tma - tea talk 2017 of... · 2018-09-13 · pwc pwc profile pricewaterhousecoopers (pwc) helps...
TRANSCRIPT
www.PwC.com
7 March 2017
DC- 2 – Authorised Restricted Use - Confidential
© 2017 PricewaterhouseCoopers Consulting (Thailand) Ltd. All rights reserved. PwC refers to the Thailand member firm, and may sometimes refer to
the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.
TMA - Tea Talk 2017:
The Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
1. Introduction
2. The Future of Work
3. People Management Model in the Future
4. Future Work Skills in 2022
2
Agenda
PwC 3
Dr. Pirata Phakdeesattayaphong
Director, PwC Consulting
Pitchpop Piamthipmanas
Senior Consultant, PwC Consulting
Professional Background
Pirata is a Director in PwC Thailand and responsible for
Digital Transformation and Business Development. She has
over 15 years experience in consulting environment for both
local and oversea projects. Pirata has consulting experiences
in large enterprises, multinational companies in Oil &Gas,
Manufacturing and Government sectors in Thailand, Asia,
Europe and USA. She has built strong expertise in Digital
Strategy, Social Collaboration, Change Management,
Knowledge Management and Strategic Management.
Core Expertise:
• Social Business Strategy
• Change management
• Business continuity management
• Knowledge management
Education:
• PhD (Organization Development), Assumption
University, Thailand
• Executive MBA, Asian Institute of Technology
(Outstanding Award)
• Bachelor of Computer Engineering (2nd Class Honour),
Chulalongkorn University
Professional Background
Pitchpop is Senior Consultant in PwC’s People & Organisation
Practice. His role and responsibility is driving business
development activities, including identifying opportunities,
engaging with potential clients, gathering requirements,
designing solutions, and developing proposals. Also lead and
manage project teams in developing practical solution and
valuable deliverable to ensure that clients realize maximum
benefits and achieve objectives.
Core Expertise:
• Strategy development
• Performance Management System
• Operating model design
• Organisation design
• Strategic workforce planning
Education:
• Bachelor’s Degree in Mechanical Engineering from
Kasetsart University
DC- 2 – Authorised Restricted Use - Confidential
PwC
PwC Profile
PricewaterhouseCoopers (PwC) helps organisations and individuals create the value they’re looking for. We’re a network of firms in 158 countries with more than 200,000 people who are committed to delivering quality in assurance, tax and advisory services.
We have 50 partners leading more than 1,400 staff in Thailand.
PwC Consulting business in Thailand delivers enterprise-wide, multidimensional solutions to global clients by integrating strategy, technology, organisational transformation and business process improvements. By combining deep skills in leading technologies with business change expertise, industry experience and cultural understanding, our management consultants help clients maximise their performance to compete globally.
4
Advisory Services
Consulting Services
Tax & Legal Services
AssuranceServices
DC- 2 – Authorised Restricted Use - Confidential
PwC
Within Consulting, PwC is able to provide an extensive suite of services and solutions for our clients
5
Strategy
Finance Effectiveness
What we do
Operations
People and Organization
Forensics & Security Services
Sustainability & Climate Change
Technology
• Long-term Strategy Development• Investment Strategy Development• Market Entry Strategy Development• Growth Strategy Development
• Financial Transformation • Fast Close • F&A Improvement
• Cost Allocation Methodology • Shared Service
• Joint Venture/Partnership Establishment• Corporate Restructuring• Business Model Transformation• Infrastructure Strategy
• IT Master Plan• Enterprise Business Applications• IT Infrastructure and Information
Management
• Strategic Sustainability • Assurance and Reporting • Climate Change & Carbon Mgmt.
• Governance, Risk & Compliance • Tax and Regulatory Requirements• Supply Chain and Operations
• Advantaged Operations• Strategic Supply Chain Mgmt.• Knowledge Management• Optimised Capital Portfolios
• Enterprise Operations Excellence • Innovation & Development Excellence• BCM• Progressive Service Operations
• Cultural & Change Transformation• HR Consulting (Transformation)
• Talent Management • Leadership Development
• Anti-Bribery & Corruption• Litigation Support & Arbitration• Corporate Intelligence• E-discovery & Data Analytics
• Regulatory Investigations & Remediation• Fraud Investigations & Forensic Accounting• Licensing Management• Cyber Security Services
• Digital • Data Analytics / Big Data• IT Portfolio & Program Management• Cloud Strategy and Solutions
DC- 2 – Authorised Restricted Use - Confidential
PwC
People and Organization
6
People & Organisation
HR Strategy & Programme
Delivery
HR Operation & Technology
Change Management &Communication
OrganizationalDesign
Workforce Planning &
Performance
Capability & Training
Leadership & Culture
Reward Management
Leader in HR Consulting
Ranked as a ALM Vanguard leader in HR Consulting – amongst those with the broadest and deepest capability in the market1
#1HR Monitor survey of HR Directors across the world rates PwC as having the strongest reputation in HR consulting.
Globally for Human Resource consulting.
Leader in Business & Strategy Consulting
Leader in Digital Consulting
Ranked as a IDC leader in Digital Consulting / Digital Strategy / Digital Transformation
Ranked by IDC
DC- 2 – Authorised Restricted Use - Confidential
PwC
DC- 2 – Authorised Restricted Use - Confidential
7
The Future of WorkA journey to 2022
PwC
DC- 2 – Authorised Restricted Use - Confidential
The megatrends
5 global megatrends underpin the business landscape of today and impact the future of work.
The changing size, distribution and age profile of the world's population
Power shifting between developed and developing countries
Significant increase in the world’s population moving to live in cities
Depleted fossil fuels, extreme weather, rising sea levels and water shortages
Rapid advances in technological innovation
8
PwC
DC- 2 – Authorised Restricted Use - Confidential
The journey to 2022
9Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
10
20thCEO Survey20 years inside the mind of the CEO… What's next?Over the past 20 years, CEOs have witnessed tremendous upheavals as a result of globalisation and technological change. Yet greater convergence has come with greater divergence. CEOs are standing at the crossroads:
Competing in an age of divergence
• Public discontent over the rising inequality that globalisation and technology have contributed to has created big economic and geopolitical uncertainties as businesses search for global growth.
• Yet CEOs are surprisingly optimistic. They recognise that it’s not enough to focus on organic growth and cost reductions alone, important though these are.
Managing man and machine
• But the challenge is in finding those people. Skills shortages -particularly the soft skills that CEOs value most -continue to threaten business growth.
• To address the issue, CEOs are searching more widely for talent. Those using HR technology or exploring the impact of technology on people strategies is considerably smaller.
Gaining from connectivity without
losing trust
• Trust has been climbing steadily up the CEO agenda, and technology has exacerbated the challenge. Many CEOs think that in an increasingly digitised world, it’s harder for business to gain and keep trust.
• The risks of social media usage is top of mind for CEOs. But as new technologies and new uses of existing technologies proliferate, they see new trust issues emerging over the next five years –and old ones getting worse.
Making globalisation work for all
• The majority of CEOs think that more and better collaboration, particularly with government, is by far the most effective way for business to help drive systemic change. Areas of debate that CEOs think business should be involved in include: the future of globalisation; the focus on shareholder vs stakeholder value; income distribution; and technology solutions for societal benefits,i.e., healthcare or education systems.
PwC
DC- 2 – Authorised Restricted Use - Confidential
11
What are CEO priorities?
77%of CEOs are worried about the availability of key skills.
10%
10%
15%
15%
23%
Competitive advantage
Customer experience
Digital and technology capabilities
Human capital
Innovation
Technology Talent Innovation
+ =
CEOs rank Human Capital as their #2 business priority(behind Innovation)
Source: PwC 20th CEO Survey
New talent strategy will be to operate in global virtual teams comprising of people who have a deep global awareness and extensive understanding of cultural nuances, and exceptional collaboration skills.
DC- 2 – Authorised Restricted Use - Confidential
12
Japanese insurance firm replaces
34 staff with AI
Science fiction has long imagined a future in which humans are ousted from their jobs by machines.
For 34 staff at a Japanese insurance firm, that vision just became a reality.
Fukoku Mutual Life Insurance is laying off the employees and replacing them with an artificial intelligence (AI)
system that can calculate insurance payouts.
The firm believes it will increase productivity by 30%.
BBC
DC- 2 – Authorised Restricted Use - Confidential
13
iPhone manufacturer Foxconn plans to replace
almost every human worker with robots
The company said that it had set a
benchmark of 30 percent automation at its
Chinese factories by 2020. The company can
now produce around 10,000 Foxbots a year,
Jia-peng says, all of which can be used to
replace human labor. In March, Foxconn
said it had automated away 60,000 jobs at
one of its factories.
The first phase of Foxconn’s automation
plans involve replacing the work that is
either dangerous or involves repetitious
labor humans are unwilling to do.
The VERGE
The second phase involves improving efficiency by streamlining production lines to reduce the number of excess
robots in use. The third and final phase involves automating entire factories, “with only a minimal number of
workers assigned for production, logistics, testing, and inspection processes,” according to Jia-peng.
PwC
DC- 2 – Authorised Restricted Use - Confidential
14
Three worlds at work
• Our scenario analysis sees the expectations of organisations and the aspirations of the people that want to work for them diverging into three distinct ‘worlds’ of work.
• Blue, Green and Orange.
• These worlds are designed to present ideas and illustrate a distinct set of people management characteristics that organisations will possess.
PwC
DC- 2 – Authorised Restricted Use - Confidential
15
Three worlds at work
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
16
The Blue World – corporate is king
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
17
People: The people are a dynamic, ambitious and hard-working
individual. They are career-oriented and demand the best levels of
pay and benefits, and intend to work hard in return.
Characteristic: In the Blue World, big company capitalism
reigns supreme. They also focus on profit driven in a model which
built around flexibility, efficiency and speed to market.
HR demands: The HR function evolves into a people and
performance unit, which is led by the Chief People Officer (CPO),
who is a powerful and influential figure within the leadership team
of the organisation.
Those responsible for people management increasingly need
financial, analytical, marketing and risk management skills to
measure the impact of human talent on their organisation and
retain the best people.
The attractions include high rewards for high quality of candidate.
Job security will be the most advantage point of Blue World to
attract talent.
The Blue World – corporate is king
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
18
The Green World – companies care
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
19
The Green World – companies care
People: They are a loyal and committed employee. They
want to belong to an organization that shares their beliefs
and has a strong sense of corporate responsibility, with ethics
and environmental credentials as a top priority. They are not
motivated solely by salary and are keen to incorporate charity
or social/ humanitarian work in their life.
Characteristic: In the Green World, companies take the
lead in developing a strong social conscience and sense of
environmental responsibility. They are open, trusting,
collaborative learning organizations and see themselves
playing an important role in supporting and developing their
employees and local communities. Corporate responsibility is
not an altruistic nice to have, but a business imperative.
HR demands: HR and corporate social responsibility will be combined into one to support organizations sustainability. HR helps to foster close collaboration between employer and employee in designing jobs around aspirations and lifestyles. Reward models will be highly flexible as part of this personalized design.
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
20
The Orange World – small is beautiful
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
21
The Orange World – small is beautiful
People: The people are a flexible, fast operator who prefers to
work on their own terms often for multiple employers at a time.
They are highly tech-savvy and have strong social, business and
collaborative networks, which are predominantly manage online.
They are not contained by the 9-to-5 office culture; prefer to work
whenever and wherever it suits them and among a diverse mix of
people.
Characteristic: In the Orange World, Organisation structure
transform into network of specialist to deliver the organisation
output. Business will play around innovation, breakthrough
technology and entrepreneurship. A core team will hold the
philosophy and values of the company. The rest come in and out
on a project-by-project basis. Virtual meeting allow for greater
remote working, extended global networks and also provide
freedom for theirs employee.
The Orange World is desired environment of young generation,
entrepreneurship and specialist skills in this rapidly evolving
economy.
HR demands: HR manager need to work closely with business
leader to serve the specialist for each assignment or project. HR
hiring teams will leverage professional social network to seek the
desired skill.
PwC
DC- 2 – Authorised Restricted Use - Confidential
22
A summary of people managementcharacteristics in 2022
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
23
How can your organisation plan for the future of people management
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
24
People Management Model in the Future
PwC
DC- 2 – Authorised Restricted Use - Confidential
25
Key trends are driving changes for both HR functions and the organizations
Technology and Digital HR
Optimizing the use of technology within the HR function. Emerging technologies includes workforce planning and new approaches to workforce management, such as mobile and social media
1
HR Role HR are shifting their structures from operational toward strategic
2
Millennials Proactively managing the evolution of a multi-generational and multicultural workforce
4
Key Trends
Source: PwC Analysis
Talent and Skills Focus on optimal staffing levels, plan for future demand, find the right skills and mitigate the impact of economic uncertainty on HR and talent within the company
3
PwC
DC- 2 – Authorised Restricted Use - Confidential
26
Technology and Digital HR: Disruptive technologies are altering the landscape
The HR systems marketplace is changing rapidly and organizations have ever increasing expectations of their HR systems
1
Source: PwC “HR Technology: HR Disruptive Technologies”
PwC
DC- 2 – Authorised Restricted Use - Confidential
27
HR Role: HR are shifting their role from operational toward strategic
Business Results
Business Alignment
Manage and Automate
Wo
rkfo
rce
Per
form
an
ce
High
Business Impact High
Business Partner
• Talent management• Workforce planning• Reporting and analytics• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory
Workforce Enabler
• Leadership and business alignment• Development culture • Brand and engagement• Change agent• Talent management• Workforce planning• Reporting and analytics• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory
Operational
• Employee relations• Transactional work• Regulatory
Concierge
• Total rewards strategies• Program development• Process efficiency• Employee relations• Transactional work• Regulatory
2
Source: PwC Analysis
PwC
DC- 2 – Authorised Restricted Use - Confidential
28
Talent and Skills: Organizations are looking to attract people with multiple talents in the digital economy• The skills shortage has become a crisis-level priority for CEOs; 73% name it as a threat to their business, compared with 46% just six
years ago• 81% of CEOs say they’re looking for a wider mix of skills than they have in the past. Businesses desperately need hi-tech innovators
and ‘hybrid’ workers who understand not only their own sector, but complex digital technology as well.
Source: 18th Annual Global CEO Survey, PwC 2015
3
PwC
DC- 2 – Authorised Restricted Use - Confidential
29
Millennials: Evolving talent strategy to match the new workforce reality
What organizations can do…
• Create a flexible work culture
• Fully leverage technology
• Allow faster career for the talent
• Increase Transparency around compensation, rewards and career decisions
• Consider introducing or accelerating your global mobility program especially work overseas
• Invest time, resources and energy to listen and stay connected with your people
• One size does not fit all, need to serve the difference need from difference Gens
4
Ambitious &
Optimistic
Expect rapid progression, a varied and interesting career, and constant feedback
Less Loyal
Millennials think they will have multiple jobs and wanting to be job hoppers
Work/ Life Balance is a
Priority
Work/life balance is very important, however has not met up to the millennials expectation
Powered by Technology
Millennials expect the technology that empower their personal lives to also drive communication and innovation in the workplace
Millennials’ traits are posing challenges and opportunities to the future of workplace
Source: PwC Analysis
PwC
DC- 2 – Authorised Restricted Use - Confidential
30
Future Work Skills in 2022
PwC
DC- 2 – Authorised Restricted Use - Confidential
31
The hardest skills to find are those that can’t be performed by machines
Difficulty to recruit people with skill Importance of skill
61%
61%
64%
75%
77%
Problem-solving
Adaptability
Emotional intelligence
Leadership
Creativity and innovation
Respondents who answered somewhat difficult or very difficult
Respondents who answered somewhat important or very important
1
2
3
5
4
Source: PwC 20th CEO Survey
PwC
DC- 2 – Authorised Restricted Use - Confidential
32
Digital Culture
PwC
DC- 2 – Authorised Restricted Use - Confidential
33
Source: http://marshmallowchallenge.com/
DC- 2 – Authorised Restricted Use - Confidential
PwC
DC- 2 – Authorised Restricted Use - Confidential
34
So…. What is Digital culture?
PwC
DC- 2 – Authorised Restricted Use - Confidential
35
Summary
PwC
DC- 2 – Authorised Restricted Use - Confidential
36
Three worlds at work
Corporate is king
Where big company capitalism reigns supreme.
The globalisers take centre stage, consumer preferences dominate, a corporate career separates the haves from the have-nots.
Driving goal: Profit, growth and Market leadership
EVP: Job Security & Long term service
Blue World
Companies care
Where consumers and employees force change.
Companies developa powerful social conscience and green sense of responsibility. Society and business see their agenda align.
Green World
Driving goal: Positive social & environmental impact
EVP: ethical values & work-life balance
Small is beautiful
Where big is bad, for business, for people and for the environment.
Global businesses fragment, technology empowers a low impact, high-tech business model - Networks prosper
Orange World
Driving goal: maximising flexibility while minimising fixed cost.
EVP: Flexibility, autonomy and varied challenges (short term contract)
Source: PwC Future of Work
PwC
DC- 2 – Authorised Restricted Use - Confidential
37
The Future HR Capabilities
HR roles have traditionally had a transactional element, however they are evolving into a wider, broader role encompassing the following key aspects
Increase knowledge of critical external realities
Interpret data and use data to gain business insights.
Work with management teams to formulate unique business and HR strategies
Know who supports and can deliver change
Know the business in detail, what is important to business leaders their problems and issues
Bring to strategy discussions personal visions for the future of the business. Consulting
Relationship Building
Business Competence
External Market Insight
Analytic and financial
skills
Technical HR
Knowledge
Source: PwC Analysis
PwC
DC- 2 – Authorised Restricted Use - Confidential
38
How will the global economic order change by 2050?
Thailand ranking move from 20th to 25th
PwC
DC- 2 – Authorised Restricted Use - Confidential
39
PwC
Draft
PwC | page 40
Dr. Pirata Phakdeesattayaphong
Director, PricewaterhouseCoopers Consulting (Thailand) Ltd
Office: 66 (0) 2344 1281
Mobile: 66 (8) 4646 4664
DC- 2 – Authorised Restricted Use - Confidential