the perfect storm of opportunity for hr professionals
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prepared especially for PWSHRM By Dalton Alliances, Inc. /franciedalton. The Perfect Storm of Opportunity for HR Professionals. Anticipating the Future: Updated. - PowerPoint PPT PresentationTRANSCRIPT
prepared especially for
PWSHRM
By Dalton Alliances, Inc. /franciedalton
2020: Domestic robots = norm 2013
2030: Driverless vehicles = norm 9/13
2050: Nanobots perform surgery 2035
as projected in 2011 vs 2013
Which two haven’t yet been successfully produced via 3D printing?
Guns that can be successfully fired Vaccines that can then be self
administered Fresh meat for human consumption Fully functioning human ear
Stay informed so you can anticipate
Workforce StatsImplications for U.S. Business Navigating Your Perfect Storm
2013: Degreed workers < demand by 6M
2025: Degreed workers < demand by 16 M
Bureau of Labor Statistics
GRADUATE AGE U.S. RANK
25-34 7th
25-34 16th
as reported by OECD in 2011 vs 2013
By 2020
• 20% or more of all employees will need
Bachelor Degree or higher • 3% will need at least 5 years
experience• 21% will need moderate/long
term OJT OECD 2011
Your inputs/suggestions must be:
Data Based
Ask “What’s so?”Develop a clear statement of
current state
Mentoring Budget Succession Planning
Competing prioritiesOpportunity costsSlow/unclear benefit
Ask “So what?”Develop a clear analysis of
implications
Quantitative issues
Qualitative issues
Few age 30 to 49
Physical/technical jobs automated
Intense competition
T&D: critical
Few Expert Mgrs
Remaining jobs will be “high touch”
Towers Perrin; Gallup: current state and implications
Quantitative Deficits in Labor = - Fewer Products/Services
Qualitative Deficits in Labor = - Eroded Execution- Erosion of Competitive
Advantage- Sustainability
Ask “Now What?”
Vox InclementeToxicityDisengagementWait for others to act
~OR~
Reorient your thinking/approach
S+R=O Situation + Response =
Outcome
Navigating the Perfect Storm
Mistakes Margins Missed Opportunities
Demonstrate Shared Concerns
AnticipatoryGathered Data Asked What’s so?; So What?; Now
What?Demonstrated Shared Concerns
But….
Absolutely Wrong
Package your recommendations for acceptance
By each relevant party/key stakeholder
Workplace Passion ≠ emotionalism
Excavate Potential Radial Impacts of your
Recommendations B E F O R E
Presenting Them!
Be willing to USE TOOLS
How to perpetuate/ensure the undesirable
How to Perpetuate C-level Refusal to Allocate Sufficient Funds for Training/Development?
I M P O R T A N C E
highly important easily achieved
Use charts/graphs so you T A L K less!
I M P O R T A N C E Highly important Easily achieved Position re: Opportunities? Position re: Vulnerabilities?
Assess opportunities and vulnerabilities
ANDOrganizational position to
capitalize/neutalizeTHENDetermine need for reprioritization
Volunteer required!
Recalibrate your Delegation Grid Quarterly
Perpetually mindful of:
current/desired states per C-level concerns
positioning re: opportunities/vulnerabilities
packaging your approach to relationships
calibrating time deployed to highest value
prepared especially for
PWSHRM
By Dalton Alliances, Inc. /franciedalton