Digital workplace culture - ess conference - beth kelley

Deloitte Digital Copyright © 2016 Deloitte Development LLC. All rights reserved.
DIGITAL
WORKPLACE AND
CULTUREHow digital technologies are changing the
workforce
Presentation
Eastern Sociological Society Conference
March 18, 2016
Beth Kelley
Research Manager
Deloitte Digital
markelley@Deloitte.com

Digital Workplace & Culture
Definition
Technology as Enabler
Putting A Face on the Digital Workforce
Logistics & Security & Robots
Opportunities
Sum Up & Questions
OVERVIEW
?
2

WHAT IS A
“DIGITAL
WORKPLACE”?
3

THE DEFINITION OF “DIGITAL
WORKPLACE & CULTURE” IS
MURKY
• “The digital workplace is meant to be a virtual equivalent to the
physical workplace” (CMSWire, 2014)
• “'Digital workplace' is the concept that there is a virtual equivalent to
the physical workplace, and that this needs to be planned and
managed coherently because it is fundamental to people's productivity,
engagement and working health.” (Clearbox, 2015)
4

METHODOLOGY
• Performed a literary review of studies analyzing how digital
technologies are impacting workplace culture, in-office and on-the-road
policies, hiring practices, employees’ and employer’s perceptions of
new realities of a “digital” workplace.
• This included our own primary research on companies’ policies and
employees’ behavior around using personal devices for work.
• Organized findings into:
• How tech is being used.
• The people involved.
• The “behind the scenes” logistics of using digital on an enterprise scale.
• Best-in-class solutions for a successful digital workplace and culture.
5

WHAT WE SAW
• Technology as Enabler:
• Growth in computing speed and storage is making virtual and global
collaboration possible, creating a true “network.”
• The Face of the Digital Workforce is morphing, more mobile:
• Employees become more comfortable with working in disparate locations.
• With more flexibility comes more expectations.
• Also creates work-life balance issues.
• Logistics & Security & Robots:
• Employees are more agile, innovative with adopting new tech.
• Headache for companies, especially in regulated or more traditional
industries.
A quiet revolution
6

TECHNOLOGY AS
ENABLER
7

LOCATION FLEXIBLE
• Teams across time zones and countries can work remotely while
staying connected to their teams virtually via video chat, VoIP, email,
and cloud-stored files.
• Companies no longer need to send workers on an expensive airplane
ride to visit clients or collaborate with other teams.
• Today’s workforces are freer to go where they want to work instead of
staying where work originates.
• Easier access to skill development resources is making vertical moves
easier, too, for both people and organizations.
Technical and social mobility decouples people and organizations from physical
geography and defined markets
8

CONTINGENT WORKFORCES
• Companies are able to create digitally integrated “on-demand” teams,
tapping into extensive networks of innovators, technical experts, and
seasoned professionals from all over the world that can collaborate
together.
• 30 – 40 percent of all US workers today are contingent.
On-Demand mobile teams offer flexibility, fluidity
9
Source: Josh Bersin, Dimple Agarwal, Bill Pelster & Jeff Schwartz, Introduction: Leading in the new world of work, Deloitte
University Press, February 27, 2015.

PUTTING A FACE
ON
THE DIGITAL
WORKFORCE
10

APPROACH TO HANDLING
HUMAN “RESOURCES” IS MORE
TRANSPARENT
• It is changing the way work is distributed and sourced.
• Companies must now manage and mine large pools of employee and
business data, with new data being added constantly.
• Increasing number of freelance and open source talent, product, and
idea marketplaces.
• This constant fluxing, shifting of data and resources is arguably putting
more of a human face on the workforce.
The increase in communications and virtual connectedness has introduced new
ways of acquiring, developing, and managing talent and work
11

WORKERS ARE MORE NIMBLE
• HR, talent, and business executives have traditionally thought of talent
and employee processes as a supply chain with an on ramp for new
employees and an off ramp for retirees.
• New nimbleness of workers has challenged them to review how they
view workers.
• Employees do not see work as an on/off-ramp.
• Employees are more willing to move laterally across companies, or to
an entirely new company, or even a new field.
Work is more mobile in many ways
12

PEOPLE HAVE THE POWER
• The ability to work from anywhere and stay connected through smart
phones, tablets, and other mobile devices has enabled employees to:
• Stay connected and collaborate with peers.
• Stay on top of digital trends more readily than the organizations they work
for.
• Not need to stay put.
Power balance has changed in the employer-employee relationship more towards
the employee
13

PEOPLE WANT MORE OUT OF A
JOB
• Today’s workers have a new focus on purpose, mission, and work-life
integration. They stay connected to friends and family digitally, and are
comfortable working in the same way, often blending the two.
• More workers of all ages are demanding more of a work-life balance
that can accommodate more time caring for family, living further away
from city centers, or just avoiding peak commute times. For them, this
balancing act includes utilizing digital technologies to enable
themselves and their broader goals.
See digital as a tool to enable more flexibility, work/life balance
14

NEXT GEN EXPECTATIONS
• Millennials are the truly first “digital native” generation, and the U.S.
Bureau of Labor Statistics predicts that by 2030 millennials will make
up 75 percent of the workforce.
• As millennials grow into managerial roles, their priorities and leadership
styles will have a huge impact on all organizations in the coming years.
• Millennials want to work for “more than just a paycheck.”
• Value family, outside hobbies, less focused on hitting the traditional
“milestones” of adulthood.
• Millennials have witnessed instability in the workplace, with two economic
downturns during their careers, companies suddenly folding or going
bankrupt, and their parents’ jobs being downsized after decades of loyal
service.
• All of this impacts how they strategize around work, also while in a
competitive marketplace.
Younger workforces are driving digital use in the workplace for very human
reasons
15

WORKING HOURS ARE ALL THE
TIME
• The way we communicate at work and with coworkers has changed
dramatically.
• The lines between work and life are increasingly ill-defined, work-life
balance can be hard to achieve.
• A big divide from workers’ preferences to their workplace reality.
Shift to a more mobile and always available workplace has adjusted the corporate
mindset to a similar 24/7 approach
16

AN OVERWHELMED
WORKFORCE
• Humans across the globe report being overwhelmed by the digital
capabilities they now possess, and find it difficult to put limits or control
how much technology they consume or how it infiltrates their lives.
• Employees today work more hours and are nearly continuously
connected to their jobs by pervasive mobile technologies. They may
feel unable to fully disengage from work, or possibly feel tracked by
their company.
• Workers are also often thrown onto demanding cross-functional teams
that bring new people together at a rapid rate, which can make it hard
to create truly cohesive and collaborative teams.
• All of this connectivity can also create digital etiquette problems for
both clients and staff.
Digital provides flexibility but also little chance for people to unplug
17

BURNOUT
• A growing problem of burnout and being constantly “tethered” to work
by mobile devices, email, or other digital formats.
• Workers who primarily email for work and who spend more hours working
remotely outside of normal working hours are more likely to experience a
substantial amount of stress overall compared to workers who do not.
• A large volume of workers mentioned regret in taking work home with
them, being available during personal hours, and even working while
on vacation. People did not like taking work on vacation with them, but
some felt it was acceptable, or even the norm.
• 2/3 of workers are not engaged in their jobs and close to 1 in 5 are
actively disengaged.
Burnout, disengagement, and high turnover plague companies with heavy digital
integration
18

LOGISTICS &
SECURITY &
ROBOTS
(OH MY!)
19

LOGISTICS
• The growth of the digital workplace raises concerns about data security,
regulatory compliance, compensation for device usage, and internal
governance.
• Enterprise knowledge is created by all people in the organization and
can be shared and used by others just as easily.
• Often few documented assets explaining how all of this is integrated
(e.g., plans, inventories, contracts, sales contacts, publications and
brochures), nor the ability to leverage the tacit knowledge of individuals
and making it explicit to those who need it, when they need it.
• Corporate bureaucracies, policies, regulations, and approval processes
• Digital systems differ by industry, company, don’t always align
Lots of kinks to work out when scaling technology integration
20

SECURITY
• Confidentiality and security must be considered, especially in medical
fields or other sensitive PII.
• IRB, HIPAA
• Patients & doctors are changing how they want to receive & share their
information
• “Bring-Your-Own-Device” trend is cheaper, but causes more headache
for companies.
• Every new device must meet enterprise-level security standards or the
company faces severe potential security breeches.
• Also blurs “ownership” & copyright of products developed.
• New tech can also provide more encryption and security levels, safely
connect data adding life-saving values.
From HIPAA to BYOD
21

ROBOTS
• Cognitive technologies both create and allow the analysis of datasets
that were unheard of only a few years ago.
• Cognitive technologies are creating new jobs – i.e. mine.
• Also can process work faster than any human, often more accurately,
which make many worry they will lose their jobs to a machine.
Automated systems, cognitive technologies, and other fast processing tools can
aid jobs but also makes others redundant
22

SUCCESSFUL
SOLUTIONS
23

BUILD A CULTURE TO SUPPORT
DIGITAL
• Develop the kind of culture they want to see, including how to embrace
digital.
• A focus on culture can be used to understand knowledge management
needs and personas of staff, and make the undocumented explicit and
accessible.
• Informed decision making and strategic planning are crucial for successful
implementation of a strong digital workplace policy and coordinating a
digital culture that works for everyone.
• Work to re-integrate the human into the digital workflow.
• In 2015, organizations that created a strong culture that included how to
handle technology integration were outperforming their peers and were
more likely to beat their competition in attracting top talent.
24
Source: Deloitte Global Human Capital Trends, 2015

TREAT EMPLOYEES LIKE
CUSTOMERS
• Remove the on/off ramp mentality.
• Make room for people to grow and feel like they are part of the team.
• A supportive digital culture allows team members to feel connected and
included even if they are spread out across the globe.
• Break the “always on” habit - have a work culture that supports
designated “off” times both physically and virtually.
25

BE OPEN TO INNOVATION
• Corporations should offer some flexibility to how employees get work
done.
• Employees working in the trenches often find the most efficient
solutions, and it is an effective move for managers to follow their lead.
• Use social tools.
• "20% time” policy.
• Give employees the opportunity to venture out of their standard career
paths and customize their jobs to align with their personal and evolving
skillsets, interests, and career goals.
26

SUM UP
• Organizations and enterprises are still structured based on the post-
Industrial Revolution era style of work, while trying to overlay digital
capabilities.
• By 2030, in 15 years, 75% of employees will have grown-up post-
Digital Revolution, and are trying to overlay work on top of their digital
lifestyles.
• This disconnect is causing a headache for enterprises, and burnout for
employees.
• People have the power to choose, enterprise leaders have the power to
proactively create alignment between employee and enterprise needs,
openness to innovation, and actively cater and curate technologies for
employees, and focus on making it more human-centered.
27

QUESTIONS?
28

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Copyright © 2015 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
THANK YOU.
Contact Me.
Beth Kelley
markelley@Deloitte.com
Twitter: @mentalflowers
Contact Us.
www.deloittedigital.com
Twitter: @DeloitteDIGI_US

Digital workplace culture - ess conference - beth kelley

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