Leadership & Learning - reloaded
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Management Meetings 18.07.12 Presentation on megatrends in context to HR, learning & leadership
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Leadership & Learning - reloaded
- 1. Leadership & Learning - reloaded management meetings Munich, 18th July 2012 Tim A. Ackermann
- 2. Influencers Demography Mindsets Workplace Technology
- 3. Mindsets & Leadership The meaning of “work” Communication The meaning of and forming “feedback” relationships Job assignments Synching up Finding information and learning Erickson, 2012
- 4. Mindsets & Communication 50s 60s 70s 80s 90s 00s 10s Content detail, prose-style If and when I need it, I’ll find it online Context Relevance to my security Relevance to now, today and my role Attitude Authority and hierarchy Meritocracy Speed Time frame 5 min ago Frequency digestible constant Source: Deloitte Consulting, IABC
- 5. Techology, Mindsets & Jobs Traditional: “job” A function A set of tasks and specialties “Own” a function “Contribute” in teams Responsibility Projects and jobs to do Career Path Career Progression Upward mobility Increase specialization & experience By level, title, size of office,… - by By results delivered, demand of skills Tomorrow: “role” your boss – by peers Direct and manage Build teams, empower, inspire, coach Widen skills and build power Deepen skills, drive results Job & competency models, org Capability models, knowledge charts, top down sharing, shared values and mission Source: Josh Bersin, blog
- 6. Technology, Mindsets & Learning • Competency • Contextual based • Organization • Organization created created Formal Experimental learning Learning Peer-to-peer Mentoring learning • Competency • Contextual based • User generated • User generated Source: Meister&Willyerd, Workplace 2020
- 7. Technology & Learning Private • We're usually invited to participate by people we know and trust. • There are specific things we want to do with the other people involved, • We get something back from participation • We have control over who sees our information. • The applications are intuitive • The applications are well-tuned to support the specific tasks we want to perform and their features are regularly rated and refined. Corporate • Often we're instructed to use it by someone in authority • Little of what we actually get paid to do requires input from the majority of the network. • Participation feels like dropping pearls into a black hole • We have no control over who sees our information • The site is unattractive and requires a manual to get started. • The software is generic and requires a work-around Source: Tamara Erickson, HBR
- 8. Predicitions for 2020 1. You will be hired and promoted based upon your reputation capital 2. Your mobile device will become your office, your classroom, and your concierge 3. The global talent shortage will be acute 4. Recruiting will start on social networking sites 5. Web commuters will force corporate offices to reinvent themselves 6. Companies will hire entire teams 7. Job requirements for CEOs will include blogging 8. The corporate curriculum will use video games, simulations, and alternate reality games as (key) delivery model Source: Meister&Willyerd, Workplace 2020
- 9. Predicitions for 2020 9. A 2020 mind-set will be required to thrive in a networked world • Social participation • Thinking globally • Ubiquitious learning • Think big, constant improvement • Cross-cultural power 10. Human Resources’ focus will move from outsourcing to crowdsourcing 11. Corporate social networks will flourish and grow inside companies 12. You will elect your leader Source: Meister&Willyerd, Workplace 2020
- 10. Predicitions for 2020 13. Lifelong learning will be a business requirement 14. Work-life flexibility will replace work-life balance 15. Companies will disclose their corporate social responsibility programs to attract and retain employees 16. Diversity will be a business issue rather than a human resources issue 17. The lines among marketing, communications, and learning will blur 18. Corporate app stores will offer ways to manage work and personal life better 19. Social media literacy will be required for all employees 20. Building a portfolio of contract jobs will be the path to obtaining permanent full-time employment Source: Meister&Willyerd, Workplace 2020
- 11. Learning… gamified context based social Learning on demand ubiquitous
- 12. Leadership… on demand volatile crowd sourced Leadership diverse remote & virtual
- 13. … Human Resources enabling Human technology driven Resources “People Development ” facilitating (end) customer focused
- 14. The future of work… … is today!
- 15. "In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time – literally – substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.”, Peter F. Drucker TIM A. ACKERMANN TALENTIM
Notes de l'éditeur
- 1. They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2. They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3. They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4. They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5. They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
- Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer