welcome to megatrends changing face of the world of work · sources: cipd calculations based on ons...

Welcome to                                  Megatrends

– the changing face of the world of work

Tuesday 11th March

Lancashire County cricket club                       – Old Trafford

Welcome and Introductions

Peter McGee                            Acas Regional Director for the North

Olive StrachanCIPD Manchester, Branch Chair

Live Tweeting

@Acas_NW

@CIPDManchester

#megatrends

Megatrends in context for HR now and in the future

Mark BeatsonChief Economist, CIPD

• Long-term trends shaping work and working lives

• De-industrialisation and rise of knowledge-based services

• Technology and globalisation• Demographic change• More women in labour market• Increased educational

attainment• Decline of collective

institutions• Changing employment

relationships

• De-industrialisation and rise of knowledge-based services

• Technology and globalisation• Demographic change• More women in labour market• Increased educational

attainment• Decline of collective

institutions• Changing employment

relationships

Trends take time for their effects to be seen

Source: Jasperdo on Flikcr, CC license

UK and global GDP per head, 1913-2010

Source: Bolt, J. and J. L. van Zanden (2013). The First Update of the Maddison Project; Re-Estimating Growth Before 1820. Maddison Project Working Paper 4.

Source: Office for National Statistics

Who will stay ahead of the machines?

Job Probability of job losses in next 20 years

Recreational therapists 0.003

Dentists 0.004

Athletic trainers 0.007

Clergy 0.008

Economists 0.43

Technical writers 0.89

Retail salespersons 0.92

Accountants and auditors 0.94

Telemarketers 0.99

10

Sources: Frey and Osborne, 2013; European Social Survey 2012 (% reporting 5 or 6 on a six-point scale)

Demographic change: Age structure of UK employment, 1992-2013

Source: Office for National Statistics

Sources: CIPD calculations based on ONS 2012 Principal population projections and revised mid-year estimates for 2002 and 2007 , employment rates for May-Jul 2002 and 2012 based on the Labour Force Survey and CIPD assumptions for employment rates for 2017 onwards.

Demographic change: More EU in-migrants?

13

Sources: ONS; European Commission Winter economic forecast.

More women in the labour market: Economic activity rates of men and women, 1971-2013

Source: Office for National Statistics

Increased educational attainment: UK population aged 16-64 by highest educational qualification, 1993-2011

Source: Office for National Statistics

Increased educational attainment? What about adult skills?

16

Source: OECD PIAAC survey

Decline of collective institutions: Trade union membership, 1892-2012

CO series refers to data collected by the Certification Officer. LFS refers to data collected through the Labour Force Survey.Source: Office for National Statistics

Source: OECD.

Changing employment relationships: Share of employees and self-employed that work part-time, 1992-2013

Source: Office for National Statistics

• Long-term trends shaping work and working lives

• Potential trends that might shape future of work?

• Designed to stimulate debate

• Has job turnover slowed down?

• Is this the end of the annual pay rise?

• Are organisations losing the trust of their workers?

• Are we working harder than ever?

• Has job turnover slowed down?

• Is this the end of the annual pay rise?

• Are organisations losing the trust of their workers?

• Are we working harder than ever?

Has job turnover slowed down? Job separations, 1996-2012

Source: Office for National Statistics

Are organisations losing the trust of their workers? Employee trust in senior management by sector, 2009-2013

Source: CIPD Employee Outlook surveys.

Is this the end of the annual pay rise? Real average regular weekly earnings, 2000-2013

Source: Office for National Statistics

Are we working harder than ever? Jobs requiring hard work, 1992-2012

Source: Skills and Employment Surveys.

• Long-term trends shaping work and working lives

• Potential trends that might shape future of work?

• Designed to stimulate debate

• How can the HR profession position itself to adapt to and take advantage of change – whatever it may be?

• How can the HR profession position itself to adapt to and take advantage of change – whatever it may be?

Thank you!

Managing the Generations Is this a New Problem?

Matt Stripe

Group HR Director, Nestlé UK and Ireland

| VOKA, 29 november 201028

Our missionOur objective is to be the recognised and trusted leader in

Nutrition, Health and Wellness and the industry reference for financial performance

| VOKA, 29 november 201029

Nestlé Group at a glance

CHF 92.2 billion in sales in 2013 339,000 employees 468 factories in 86 countries over 2,000 brands 1 billion Nestlé products sold every day

January 2010

Nestlé in the UK & Ireland

2013 turnover of £2.7bn 9,000 people at 22 sites 84 brands produced in the UK

97% of UK Households consumed Nestlé products in 2013

One of the UK and Ireland’s major food exporters, exporting circa £400m worth of products pa to 50+ countries around the world

January 2010

BabyBoomer Gen X

Millennial Gen Z

Oneworkforce

The Changing Demographics

32

January 2010

Changing attitudes towards work

-33-

1950s

2010s

I work for Nestle

I am a Marketer

Work is somewhere I go

Work is something I am

I’m lucky to have work

What will work do for me?

Anonymous processor

Valued relationship Face time 9am-5pm

What it takes to get the job done

| VOKA, 29 november 2010

It’s not just about the Generations

34

January 201035

Nestlé must retain the elements that work

– Nestlé principles provide a strong foundation

– Grow and develop our people through experience

– Maintain engagement and alignment

– Embrace all diversity

– Long-term approach to people

‘‘Long-term, people oriented, pragmatic, local and international’’‘‘Long-term, people oriented, pragmatic, local and international’’

January 201036

But strengthen those elements that make the difference

- Differentiate high performance

- Manage low performance with integrity

- Increase transparency and feedback

- Career management as a partnership

-An enabling work culture

- Focus on employee wellness

‘‘Open, transparent, empowered, flexible, accountable’’‘‘Open, transparent, empowered, flexible, accountable’’

January 2010

Our People Strategy

January 201037

TALENT

By having the Right People, at the Right Place, at the Right

Time for current and future needs

| VOKA, 29 november 201038

Flexible Entry Points, Life long Learning

| VOKA, 29 november 2010

Tapping into social media

39

UK Facebook Careers Site

Twitter Q&A sessions

5 LinkedIn Career Groups, UK Company page and 30

job slots

| VOKA, 29 november 201040

Long-Term Resourcing Strategy Addressing our gender and age people challenges in our factory

workforce

January 2010

Our People Strategy

ENABLEMENT

By making our organisation a

great place to work

January 2010

ENABLEMENT

By making our organisation a

great place to work

January 2010

Our People Strategy

ENGAGEMENT

By winning hearts

and minds

Winning Hearts and Minds

| VOKA, 29 november 201045

We Make Nestlé

January 2010

Supporting the Wellness of our People and our Communities

| VOKA, 29 november 201047

We are all facing a time of unprecedented change

Generational changes and differences are just one driver within the range of social and economic issues that influence the way we will need to do business now and in the future

We need to ensure our people strategy is fit for purpose to address all long-term people issues

We need to be able to measure the impact of what we do to ensure we are really supporting the needs of the business and employees

Managing the Generations: In Summary