Workforce of 2020+ (hg whrc 15th feb2014)

Re-invent work
…..Revolutionize business
………Build a Smarter Workforce
Himanshu Goyal
Country Manager – Smarter Workforce Solutions
IBM SmarterWorkforce

What will be the work(er) of 2016 be like ?

Anecdote – of a Summer Trainee
(Do I have to come to work every day ?)

The top 10 jobs
that will be in demand in 2016,
did not exist in 2010
The “Millennial” generation, sometimes called “Generation Y”
will make up half of the workforce worldwide. *The Global Student Study
2010, Institute of Business Value, IBM
IBM SmarterWorkforce 5

Craigslist Screen shot taken on December 29, 2009

Interesting Oxymoron –
We have to prepare people
for the jobs that don’t exist...
using technologies that
haven’t yet been invented...
in order to solve problems
we don’t even know !
If Content is King,
then Context is
Queen.

IBM SmarterWorkforce What are the possibilities?

Setting the context
Nurture Basic Competency + Develop Right Skills =
Optimal Career
STRATEGY

STRATEGY Nurture Basic Competencies
OBSERVER
observer
Quality
Quality
PLANNER
IBM SmarterWorkforce 11 IBM Career Education
DOER
doer
Engineering
planner
Management

STRATEGY Develop Right skill
…example of……Top IT Business skills in Demand…………..
Software Quality Management
Application Development using Java
Embedded Systems Development
IT Service Management
Business Analytics
Information Management
Enterprise Content Management
Business Process Management
IT Security
Social Software

STRATEGY Optimal Career (Sample)

GROWTH POTENTIAL
VP-Operational
Excellence
Head- Process
Transformation
Quality Analyst Management
Engineering
Quality Assurance Leader
VP - Quality Assurance
Senior Database Architect
Technical Leader
Solution Architect
Chief Programmer
Subject Matter Expert
Team Leader
Project Manager
Program Manager
CXO
Startup-
Specialist
Enterprise
Architect
Service Delivery
Officer
Risk Analyst
Business Analyst
Compliance Officer
Quality

Anecdote – Job Definitions – how many you
have now and how many can/will be

Meet Anne

The difference in the Generations
Generation
Born between…
Too much and I’ll Required to keep me Continuous & expected
Training The hard way leave
Communication style Top down Guarded Hub & Spoke Collaborative
Problem-solving Hierarchical Horizontal Independent Collaborative
Decision-making Seeks Approval Team informed Team included Team decided
Leadership style Command & control Get out of the way Coach Partner
No news is good Once per year Weekly / Daily On demand
Feedback news
Technology use Uncomfortable Unsure it
Gen X (Chris)
1965 – 1976
Boomer
1946 - 1964
Traditionalist
1922 - 1945
Unable to work without
Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.
Gen Y (Kitty)
1977 – 2000
Collaborative &
Learning style Classroom Facilitated Independent networked
Unfathomable if not
provided
Job changing Unwise Sets me back Necessary Part of my daily routine

Learning Styles
Generation
Born between…
Feedback news
Gen X (Chris)
1965 – 1976
Boomer
1946 - 1964
Traditionalist
1922 - 1945
Gen Y (Kitty)
1977 – 2000
Collaborative &
Unfathomable if not
provided

Generation Y
Generation
Born between…
Feedback news
Gen X (Chris)
1965 – 1976
Boomer
1946 - 1964
Traditionalist
1922 - 1945
Gen Y (Kitty)
1977 – 2000
Collaborative &
Unfathomable if not
provided

Today's environment requires CEOs to effectively leverage
their people to create a competitive advantage
Human capital is the leading cited source of economic value...
Products / services innovation
Key sources of sustained economic value1
Source 1: 2012 IBM CEO study: Q24 “What do you see as the key sources of sustained economic value in your organization?”
Source 2: SHRM Human Capital Benchmarking Database, 2011
Human capital
Customer relationships
Brand(s)
Business model innovation
Technology
71%
66%
52%
43%
33%
30%
...but, CEOs face significant workforce challenges.
The average turnover in the
U.S. is 15%per fiscal year.2
Total costs of replacement can reach
200%of an employee’s annual salary.2

All of our actions, must help build skills for the future
Core
Competency
Broader Skills
Finance
Accounting
Marketing
Operation
Mgmt
Management
Sports Mgmt
Hospitality
Mgmt
A smarter planet needs
smarter humans
Shirley Shmerling & Kaimei Zheng
Isenberg School of Management
University of Massachusetts
September, 2009
Internet
Business &
Technology
Internet
Marketing
Information
Mgmt in the New
Economy
System
Analysis &
Design
Business
Applications of
Computers
Business
Information
Systems
Commerce
(WebSphere
Commerce)
Business
Intelligence
(Congnos)
Social
Networking
(Lotus Connections)
Business Process
Modeling
(DB2, Innov8)
Enterprise
Mashups
(Mashup Center)
 Students must have skill depth and breadth to compete with success
 IT skills must be integrated throughout their curriculum
T-shaped chart provided by

Summary
•Work is getting reinvented by
the day
•Workers are always getting
smarter
•Integration of the two will be
the key….twain has to meet
2IB2 M SmarterWorkforce

Final Thoughts
When it comes to the future,
there are three kinds of
people
1.Those who make it happen
2.Those who let it happen,
and
3.Those who wonder what
happened…………
23

A smarter workforce is based on an agreed upon vision of
corporate culture in order to share and create value
A Smarter Workforce ensures leaders and managers:
• Understand their culture - now and in the future
• Identify, attract and retain the best people
• Develop employee skills based on cultural fit
• Utilize analytics as core to their decision-making processes

Can you Guess
the Smart work(er)
of tomorrow ?

But……….Please do not forget……….

Ideas?
Questions ?
Comments ?

thank you , Its been my pleasure
Himanshu Goyal
Country Manager
Social Workforce Solutions
himgoyal@in.ibm.com
Himgoyal
@himgoyal
Enjoy the conference

Workforce of 2020+ (hg whrc 15th feb2014)

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