Tomorrow’s Teamwork, Today’s Organisations

1. Tomorrow’s Teamwork, Today’s Organisations Innovation in people management can effect a step change in productivity

2. Welcome Dr Karen Janman Associate Director, The Work Foundation

3. Programme 16.10 The Role of Human Resources in the new workplace John Philpott, Chief Economist, CIPD 16.35 Building a Winning Team Matthew Pinsent, three times Olympic Gold Medal Winner 17.00 Refreshment Break 17.20 The Impact of Collaboration Technology Steve Harvey, Director of People & Culture, Microsoft 17.45 The Out of Office Experience Dr Carsten Sørensen, London School of Economics 18.10 Panel Debate, chaired by Steve Crabb Editor,People Management Magazine 18.50 Networking with Wine and Canapés

4. John PhilpottChief Economist Chartered Institute of Personnel and Development The Role of HR in theNew Workplace

5. Overview • The new workplace: ongoing trends • The emerging organisation • The role of HR

6. The new workplace: supply trends • By 2010 only 20% of UK workforce white, able bodied males <45 • 1.3 million fewer workers aged 25-35 • Net immigration 130,000 per annum (10% workforce ethnic minority) • 80% of workforce growth (exc. immigrants) female

7. The new workplace: demand shift • Manufacturing falls to 14 per cent of total employment – with related drop in manual employment (skilled and unskilled) • Rise in service jobs – though process jobs now being lost • Mostly private sector services – but now public sector jobs resurgence

8. The new workplace: demand outlook • Growth in business, consumer and public service jobs, manufacturing continues to lose jobs • Most new jobs part-time, women main beneficiaries, self employment stable • More jobs: management, professional, technical; personal services and sales • Fewer jobs: admin, secretarial; skilled manual; unskilled manual

9. The new workplace: what it looks like • More white collar workplaces • More feminised workplaces • More IT intensive workplaces • More varied hours patterns • More small workplaces • More customer interface

10. The new workplace: what it feels like • Changing psychological contract – ‘new deal’ • Varied psychological contract/’’I-deal’ to the fore • Skills, knowledge and ‘nous’ key • Reward complexity – spread and total reward • Positive and negative stress • Mix of control and autonomy

11. The emerging organisation: key features • Increased heterogeneity • Common emphasis on a ‘good deal’ to customers/clients – though not necessarily always ‘quality’ • Strong emphasis on use, transfer and sharing of knowledge – ‘all knowledge workers now’ • People engagement of critical importance

12. Architecture (management of values and systems) • Clear vision/strong values • Customer/client focus • Continual product/process innovation • Flat goal-oriented management structures Relationships (management and development of social capital) • Leadership at every level of the organisation • Empowerment – scope for discretionary behaviour • Trust • Strong two-way communication, involvement and ‘voice’ • Practice (management and development of human capital) • Multi-skilled work teams with a degree of autonomy • Regular appraisal and performance feedback • Goal oriented performance related pay • Ongoing work-related investment in people at every level

13. The role of HR • HR practice key to successful APR • HR vital to successful reorganisation • HR as partner to board, line managers and employees • Importance of project groups and teams • Assessment of line managers skills and need for training • Ongoing communication a must

14. The role of HR: up to the job? • ‘HR an administrative necessity but interfering, faddish and lacking hard business acumen’ • Still some truth – not helped by regulation • Injection of talent and increased professionalism • Changing role – from admin to strategy • Helped by human capital reporting?

15. The role of HR: positive signs – bright future? • Widespread switch from numerical to ‘intelligent flexibility’ • Work in formally designated teams on increase in 1 in 3 workplaces – 40% of workplaces have self-directed teams • Job enrichment in 50% of workplaces – plus increased training • 2/3 of workplaces offer internal career paths, beyond management level • 40% of larger workplaces adopt HPW strategies, strong team emphasis

16. Tomorrow’s Teamwork, Today’s Organisations Innovation in people management can effect a step change in productivity

17. Matthew Pinsentthree times Olympic Gold Medal Winner Building a Winning Team

18. Tomorrow’s Teamwork, Today’s Organisations Innovation in people management can effect a step change in productivity

19. Steve HarveyDirector of People & Culture Microsoft The Impact of Collaboration Technology – at Microsoft and Beyond

20. “Enable people and businesses throughout the world to realise their full potential” Microsoft’s Company Mission

21. Picture of perfection Microsoft is the UK IT employer of choice, where people have the opportunity to do what they do best every day, When a head-hunter calls, our people answer “why would I want to work anywhere else?” and even if they tried to leave their families would stop them 

22. People & Culture mission “To be the employer of choice in the IT sector in the UK for those we want to hire”

23. People & Culture Strategy “Create the environment where great people can do their best work, and be on a path to realise their full potential”

24. Environment • Physical • Latest technology, great workspace, etc… • State of the art office accommodation • Very few physical barriers to communication and decision making • Emotional • Well being centre, Employee Assistance Programme, external & internal mentors, Childcare centre • Family friendly culture • Diversity aware and supportive • Intellectual • Values based environment - Open, trusting environment, where ideas can flourish • Where great minds can work together and share ideas, thoughts, concepts and plans • Use technology to take people out of processes

25. The Climate Is ShiftingSerious new challenges for your organization Business Climate • Economic recovery slower than expected • Business Process More Complex • Pace of change accelerating • Global competitiveness increasing Technology Climate • Security and Privacy • XML to connect business information • Proliferation of info devices • New collaborative tools

26. You Have A Business To Run… • Your Focus is on Growth… • Market forces • Customers • Financial objectives • Competition • Staffing issues • Daily decisions • Staying in touch

27. Benefits of enabling Team Collaboration • Reduces Project Cycle Times By 34% • Reduces Number Of Meetings By 35% • Lower Travel Expenses By 37% • Increases Productivity By About 4%

28. Better Communication Alerts, Surveys Outlook Integration IM and Web Meetings for Rich Collaboration Pls join the staff web meeting now! Web Conference to Communicate

29. Better Business Processes Built-in Document Management features - securely Integrate workflow with Infopath Sales Reports Integrate with Project Management

30. Integrated Into Everyday Tools Built-in Office Integration Workspace Integration Instant Messaging Integration Rights Management Integration

31. So that’s the real challenge….

32. Tomorrow’s Teamwork, Today’s Organisations Innovation in people management can effect a step change in productivity

33. Dr Carsten SørensenLondon School of EconomicsDepartment of Information Systemsc.sorensen@lse.ac.ukhttp://mobility.is.lse.ac.uk/ The “Out Of Office” Experience

34. Office factories Information assembly lines

35. Cubicles for flexible interaction cubicles.com

36. The more we are together!

37. Declining cost of communication Small & Independent Large & Centralised Large & Decentralised Societies Bands Kingdoms Democracies Small Businesses Corporate hierarchies Networks Businesses (customer) (farm) (factory)

38. 1998 Palm Psion 5c HP NokiaCommunicator Lovegetty Gameboy Cassiopeia Nokia 6150

39. 2004 Vaio Earthmate iPod Hiptop SPV Nokia 3G xda 2 Blackberry Gameboy Media Center WiFi TabletPC Fossil iPaq

40. Applications&infrastructures Mobility Take it with you! Applications Infrastructure Convergence MassScale PC + TV + Telephone We all have one

41. Mobile and embedded technologies High Mobile Computing Ubiquitous Computing Laptop/PDA Mobile Phone? Mobility Traditional Computing Pervasive Computing Low Washing machine Desktop PC Low Embeddedness High

42. Our Mann in Toronto wearcam.org 1980 1990 2004 2000 Organisational embeddedness easier than physical embeddedness (e.g. Kevin Warwick)

43. Mobile working • Homework • Tele-work • Remote work • Mobile work • Commuting • Traveling sales person • Project-working • Small Office Home Office (SOHO)

44. Offices in the wild

45. Out-of-office work • 52 million business mobile phones in Europe 2003 • Estimated £5.5 billion business spend on mobile services in 2008 • IDC predicts 100 million mobile workers in Western Europe by 2006 • 2 million mobile workers in UK 2003, 12% increase from 2002 • Gartner estimates that within 5 years 75% of the sale and service workforce will be mobile

46. Information intense fieldwork

47. Modalities of mobility

48. Distributed and mobile work Mobile Project work (Building) Mobile Work (Flexible) Movement Call-centre Work (Office) Tele-work (Remote) Stationary Co-located Location Distributed

49. Interaction Obtrusive Unobtrusive Ephemeral Persistent Shouting in a meeting or on the telephone Electronic mail with request to urgently reply Discretely leaving a trace, such as a PostIt note Humming, gazing, thinking aloud

50. Balancing structure and interaction Hierarchy manages interaction Networks create need for interaction management