have to develop their own
techniques for tackling the problem of cognitive overload.
– Workers will also need to become adept at utilizing new tools to help
them deal with the information onslaught.
• Virtual collaboration - ability to represent and develop tasks
and work processes for desired outcomes
•
•
Connective technologies make it easier than ever to work, share ideas and be
productive despite physical separation. But the virtual work environment also
demands a new set of competencies.
Members of virtual teams also need to become adept at finding environments that
promote productivity and wellbeing. A community that offers “ambient sociability”
can help overcome isolation that comes from lack of access to a central, social
workplace. This could be a physical coworking space, but it could also be virtual.
Millennial generation is going to replace the
retired baby boom generation
•They are: with
technological uptake,
confident, cooperative,
eager, enterprising, green
minded and socially
tolerant.
•They themselves consider
their most important
difference compared to
older generations of digital
lifestyle.
Generation X
Millennials
Born 1965-1976 51 million
Born 1977 – 1998 75 million
Accept diversity
Pragmatic/practical
Self-reliant/individualistic
Reject rules
Killer life
Mistrust institutions
PC
Use technology
Multitask
Latch-key kids
Friend-not family
Mentoring Do’s
Celebrate diversity
Optimistic/realistic
Self-inventive/individualistic
Rewrite the rules
Killer lifestyle
Irrelevance of institutions
Internet
Assume technology
Multitask fast
Nurtured
Friends = family
Mentoring Do’s
· Casual, friendly work environment
· Structured, supportive work environment
· Involvement
· Flexibility and freedom
· A place to learn
· Personalized work
· Interactive relationship
· Be prepared for demands, high expectations
Generation X and The Millennials: What You Need to Know About Mentoring the New Generations
by Diane Thielfoldt and Devon Scheef
August 2004
The millenial generation will define the
work culture of the 21st century
• The millennial generation will shape the world of work
for years to come.
• Their career aspirations, attitudes about work, and
knowledge of new technologies will define the culture
of the 21st century workplace.
• In late 2011, PwC surveyed a total of 4,364 university
graduates about their expectations of work
• Graduates from across 75 countries took part in the
study between 31 August and 7 October 2011.
http://www.pwc.com/gx/en/managing-tomorrows-people/future-ofwork/millennials-survey.jhtml
The millennials career expectations
(Four major facts PwC survey)
• Meaningful work. Work does not have them where to go, but the thing to
do. Today's young people want to do something with a purpose and
values ​which they themselves share. They want to be proud of their
employer.
• Loyalty to the employer. Almost 80% of young people feel loyal to their
employer. A quarter of young people planning to change jobs during the
year, it will not increase the proportion of twenty years. It also takes three
quarters of young people that they can be 2-5 lifetime employer
• Flexibility in working life. Young people want the flexibility, as often
claimed. But they did not expect to get it - 66% of young people thought
that their time in the future is largely regular.
• Global Mobility. Many young people are part of the student years spent
abroad. They expect global opportunities for employers. 80% want to work
abroad for some time, and the majority believes that the use of foreign
languages ​at work.
The millenials – myths and reality
Allikas: http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml
Strategy+business issue 66: Five Millennial Myths
PwC survey 2011: Recruiting and managing the
millennial generation. Key findings.
•
Loyalty
– In 2008, 75% expected to have between two and five employers in their lifetime but in this
survey the proportion has fallen to 54%.
– Over a quarter now expect to have six employers or more, compared with just 10% in 2008.
•
A time of compromise
– Tough times have forced many millennials to make compromises when finding a job – 72% feel
they made some sort of trade-off to get into work. Voluntary turnover is almost certain to
increase as economic conditions improve. 38% of millennials who are currently working said
they were actively looking for a different role and 43% said they were open to offers. Only
18% expect to stay with their current employer for the long term.
•
Development and work/life balance are more important than financial
reward
– This generation are committed to their personal learning and development and this
remains the most essential benefit they want from employers. In second place they
want flexible working hours. Cash bonuses come in at a surprising third place.
PwC survey 2011: Recruiting and managing the
millennial generation. Key findings.
• Work/life balance and diversity promises are not being kept
– Millennials are looking for a good work/life balance and strong diversity
policies but feel that their employers have failed to deliver on their
expectations. 28% said that the work/life balance was worse than they had
expected before joining, and over half said that while companies talk about
diversity, they did not feel that opportunities were equal for all.
• A techno generation avoiding face time
– With technology dominating every aspect of their lives, it is perhaps not
surprising that 41% say they prefer to communicate electronically at work
than face to face or even over the telephone. They routinely make use of
their own technology at work and three-quarters believe that access to
technology makes them more effective at work. However, technology is often
a catalyst for intergenerational conflict in the workplace and many millennials
feel held back by rigid or outdated working styles.
What can employers do?
• Understand them - It’s particularly important to understand and address
generational differences and tensions. Think about this in the context of
your Talent Strategy and Strategic People Plan.
• Get the ‘deal’ right - It’s important for employers to explain what they are
offering a potential employee, but also what they expect in return. Think
creatively about reward strategies and what motivates millennials.
• Help them grow Challenge them to come up with new ways to streamline
processes and to exercise creativity. Millennials have a strong desire to
work overseas and this is a rich potential resource for organisations
focused on global growth. Less desirable locations could be positioned as
an important career path milestone. Every opportunity should also be
taken to mix teams generationally.
What can employers do?
• Let them know how they're doing - Millennials want and value frequent
feedback. Unlike the past where people received annual reviews,
millennials want to know how they're doing much more regularly. Give
them honest feedback in real time — and highlight positive contributions
or improvements on key competencies.
• Set them free - Millennials want flexibility. They work well with clear
instructions and concrete targets. Give them the freedom to have a
flexible work schedule. Does it matter if they work from home or a coffee
shop or wherever if that’s where they are most productive? Set deadlines
and if they meet them, don't worry so much about their tactics and the
time they clock in and out.
• Let them learn - Millennials want to experience as much training as
possible. If your organisation is more focused on developing high
potentials, or more senior people, then you could risk losing future talent
if you fail to engage millennials with development opportunities.
What can employers do?
• Let them advance faster: Millennials value results over tenure and are
sometimes frustrated with the amount of time it takes to work up the
career ladder. Career progression is the top priority for millennials who
expect to rise rapidly through the organisation. 52% said this was the main
attraction in an employer, coming ahead of to competitive salaries in
second place (44%). A relatively simple solution, such as adding more
levels, grades or other ‘badges’, could be enough to meet their
expectations.
• Expect them to go: It’s inevitable that the rate of churn among millennials
will be higher than among other generations, especially since many have
made compromises in finding their first job, and this should be built into
your plans.
What can employers do?
• Wanderlust: Millennials have a strong appetite for working overseas and
71% expect and want to do an overseas assignment during their career.
This is great news for many employers looking for global growth. However,
the bad news is that millennials are attracted to destinations like the US,
UK and Australia at the top of their wish list, and only 11% were willing to
work in India and 2% in mainland China. Despite this, over half said they
would be willing to work in a less developed country to further their
career.
• Generational tensions: Millennials say they are comfortable working with
older generations and value mentors in particular. But there are signs of
tensions, with 38% saying that older senior management do not relate to
younger workers, and 34% saying that their personal drive was
intimidating to other generations. And almost half felt that their managers
did not always understand the way they use technology at work.
• All in all, individuals must be ready for
constant changes,which in turn, means
constant learning. In other words, there is
no reasonable alternative to lifelong
learning, at least in a society where progress
is a value.
It is impossible to send all
citizens back to school.
Thus, the preparedness can
be created mainly through
non-formal adult training
activity.