new tapestries for new organisations the changing pattern of employee engagement

New Tapestries for New New Tapestries for New OrganisationsOrganisationsThe Changing Pattern of Employee The Changing Pattern of Employee EngagementEngagement

© 2003, Global Learning Resources, Inc.

Workforce TrendsWorkforce Trends Smaller workforces– mixed worker

types Supply of skilled workers down Older, aging workforce Changing generational attitudes Increasing diversity


PremisePremise There will

continue to be an exodus away from corporate employment as we know it today.

More will seek alternative work styles.


Premise continuedPremise continued Attracting and retaining a core of

engaged employees will be critical to success.

Keeping employees engaged will require many HR and organizational changes.


Changing Mix of WorkersChanging Mix of Workers Full-time employees (-) Local & Global outsourcing (++) Free Agents (Est. 33% of

workforce) Contractors (+) Part-time (+) Consultants (+)


New Patterns of workNew Patterns of work Flextime (+++) Telecommuting

(+) Job sharing (+)


Emerging Org FormEmerging Org Form

ExtendedTeam

ExtendedTeam

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ExtendedTeam

Core Staff

Consultants/ContractorsConsultants/Contractors

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•Small, intimate “family” of core workers.

•A mixtures of other workers as needed.


Chaordic ViewChaordic View Refining a new vision of the relationships

among participants Identifying and letting go of conventional

assumptions about organizations "Unbundling" concepts of ownership,

participation and value Deepening the inquiry into the

organization's essential social function Seeking higher level solutions to the

creative tensions that will inevitable arise

Source: Chaordic Commons


Issues with New FormsIssues with New Forms Maintain corporate identity and

purpose in an environment of flexible, open boundaries.

Create organizational memories that connect rather than capture knowledge.

Develop cooperative processes rather than control structures.


All Change is Ultimately Driven All Change is Ultimately Driven by Technology.by Technology.


We now have the technology in place that will change the way we: think about work distribute work and do work


“ Given the new telecommunications--which

means that no human being is more than six-

tenths of a second away from any other

human being--there's no reason in the world

to think that the Chinese, who value

education so much, and the Indians, who

value education so much, are not going to be

competing for the very best jobs. . . ” -Tom Peters


Types of WorkersTypes of Workers Traditional Migrating Emergent

Research by Spherion (www.spherion.com)


TraditionalTraditional Seeking & believe:

Security, loyalty prime Employer is king Destiny is in the employer’s hands Changing jobs is bad



EmergingEmerging Seeking and believe:

Loyal to a specialty Changing jobs is good Destiny is in their own hands

Not age-dependent, cross all boundaries including age, sex, education, industry and size of company.



MigratingMigrating Seeking and believe:

A mix of these two Increasingly moving toward

emerging



Emerging WorkforceEmerging Workforce

Type of Worker 1997 1999 2003 2007* Emergent 20% 22% 31% 52% Migrating 46% 49% 48% 40% Traditional 34% 29% 21% 8%

Source: Spherion® Emerging Workforce® Study, 1997, 1999, 2003

*Spherion projection


Free AgencyFree AgencyBetween 30 million and 50 million people are already doing some form of free agency or self-employment thing. . .

people who decided not to. . .

sell their souls for 40 years, and get a gold watch and a $100 a month in pension money. -Tom Peters –again!


Towers Perrin FindingsTowers Perrin Findings Employees generally are "in the market," in some

way, most of the time. Employees don’t place much emphasis on a long-

term relationship with a particular employer. Employees define their relationship with their

employer in increasingly complex ways. Employees care about different things when

they’re joining a company than when they’re deciding whether to stay or how much of their discretionary effort to give.

Source: Towers Perrin, August 2001


What We KnowWhat We Know Research shows that people have

a basic need to belong. The challenge is to create a

workplace that is collaborative and feels like a community.


Engaging EmployeesEngaging Employees You will keep

employees in direct proportion to how engaged they are.

Six expectations of emerging, engaged workers.


Expectation #1: BalanceExpectation #1: Balance Ability to control time at

work and at home. A focus on achieving results

– not on “serving time.”

86% of workers cite work fulfillment and balance as top career priorities (Spherion)


Expectation #2: PartnershipExpectation #2: Partnership Expectation of being

consulted. Collaboration and mutual

sharing of information. Lessening of the “chain of

command.”

THE AES CORPORATION

“If you treat people like children, they act like children. If you treat people like adults, they begin to act that way” -Dennis Bakke,CEO


Expectation #3: Expectation #3: DevelopmentDevelopment

Expectation of continuous development opportunities.

Ability to study non-work-related subjects (piano lessons, Latin).

Ability to move within the organization often.

Only 35% of workers say being successful at work and moving up the ladder are their top priorities (Spherion)


Train Them All the TimeTrain Them All the Time Never limit development

opportunities. Provide certifications, free tuition, and

the opportunity to move frequently. Set challenges and reward those who

accept the challenges. Never settle on a reputation for

mediocrity.


Expectation #4: Meaningful Expectation #4: Meaningful PurposePurpose

Need to make a difference.

Work for a reason – not just for money.

Expect time off for community/charity.

The dot.coms were enticing BECAUSE of their mission.

86% of college students choose mission over money.


Expectation #5: CommunityExpectation #5: Community Expectation that ones best

friends are those you work with.

Teamwork is normal. There are activities outside

of work. People work

for/with/because of people, not companies!

96% of workers agree that an employer is more attractive when it helps them meet family obligations through options like flex-time, job sharing or telecommuting. (Spherion)


Expectation #6: Trust & Expectation #6: Trust & IntegrityIntegrity Expectation that the organisation

has integrity and is ethical. Belief that communications are

frank and honest. Products and services that do good

for mankind.


Effectiveness of Non-Compensation Effectiveness of Non-Compensation Reward Plans in Attraction and Reward Plans in Attraction and RetentionRetention

Percentage Responding Percentage of Companies

Reward Plan “Very Effective” with Plan76%

68%

27%

45%

73%

43%

27%

8%

Employer OpinionsTop-Performing Employee Opinions

26%

16%

65%

53%

Learning new skills in current job

Use of competencies for careerpath/development

30%79%Opportunities for advancement

20%57%Career development (non-promotional)

29%56%Flexible work schedules

28%36%Work at home

30%Reduced work week 36%

26%Sabbaticals 29%

Significant Increase +10% Moderate Increase +5%

Source: Strategic Rewards® 1999/2000 Survey of Top-Performing Employees


The Need for ChangeThe Need for Change Organisations that remain traditional

– that limit flexibility, remain structured and selectivity communicate, who demand loyalty and provide little development -- will have a small recruitment pool. Perhaps as small as 8% of the workforce by 2007! And they will lose people rapidly.


RetentionRetention Keeping good talent is cost

efficient and the vital to long term deployment of human capital.

On the other hand, retaining ineffective/bad talent is a costly waste of resources.

A new HR skill is emerging as key.


HR’s Emerging GoalHR’s Emerging Goal Quantitatively measure how effectively

employee skills and contributions align to the skill-set needs of the organisation based on future value maximization.

Devise the minimum workforce that can achieve the organisational ends.

Create organizational memories that connect rather than capture knowledge.

Develop cooperative processes rather than control structures.


Employment ModeEmployment Mode

Employment Mode:Alliance

Employment Relationship:Partnership

Employment Mode:Internal Development

Employment Relationship:Organization Focused

Employment Mode:Contracting

Employment Relationship:Transactional

Employment Mode:Acquisition

Employment Relationship:Symbiotic

Un

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f H

um

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apit

al

LOW

HIGHTenure

ContractsThird-Party

ConsultingRetainer

Marginal Contribution Above Cost

Value of Human Capital

LOW HIGH


Creating an Effective Creating an Effective WorkplaceWorkplace A just-enough core

people. An intimate group of

trusted partners. A pool of free agents

to work with as needed.

A communication system & cooperative processes.

ExtendedTeam

ExtendedTeam

ExtendedTeam

ExtendedTeam

Core Staff

Consultants/ContractorsConsultants/Contractors

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On Retention MethodsOn Retention Methods “Gimicks” will be increasingly

transparent. Money won’t work well or for long. Other material benefits won’t work

long or well. Genuineness, openness and

inclusion are the keys to successful retention.


On PerformanceOn Performance The goal of any organisation is to

achieve some end. Performance needs to be closely linked to that end.

Good performance needs to be carefully defined, explained and tracked.

Poor performers need to be moved, re-trained or removed.


On Number of StaffOn Number of Staff The fewest possible to coordinate

the end desired. A mix of “tenured core” and free

agents. A constant adjustment and

examination of the balance.


Organisational Well-Being Organisational Well-Being Occurs when. . .Occurs when. . .

. . .you have a community of carefully selected and nurtured employees, joined with equally well-chosen trusted partners, who leverage technology to achieve business objectives.

Thank You!Thank You!

new tapestries for new organisations the changing pattern of employee engagement

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