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

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

2. 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

3. 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 CrisisJohn Cooksey (GM HR Consulting) | Drake International Technology & Talent: Towards A New Paradigm

4. IMPACT OF THE GLOBAL FINANCIAL CRISIS Technology & Talent: Towards A New Paradigm

5. 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? CHALLENGES FOR ORGANISATIONS Technology & Talent: Towards A New Paradigm

6. 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

7. Technology & Talent: Towards A New Paradigm

8. 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 Changing Nature of Work • 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

9. 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 The Long Term • 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

10. According to a 2009 skills gaps poll by American Society of Training & Development, organisations have experienced skills gaps in: Where are the Biggest Gaps Currently? • 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

11. Longitudinal studies of job advertisements have found that traditional roles were becoming less frequent • Most highly ranked characteristics were broader information management skills including: Influence of “Web 2.0” • 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

12. A NEW PARADIGM Information Architect • Portal Manager • Knowledge • Manager • Digital Marketing • Business • Analyst • Client Services • Manager Content Manager Technology & Talent: Towards A New Paradigm

13. 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

14. 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 A Vision for the Workforce • 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

15. 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