Work Has Become Digital - Ordre | CRHA · 1970s 1980s 2000s1990s 2010s Today Technology Individuals...

Congrès RH 2017 - Grande conférence du mercredi (Josh Bersin)

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Work Has Become DigitalWhat It Means for HRSeptember, 2017

Josh Bersin, Principal & Founder, Bersin by Deloitte

© Bersin, Deloitte Consulting LLP, 2017

90% of organizations surveyed by MIT and Deloitte anticipate their industries will be

totally disrupted by digital trends.

Yes, Digital Disruption is real


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What appears to be happening

Time

Rate

of

chan

ge

Technologychange

Business productivity

Gap in businessperformance

potential

• Mobile, sensors, AI, cognitive computing, data• Access to technology by consumers globally• Technology infiltrates home and political life


Productivity is suffering—is technology helping?

US productivity last ten years

1 billionsmartphones

i-Phonelaunched

100 millionTwitter users


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What is really happening

1970s 1980s 2000s1990s Today2010s

Technology

Individuals

Businesses

Public policy

HR’s opportunity: help close the gap among technology, individuals, businesses, and society and governments

Rate

of

chan

ge

© Bersin, Deloitte Consulting LLP, 2017Sources: Deloitte Human Capital Trends 2014 and 2015

Employees are Overwhelmed

The “average” US worker now spends 25% of their day reading

or answering emails

Fewer than 16% of companies have a program to “simplify work” or help

employees deal with stress.

More than 80% of all companies rate their business “highly complex”

or “complex” for employees.

The average mobile phone user checks their device 150 times a

day.

The “average” US worker works 47 hours and 49% work 50 hours

or more per week, with 20% at 60+ hours per week

40% of the US population believes it is impossible to succeed at work and have a balanced family life.


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• Since 2000, American workers have lost an entire week of vacation, dropping average vacation days from 20.3 to 16.2

• Americans left 658 million unused vacation days and lost 220 million of them in 2015

• 39% of Americans “want to be seen as a work martyr” yet 86% say it’s bad for their family life.

We Are Working More Hours: The Vacation Crisis

48% of Millennials

want to be seen as a

“work martyr”

Millennials Millennials 50% more

likely to forfeit

vacation days


Millennials Are Concerned about A Threatening and Unfair World

• 64% expect economic and political conditions to get worse in the coming two years

• In mature markets, only 64 percent of millennials predict they will be financially worse off than their parents and 69% say they’ll be less happier.

• As a result, 77% of Millennials actively take part in volunteerism and charity work to help their community

• 88% of Millennials believe business can be a major force for positive social change

Millennials: Citizenship On The Rise


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Average3.21

What are these companies doing?

Engagement Remains a Challenge

Summer, 2017 Glassdoor Bersin by Deloitte Research


Research overview

Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age.

Deloitte’s largest and most extensive human capital survey to date

10,000+business and HR leaders

140 countries


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The organization of the future:Arriving now 88%

Very important or important

11%believe they understand how to build the organization of the future

94%say “agility and collaboration”are critical yet…

6%

experimenting with collaboration tools, however only

using organizational network analysis (ONA)

are highly agile today

73%

8%


Shared values and culture

Transparent goals and projects

Free flow of information and feedback

People rewarded for skills and abilities,

not position

Organization design will be challenged everywhere

A network of teams

BA

DCFF

A

C D E

B

G

How things were

How things “are”

How things work

E


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Careers and learning: Real time, all the time

Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New Culture of Learning: Cultivating the Imagination for a World of Constant Change

The changing nature of the careerLength of career Average tenure in a job Half-life of a learned skill

60 to 70 years 4.5 years 5 years

83%are moving to open career models

Organizations need to deliver learning that is always on and always available over a range of mobile platforms

83%Very important or important


Why skills matter so much

Shift to a service and IP-based economy

Source: U.S. Bureau of Labor Statistics


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Increased Need for Social, Integrative, Hybrid Skills

Talent for survival Essential skills for humans working in the machine age, Deloitte UK, 2016

Skills map, David Deming, Harvard University, 1980-2012, “Catch the Wave,” Deloitte

University Press, Josh Bersin, 2017


The Future Of Work Has Arrived


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Career Models Are In Disruption

58% of companies are redesigning or planning to redesign their career model

Deloitte HC Trends 2017

83% of companies expect to have an “open” or “highly

flexible” career model within the next 3-5 years

Deloitte HC Trends 2017

Only 19% of companies promote vertical career

moves, 67% now promote horizontal or project based

career progression

31% of companies expect careers to be 3-5 years long60% expect them to be 10

years or less

Learning and career management software has

become the #1 fastest growing segment in HR technology

(CedarCrestone 2017)


E-Learning& Blended

What This Means for Digital Learning?

1998-2002 2005 20172010

Self-StudyOnline Learning

Course CatalogOnline University

2020

IntelligentLearning

Intellig

ent, P

erson

alized

Instructional DesignKirkpatrick

LMS asE-Learning Platform

TalentManagement

Career FocusedLots of Topics

Learning PathCareer Track

Blended LearningSocial Learning

LMS as TalentPlatform

DigitalLearning

What You NeedWhere You Need It

Micro + Macro-LearningVideo everywhere

Design ThinkingLearning Experience

LMS invisibleData Driven, Mobile

ContinuousLearning

Learning On DemandEmbedded Learning

Video, Self-AuthoredMobile, YouTube

70-20-10Taxonomies

LMS as ExperiencePlatform

Formats

Philosophy

Users

Systems


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Explosive Growth In MicroLearning

Micro-Learning Macro-Learning

I need help now. I want to learn something new.

• 2 minutes or less• Topic or problem based• Search by asking a question• Video or text• Indexed and searchable• Content rated for quality and utility

• Several hours or days• Definitions, concepts, principles, and

practice• Exercises graded by others• People to talk with, learn from• Coaching and support needed

Is the content useful and accurate? Is the author authoritative and educational?

Videos, articles, code samples, tools Courses, classes, MOOCs, programs


How Do We Redesign Learning For Work?

New on the Job Seasoned Expert

Pac

e o

f L

earn

ing

Normal

Great

Bad Macro

MacroMicro

Micro

Micro

Micro

Micro

CredentialCoach


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Talent acquisition:Enter the cognitive recruiter

Biggest disruptorin talent acquisition today is experimentationwith tech solutionsand services

excellent at using games & simulations to attract and assess potential candidates

6%

excellent at managing crowdsourcing 8%

excellent at managing talent-sharing resources 19%


The employee experience:Culture, engagement, and beyond

believe their internal processes for

collaboration and decision making are

working well

believe their employees are fully aligned with the corporate purpose

23%

14%

are excellent at buildinga differentiated employee experience

22%

are using design thinking as part of

crafting the employee experience

10%

Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016



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Bersin by Deloitte Engagement Model

The Simply Irresistible Organization®

MeaningfulWork

Hands-On Management

Positive WorkEnvironment

GrowthOpportunity

Trust in Leadership

Autonomy Clear transparent goals Flexible, humane work environment

Facilitated talent mobility

Mission and purpose

Selection to Fit Coaching & feedback Recognition rich culture

Career growth in many paths

Investment in people, trust

Small Teams Leadership Development

Open flexible workspace

Self and formaldevelopment

Transparency and communication

Time for Slack Modern Performance Management

Inclusive, diverse culture

High impact learning culture

Inspiration

Collaboration and Connection


Enterprise Feedback Architecture

IntegratedReporting & AnalyticsSentiment AnalysisNetwork Analysis

Social Media Monitoring

Job Boards& AdsEmployment

Brand

CustomerSatisfaction

AnonymousFeedback Tools

Pulse Surveys

AnnualSurvey

PerformanceCheck-ins

ExitInterviews

PerformanceAppraisals


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Performance management:Play a winning hand

Capabilities to implement

performance management

have improved by 10% since 2015

Agile goal management, check-ins, and continuous feedback are becoming common; new models of evaluation and rewards are next

The focus has shifted from talking about people to talking with people in open conversations



What’s Really New? Almost Everything!

The NewWorld of

PerformanceManagement

Check-ins

TransparentGoals

PeerFeedback

Feedbackto Manager

EngagementSurvey

IndividualAssessment Team

Assessment

ContinuousMicro-

Learning

RegularEvaluation

Integratedinto Workflow

MobileApp

Annual Process Continuous

Manager-Centric Team-Centric

Hierarchical Multi-Directional

Competitive Developmental

Subjective Data-Driven

Secret Transparent

Single Rating Richer Rating

Vendor A

Vendor C

Vendor D

Vendor E

Vendor G

Vendor FVendor

B

Fundamental Changes Are Working


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Em

plo

yee

Vit

alit

y

Business Performance

Cost Reduction

Labor Productivity

Retention Productivity Collaboration Team Performance

Leadership

HealthMonitoring

Employee Assistance

MedicalBenefits

Fitness

Challenges

Nutrition

Exercise

Sleep

Stress

Sustainable Performance

Recognition

Skills andTraining

WorkEnvironment

Rewards

Leadership

Management

Clear Goals

GrowthOpportunities

Drive

Wellbeing

Self Discovery

Career

Purpose

Mindfulness

AbundanceMentality

Positive Thinking

Culture Fit

Family

From Wellness to WellBeing to PerformanceGlobal Wellness market is

now $3.7 Trillion and growing at 6.9% YTY

Leadership disrupted:Pushing the boundaries

The leadership gap has become larger; organizational capabilities to address leadership

feel they have strong digital leaders in place

5%

72%developing newleadership programsfocused on digital management

dropped by 2%

Digital leadership required shifts in how leaders must think, how leaders must act, and how leaders must react



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The Digital Organization®

Like human DNA, Digital DNA carries the 23 underlying instructions, development, functioning, and replication for being “digital’.

These are expressed as digital traits and characteristics. They are present in all areas of the organization: business models, operating models, customer interaction, organization structure, talent, technology, cyber-security, culture, etc.

There are four levels of Digital Maturity: Exploring, Doing, Becoming, and Being.

© Deloitte Consulting LLP

Real Time & On-Demand

Fluidity

Constant Disruption

Changing Mix of Traditional & Non-traditional Stakeholders

Continuously Innovating

Modulating Risk & Security Boundaries

Morphing Team Structures

Intentionally Collaborative

Multi-Modal Operations

Continuous Ecosystem Disruption

Iterative

Changing Nature and Typology of Work

Constantly Changing Decision Criteria

Ongoing Shifts in Decision Rights and Power

Geography Agnostic

Uneven Velocity between Digital & Legacy

Dynamic Skill Requirements

Increased Customer Involvement

Productive Mobility (non-traditional workspace options)

Flattening and Changing Hierarchy

Agility

Fail Early, Fail Fast, Learn Faster

Democratizing Information


Essential Talent ActivitiesStandalone disconnected staffing, training, and performance practices

Level 1

Critical Talent GrowthCritical talent segments, focus on hiring, training, performance

Level 2

Managed Talent RelationshipsWorkforce planning, development planning, leadership development integrated

into talent strategy

Level 3

Inclusive Talent SystemTalent strategies integrated with inclusion, diversity, and culture

Level 4

Be

rsin

by

De

loit

te

10%

19%

59%

12%

Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.

Inclusion, bias, diversity go mainstream

Inclusive Talent Practices Drive Financial Results


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report the CEOis the primary sponsor of diversity and inclusion program

38%

Diversity and inclusion:The reality gap

believe diversity and inclusion is a competitive advantage

78%

Traits of an inclusive leader: commitment, courage, cognizance of bias, curiosity, culturalintelligence, collaboration


69%

are redesigning their HR programs to leverage digital and mobile tools

HR is being asked to help lead the digital transformation in 3 areas:

Digital HR:Platforms, people, and work

56%

Digital workforce Digital workplace Digital HR

are using some form of artificial intelligence (AI) technology todeliver HR solutions

33%



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7 key findings: 2017 High-Impact HR Study

Designs engaging worker experiences

rather thantop-down programs

and processes

Tests and applies advanced technologies

to redesign, not just automate, work

activities

Leads digital transformation,

instead of waiting for it to happen

Supports dynamic organization model, expert in teams and change rather than

hierarchy

Shapes a culture of trust, inclusion, and accountability,

not compliance and control

Breaks down silos within HR and integrates

deeply with the business

Regenerates its operating model and develops capabilities

continuously

Source: Seven High-Impact Research Findings to Redefine HR, Bersin, Deloitte Consulting LLP, 2017

1 2 3 4

5 6 7


High-maturity organizations

Low-maturity organizations Difference

Year-over-yearchange in revenue 6.9% -0.6% 7.6%

Profitper employee $207.58 $150.61 38%

3 YRAVG

High-impact HR is a driver of growth

and innovation

High-impact HR improves work

productivity

Financial Impact of High-Impact HR


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Convergence of HR Systems Ahead

DietWellness

FitnessChallenges

Goal Management

Feedback

PulseSurveyPulse

Survey

SurveysEngagement Tools

SurveysEngagement Tools

MobileFeedback

MobileFeedback

CustomerFeedbackCustomerFeedback

Check Ins

PersonalityAssessment

PerformanceReview

FitnessMonitoring

HealthBehavior Change

Social Recognition

Customer basedRecognition

CommunityCircles

AffinityGroups

AnniversariesWork Events

EngagementAnalytics

TravelTime Management

Video Learning

Video Sharing

GamifiedOnboarding

CareerPlanning

Training andCertification

EngagementFeedback

PerformanceRecognition

RewardsLearning and Career

Well Being &Work Management

report theyhave usable

data

People analytics:Recalculating the route

8%

have a good understandingof which talent dimensions drive performance

9%have broadly deployed HR and talent scorecards for line managers

15%

New tools are emerging and analyticsare shifting from push to pull


71%


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2017: Where People Analytics Is Going

Interesting Experiments, Models, and Studies

Practical, UsefulDashboard and Tools

Projects Based on Problems and Strategies

Embedded Applications That Drive and Inform Work


Progress Steady and Accelerating

% Change

PlanPerforming multi-year

workforce planning+ 23%

CorrelateCorrelating people data

to business performance+ 56%

PredictUsing people data to predict business

performance+ 50%

Deloitte Global Human Capital Trends, 2016 and 2015

Percent Change in Companies Excellent or Good, 2015-2017


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Emergence of “Relationship Analytics”

Organizational Network Analysis (ONA)

Teams Organizations The Enterprise

report being ready to manage a workforce with people, robots, and AI working side by side

17%

Digital Future of Work:HR Must Get Involved

41%have fully implemented or made significant progress in adopting cognitive and AI technologies

believe their use of off-balance sheet talent will grow significantly in the next 3–5 years, but 49% are not able to manage contingent labor well

66%


63%


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What Should HR Teams Do? Four Imperatives for 2018

1Focus on the employee experience with focus on feedback and design thinking, not programs and processes

2Rethink the organization and jobs model, leadership, careers, mobility, and performance management

3Become digital: systems, architecture, process, experiments, data – recruiting, learning, and employee services

4Act as One: redefine your identity, develop HR teams, standardize, and empower local HR staff

Rewrite the rules

@DeloitteTalent

www.deloitte.com/hctrends

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte ToucheTohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2017 Deloitte Development LLC. All rights reserved

Work Has Become Digital - Ordre | CRHA · 1970s 1980s 2000s1990s 2010s Today Technology Individuals...

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