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The Workforce 2020
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Transcript of The Workforce 2020
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The Workforce 2020
Giancarlo Davila
Strategic Advisor, HR Line of Business
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Global 27-country twin surveys5,400 People; 2,700 executives and 2,700 employees
conducted by Oxford Economics
Oxford Economics, The 2020 Workforce, 2014
SuccessFactors An SAP Company
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Five research finding themes
The new face of work
A Millennial misunderstanding
What matters most
The leadership cliff
The learning mandate
1
2
3
4
5
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The new face of work
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83%
Executives say they are
increasingly using contingent,
intermittent, or consultant
employees, which will require
them to:
Change compensation plans
Conduct more training
Invest more in HR technology
The 2020 workforce will be increasingly flexible
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32%
39%
40%
41%
41%
42%
43%
48%
51%
51%
Labor shifts executives are most concerned about
Globalization of labor supply
Millennials entering the workforce
Difficulty recruiting employees with base-level skills
Increasing number of intermittent/seasonal employees
Increasing number of contingent employees*
Employee expectations are changing
Aging workforce
Changing work models(e.g., telecommuting, flex time)
Increasing number of consultant employees
Difficulty recruiting specialized employees
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The top impediments
to making progress are:
1. Lack of employee
longevity/loyalty
2. Lack of adequate
leadership
3. Lack of adequate
technology
4. Lack of skilled talent
34%
Good
Companies are not making progress
toward meeting workforce goals
47%
Moderate
19%
Slight
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Have ample data to
understand strengths
and potential
vulnerabilities
Use quantifiable metrics
and benchmarking as
part of workforce
development strategy
39% 38%
Know how to extract
meaningful insights
from the data
available to them
42%
A lack of metrics and tools holds HR back
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A millennial misunderstanding
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Millennials are not as different as we think
Almost everyone
wants training and
development
Compensation
is the most
important factorEven
retirement
plans are only
slightly more
important to
non-Millennials
Their top
priorities
are the same
as non-
Millennials
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Millennials care more about making a positive difference in the world
Importance to job satisfactionMyth or truth?
21% 20%
Millennials
29% 31%
Millennials
32% 10%
Income
Learning & growing is more important to Millennials than meeting income goals
Achieving work/life balance is more important to Millennials
Non
Non
Learning
01
03
02
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Millennials
want feedback
50%more often than
non-Millennials
Millennials do need to be managed differently
in terms of feedback and development
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What matters most at work
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When it comes to satisfied employees,
compensation matters – a lot
0% 10% 20% 30% 40% 50% 60% 70%
Education
Flexible schedule
Benefit plans
Vacation time
Flexible work location
Supplemental training
Retirement plans
Bonuses/merit pay
Competitive compensation
Employees who want
Employers who offer
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Executives value loyalty more than job performance
1. High level of education
2. Loyalty & long-term commitment
3. Ability to learn
4. Diverse background
5. Interest in the wider business
6. Self-directed learner
7. Willingness to let others lead
8. Substantial field experience
9. Leadership ability
10. Job performance & results
What executives
value as top
employee attributes
1
2
3
4
5
6
7
8
9
10
What employees
think employers
want
4
2
1
6
7
8
9
10
8
3
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The leadership cliff
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Gaps in leadership capabilities
spell trouble for future growth
Have the skills to
manage talentExecutives cite a lack of
adequate leadership as
the number two
impediment to
building a workforce to
meet future business
objectives.
52%
Are prepared to lead
a global workforce
Know how to
inspire employees
Can lead a
diverse workforce
Are able to
drive change
51%
47%
44%
34%
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Most companies are not cultivating leadership
within their organizations
40%
Employees
who say it is
easy for them
to collaborate
37%
Employees
who agree
their company
is committed to
diversity
19% 31%
Executives
who picked
leadership as
a top 3
attribute
Employees
who expect
more feedback
than they get
now
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The development mandate
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For employees, obsolescence
is a bigger concern than layoffs
18%
19%
19%
27%
31%
35%
40%Position changing or becoming obsolete
Not enough advancement opportunities
Inadequate staffing
Wage stagnation
Technology changes
Economic uncertainty
Layoffs
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Employees aren’t prepared for the future
50% 34%
The skills they
have now will
be what’s
needed in 3
years
Their company
is able to give
them the
training they
need
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Organizations struggle to develop a learning culture
51%
Has a culture of continuous
learning
47%Is capable of retaining and sharing
institutional knowledge
52%
47%
41%
52%
43%
45%
Has a formal mentoring program
Offers incentives for pursuing
further education
Employees
say their company…Executives
say their company…
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Companies need to provide employees
with a path and develop skills for the future
23
51%We are more
merit-driven thantenure-driven
43%When a senior
person leaves we tend to fill the role
from within the organization
37%Long-term loyalty
and retention is an important partof our talent
strategy
31%We plan for
succession andcontinuity in
key roles
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01
03
02
Development of employees
and leaders will become the
new employer differentiator
• Learning
• Succession planning
• Feedback
It may be time to rethink our
compensation strategies
HR should continue to push
toward boardroom strategy setting
We must prepare for a more diverse,
flexible, and contingent workforce
Key Takeaways
04SuccessFactors An SAP Company
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For more information, go to
www.successfactors/workforce2020.com
Questions?
Giancarlo Davila