JWI 520 People Management Week11 summary, 9/12/12
Key changes in the way work will be conducted in the coming decade include:
(i) workplace is everywhere
Emerging mobile and social technologies will grow rapidly - those firms that are ON 24x7 and allow transparent collaboration will gain competitive advantage. Line separating work and life will blur further.
(ii) Tech-native Millenials will become a much larger part of the workforce
Technological changes will be embraced continually; Older generations will also become tech-savvier
(iii) Wireless internet access will grow in speed, bandwidth, ubiquity
Intelligent instruments will interconnect people like never before;
unforeseen new technologies will evolve.
(iv) Expect higher stress for employees
Rapid innovation and change will mean higher stress for employees and higher risk of burnout and turn over if workforce is not managed well
(v) Knowledge work will be all pervading
Best knowledge workers are inspired and energized when reacting to unexpected challenges and see opportunity to learn something new. Such employees go on a quest to solve tough problems and display a strong tendency to connect with others who can help solve problems.
(vi) Routine and highly structured work will be replaced by non-routine tasks
Tasks that require greater autonomy and critical thinking skills will dominate (Benko& Anderson, 2010)
(vii) New and critical competencies are required such as innovation and adaptability
Job descriptions grow more fluid and malleable; emphasis is on competencies rather than tasks. Best people enjoy lack of definition around their roles and what they can contribute (Benko & Anderson, 2010)
(viii) Workplace will be further atomized to extract maximum productivity as only the most efficient firms will survive
Evaluation and rewards will be based on results rather than face-time, output rather than hours. Results-only orientation will rise eg. Best Buy employees set their own work hours and locations to get the job done. Get paid for a chunk of work, not chunk of time (Ressler & Thompson, 2010).
(ix) Workforce is a corporate lattice rather than a corporate ladder
promotions means going up or to the side
(x) Productivity and engagement will rise but ways need to be found for turnover to fall
(xi) Real time collaborative teams and leadership is increasingly ad hoc
Will be always-on and diversity-intense
(xii) Diversity considerations become mission-critical
Diversity informs a deeper understanding of the customer along multiple dimensions: Gender, generation, culture, ethnic lines, geography, background, education, expertise, roles. Diversity of thoughts backgrounds experiences increases value of new products and services that result from collaboration (Benko & Anderson, 2010). Best to treat employees as individuals as it could be dangerous to generalize and miss subtleties.
(xiii) Career paths are non-linear
employees may need to down-shift their career temporarily to care for a child or a family member. Accomodating would be key to retain stars. Need to offer a variety of career options. Employees will advance at individualized pace, with development tailored to their interests, needs, goals (Benko & Anderson, 2010)
(xiv) Companies face talent war
Increasing pressures to retain top performers in a global, hyper-connected economy is a norm.
Fueling employees' passion is a key way companies can sustain intense performance improvement
(xv) Web2.0 tools broaden participation
Tools such as social network Facebook, microblogging Twitter and wikis broaden participation at organizations. They encourage participation in projects, idea-sharing, knowledge creation, less hierarchical information flows, collaboration across departmental silos, collaboration across external stakeholders eg customers, suppliers and partners. Bottomline is speedy and lower cost access to knowledge and internal experts.
(xvi) Innovations would also originate from worldwide entrepreneurs
Enterprising employees outside of a firm's central labs in the US will play a key role (eg. P&G)
(xvii) There will be more smart people outside the firm than within it
Need to aggressively create opportunities for people within firm to work with leading-edge talent outside it
(xviii) To be successful, help develop the careers of direct reports
Shape and adapt to whatever the future holds - make and drive your own performance and also performance of people who work for you
Dr DP
Key changes in the way work will be conducted in the coming decade include:
(i) workplace is everywhere
Emerging mobile and social technologies will grow rapidly - those firms that are ON 24x7 and allow transparent collaboration will gain competitive advantage. Line separating work and life will blur further.
(ii) Tech-native Millenials will become a much larger part of the workforce
Technological changes will be embraced continually; Older generations will also become tech-savvier
(iii) Wireless internet access will grow in speed, bandwidth, ubiquity
Intelligent instruments will interconnect people like never before;
unforeseen new technologies will evolve.
(iv) Expect higher stress for employees
Rapid innovation and change will mean higher stress for employees and higher risk of burnout and turn over if workforce is not managed well
(v) Knowledge work will be all pervading
Best knowledge workers are inspired and energized when reacting to unexpected challenges and see opportunity to learn something new. Such employees go on a quest to solve tough problems and display a strong tendency to connect with others who can help solve problems.
(vi) Routine and highly structured work will be replaced by non-routine tasks
Tasks that require greater autonomy and critical thinking skills will dominate (Benko& Anderson, 2010)
(vii) New and critical competencies are required such as innovation and adaptability
Job descriptions grow more fluid and malleable; emphasis is on competencies rather than tasks. Best people enjoy lack of definition around their roles and what they can contribute (Benko & Anderson, 2010)
(viii) Workplace will be further atomized to extract maximum productivity as only the most efficient firms will survive
Evaluation and rewards will be based on results rather than face-time, output rather than hours. Results-only orientation will rise eg. Best Buy employees set their own work hours and locations to get the job done. Get paid for a chunk of work, not chunk of time (Ressler & Thompson, 2010).
(ix) Workforce is a corporate lattice rather than a corporate ladder
promotions means going up or to the side
(x) Productivity and engagement will rise but ways need to be found for turnover to fall
(xi) Real time collaborative teams and leadership is increasingly ad hoc
Will be always-on and diversity-intense
(xii) Diversity considerations become mission-critical
Diversity informs a deeper understanding of the customer along multiple dimensions: Gender, generation, culture, ethnic lines, geography, background, education, expertise, roles. Diversity of thoughts backgrounds experiences increases value of new products and services that result from collaboration (Benko & Anderson, 2010). Best to treat employees as individuals as it could be dangerous to generalize and miss subtleties.
(xiii) Career paths are non-linear
employees may need to down-shift their career temporarily to care for a child or a family member. Accomodating would be key to retain stars. Need to offer a variety of career options. Employees will advance at individualized pace, with development tailored to their interests, needs, goals (Benko & Anderson, 2010)
(xiv) Companies face talent war
Increasing pressures to retain top performers in a global, hyper-connected economy is a norm.
Fueling employees' passion is a key way companies can sustain intense performance improvement
(xv) Web2.0 tools broaden participation
Tools such as social network Facebook, microblogging Twitter and wikis broaden participation at organizations. They encourage participation in projects, idea-sharing, knowledge creation, less hierarchical information flows, collaboration across departmental silos, collaboration across external stakeholders eg customers, suppliers and partners. Bottomline is speedy and lower cost access to knowledge and internal experts.
(xvi) Innovations would also originate from worldwide entrepreneurs
Enterprising employees outside of a firm's central labs in the US will play a key role (eg. P&G)
(xvii) There will be more smart people outside the firm than within it
Need to aggressively create opportunities for people within firm to work with leading-edge talent outside it
(xviii) To be successful, help develop the careers of direct reports
Shape and adapt to whatever the future holds - make and drive your own performance and also performance of people who work for you
Dr DP
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