Future of work - The work revolution: opportunity or threat for HR - Prof. Dr. Dirk Buysens and Mr....

© Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

Prof. Dr. Dirk Buyens and Mr. Peter Thomson

Loopbaanmanagement en eenveranderende organisatiecontext


What did we do wrong?

Arbeit und Liebe

Transition:

from ‘work cannot make you happy’

to ‘work has to make you happy’

“You can do everything, as long as you want it”

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What’s the meaning of work?

“Eight hours a day, life is no longer

mysterious, sad, haunting,

touching, confusing or melancholy;

it is a practical stage for clear‐eyed

action.”

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The Why of Work (Ulrich and Ulrich)

Leaders are ‘meaning makers’

“Most people find as much meaning in their lives as they make

up their minds to find’

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Changing world of work

DemographicsRole of womenSocial expectationTechnologySocial mediaEconomicsEnvironment

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Current work culture

Rewarding long hoursOverlaying technology onto existing patternsTop‐down management processesLimited employee involvementLack of engagementFixed work patternsPresenteeism20th Century Management Practices

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Flexing time & place: new ways of working

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RemoteControllers

ShiftShapers

TimeStretchers

Timelords

LocationIndependent

TimeDependent

TimeIndependent

LocationDependent


Why it makes business sense?

“Workplace flexibility…affects the well‐being of our families and the success of our business. It affects the strength of our economy – whether we’ll create the workplaces and jobs of the future we need to compete in today’s global economy.”

President Barack Obama

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Tangible gains include:

Higher productivity

Improved customer service

Resources better matched to customer demand

Faster response to market changes

Faster access to new markets

Cost savings on real estate, utilities and services

Cost savings on business travel

Reduction in CO2 emissions

Lower staff sickness and absenteeism

Lower staff turnover

Intangible gains include:Reduced risk of business disruptionGreater customer loyaltyImproved access to key contractsMore creative output from employeesStronger management skillsHigher employee morale and loyaltyLower management overheads due to employee self‐managementHealthier workforce, less prone to burnoutRetention of knowledge and skillsMore transparent succession planningAccess to wider sources of talentMore women in senior managementEnhanced employer reputationContribution to environmental sustainability

Tangible & intangible gains

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TYPE APeople need to be directedBureaucratic, formalLow trustCommand and controlReward timeManagers decideFollow precedent

TYPE BPeople are self‐motivatedCasual, informalHigh trustEnable and empowerReward outputTeams decideBe creative

Organisation Culture

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Set example from the topRecognise generational differencesValue diversityCommunicate effectivelyDelegate and trust peopleFocus on valuesMonitor behaviourEngage workforce

Leadership

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Breaking free: From the old to the new world of work

5 “Trust” principles

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Principles1. Trust your people2. Reward output3. Understand the business case4. Start at the top5. Treat people as individuals


3 major shifts needed for business (Lynda Gratton)1. From shallow generalist

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To serial master

2. From isolated competitor

To innovative connector

3. From voracious consumer

To impassioned producer


Implications for HR

Linking work practices with productivityEncouraging flexibilitySupporting good management practiceMeasuring success – Employee turnover, absenteeismAvoiding standardisationBecoming proactiveAdding real value

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Questions to HR professionals?

How do we create (destroy) “meaning”?

How can we contribute to the “trust” principle?

How do we set the example, “walk the talk”?

Let’s discuss, how do you see it happening?

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Future of work - The work revolution: opportunity or threat for HR - Prof. Dr. Dirk Buysens and Mr....

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