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Future of Work

NAVIGATING THE 4-DAY WORKWEEK

March 4, 2020 by Laura Schroeder

Image by HNDPTESBC from Pixabay 

‘Can I work part-time?’

As a team lead and hiring manager I hear this question a lot, now that the four-day workweek is a ‘thing’ – and for the right candidate it’s a no-brainer.

I consider myself as a four-day workweek pioneer, blazing a part-time trail before it was cool.  It started when I was returning from maternity leave. I wanted to work part-time but was confident I could handle the demands of the role in fewer hours. 

I felt a bit nervous asking the hiring manager, but his answer surprised me: ‘I love part-team people.  They cost less, waste less time, and work harder.’
I accepted the offer and ended up doing two full-time roles in twenty hours a week, which was possible because the team culture supported me and we had top notch collaboration tools.
Now I pay it forward, not because it’s trendy to offer a four-day work week, or even because multiple four-day work week experiments have shown higher productivity and engagement.  It’s because being flexible gives me access to some amazingly talented people who can effectively manage their time and deliver key results faster.

There’s a flip side, of course: skipped team lunches, minimal time for networking, leaving earlier than everyone else, missing meetings, etc.  But all that can be managed though proper expectations setting and proactive communication.  

If being available and ‘being seen’ are prioritized at your company, you may not be ready to accommodate part-time people in leadership or high visibility roles.  That’s fine but you may be missing out on some great talent, or paying people to focus on non-mission critical tasks.

Is a four-day work week right for your team or company?  

First let’s look at the benefits:

  • Access to talent – A growing number of senior professionals prefer part-time opportunities because their expertise makes them highly efficient.
  • Employer band – Making flexible work schedules and part time opportunities part of your employer brand will help you attract the best people.
  • Mental health – Having afternoons free or one day off provides space to manage one’s personal life with less stress.
  • Lower salary costs – While subject to negotiation, part-time professionals may accept a lower salary in exchange for flexibility, plus salaries are typically prorated by hours worked.  
  • Engagement – Taking a bit of time away from work and work-related emails has a beneficial head clearing effect that increases engagement.
  • Productivity – Embracing a shorter work week creates an opportunity to rethink processes and workflows to make them more efficient.

Now let’s look at a couple of caveats because a four-day work week isn’t for everyone:

  • Right role – A four-day work week shouldn’t necessitate hiring extra personnel, which is why creative, strategic, or even leadership roles may work better than customer service or ‘bottleneck’ roles that others depend on.  
  • Right experience – Someone with little job experience may need the five days to learn the ropes – in my first management role I worked about 60 hours a week but quite a bit of that was figuring stuff out.
  • Right level of maturity – The four-day model works best with people who know how to manage their time and key stakeholders – a certain amount of finesse and experience are required.
  • Right manager – If your company’s managers learned most of what they know about leadership in the 90s this model is probably not for you.  
  • Not everyone wants it!  According to recent EU stats most people are still looking for full-time work, either out of habit or for the higher earning potential.

The corporate world isn’t yet ready for a universal four-day work week, but you can pilot the idea and get most of the benefits by: 1) offering it where it makes sense; and 2) supporting the arrangement with tools, communication, expectations setting, etc. so it works.

Whether or not you like the idea of the four-day work week, more people are asking for personalized work arrangements and choosing to work for companies that offer it.

This post was previously published on Working Girl.

Learn more about Laura Schroeder

Filed Under: Employee Experience, Future of Work, Laura Schroeder Tagged With: 4-day workweek, alternative work arrangements, work schedules

FUTURE FRIDAY DISPATCH NO. 1

March 3, 2020 by Karen Jaw-Madson

aNewHR curates the most thought-provoking recent articles about the Future of Work

  1. The New York Times Magazine dedicated this issue to The Future of Work
  2. People Matters blog posted Workplace 2030: How the Future of Work Will Look Like
  3. Forbes.com published 10 Books For The Future Of Work—And An Experiment 
  4. Digital News Asia’s story, Learning for the future of work is to understand what makes us unique as humans 
  5. CDC launches future of work task force amid threat of aging workforce
  6. As seen on Singularity Hub: For a Bright Future of Work, We Must Get Better at Collaborating With Machines (book excerpt)

Filed Under: Future Friday, Future of Work, Karen Jaw-Madson

FUTURE HR ROLES & ARCHETYPES: LESSONS FOR SEARCH FIRMS & THEIR EXECUTIVE CLIENTS

February 29, 2020 by John Sigmon

Recently a long tenured human resources executive for a Fortune 500 company announced her retirement. With no successor in place, the CEO and Board began the vetting process for an Executive Search firm. During the consultation process several firms made convincing presentations of the talent landscape for HR leaders and the critical nature of the role of HR in achieving the corporate objectives. One vital common element of those presentations was the importance of the CHRO reporting to the CEO.  So, when the CEO informed the search firm candidates the new head of HR would report to the COO and a key first year deliverable would be evaluating and recommending changes to the human resources information system, several of the firms raised concerns.  In the end, the CEO selected a firm that committed to find a slate of candidates to meet his objectives.  This is a fictional account but very common in my experience.

Shaping expectations of key stakeholders by defining what is needed to move beyond today’s expectations (including those that are antiquated) of HR is a challenge that has been taken up by the Global Consortium to Reimagine HR, Employment Alternatives, Talent and the Enterprise (CHREATE). A key deliverable for CHREATE is to develop tools to diagnose and shape constituent expectations about HR. In 2014 a group of key CHROs and HR though leaders/stakeholders came together to accelerate the development of the HR profession to meet the dramatically rapid pace of change in business and society.  As a volunteer group, CHREATE identified several pivotal areas of focus; one of which is to shape expectations of HR key constituents. CHREATE defined five key constituent groups including Boards, CEOs, investment analysts, private equity, and search firms.  These constituents are key influencers in advancing beyond today’s expectations of the value creation delivered by HR. This essay, as you may have guessed, focuses on the search firm constituent group. 

Search executives operate in an extraordinarily competitive environment. They compete with each other, their potential clients (who may have robust internal talent acquisition functions), and external forces such as social media which support existing HR talent acquisition activities.  The competitiveness of the environment increases the stakes for securing search engagements. In our fictional account, the search firm may be correct- the CEO may very well need a strategist to serve as a top officer, to move the organizational culture forward. But the CEO does not see it that way. From the CEO perspective, people have always been paid on time, productivity is good, shareholders and proxy advisors are happy; why should the CEO spend valuable time being “sold something” that is not wanted? Pushing too hard could mean the business goes to another firm and the search consultant loses a valuable client and potential future revenue stream. 

I began this journey by asking three relative strangers to work with me to develop tools/resources for search firm executives designed to shape expectations of their clients around the human resources leadership role in delivering value. Further I asked this group to be prepared to present our findings at a national event in less than four months. The only promise I could make was that it would be messy.

Our collaboration, ingenuity, and common passion to develop solutions to advance human resources as the critical partner in meeting the rapidly changing needs of business was the driving force behind our development of a prototype application (app) for CHREATE as a possible solution to this challenge. This app, tentatively, called “Engage” provides a non-threatening vehicle for the search consultant to engage with the CEO around their needs and is based on input from the CEO. 

Other essays in this book describe how CHREATE teams defined four future roles needed to transform the nature of work:

  • Organizational Performance Engineer
  • Cultural Architect and Community Activist
  • Global Talent Scout, Convener, and Coach
  • Trend Forecaster and Technology Integrator 

The “Engage” app demonstrates how these might be used to diagnose the CEO’s needs. In the “Engage” app, the CEO provides a self-assessment of what they believe is needed in each of the four roles.   Here are examples of questions and their scoring from the prototype:

Organizational Performance Engineer
has clear roles and responsibilities and formal structures of governance1
uses ad-hoc teams to solve key business problems2
has a network of interdependent teams that proactively solve organization issues3
has organic communities of expertise that come together to address issues4
Cultural Architect and Community Activist
has a formal plan to understand how our employees currently view our culture1
takes regular actions to improve the culture2
empowers employees to solve organizational problems3
harnesses the best of everyone4
Global Talent Scout, Convener, Coach
uses traditional sourcing and external recruiting capability to fill positions1
has employees and managers actively involved in relationship recruiting2
uses a marketing approach to attract talent3
uses our customer base as a possible source of talent and referrals4
Trend Forecaster and Technology Integrator
has strong business acumen1
understands how business trends impact the workforce2
is able to “sense” and real time strategic responses3
systematically uses scenario planning4

Based on the responses the app displays one of eight different archetypes or personas of the HR leader. The archetypes/personas are adapted from “The Eight Archetypes of Leadership” (Manfred F.R. Kets de Vries, Harvard Business Review December 18, 2013) as follows:

  • The strategist: leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth.
  • The change-catalyst: leadership as a turnaround activity. These executives love messy situations. They are masters at re-engineering and creating new organizational ”blueprints.”
  • The transactor: leadership as deal making. These executives are great dealmakers. Skilled at identifying and tackling new opportunities, they thrive on negotiations.
  • The builder: leadership as an entrepreneurial activity. These executives dream of creating something and have the talent and determination to make their dream come true.
  • The innovator: leadership as creative idea generation. These people are focused on the new. They possess a great capacity to solve extremely difficult problems.
  • The processor: leadership as an exercise in efficiency.These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives.
  • The coach: leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures.
  • The communicator: leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings.

For demonstration, the eight archetypes were derived from the answers to the questions by summing up the total of the scores for the four roles.  Because each role score can range from 1 to 4, the total score can range from 4 to 16.  The archetypes might be assigned this way:

“Engage” App Total ScoreArchetype/Persona Assignment
1-2Communicator
3-4Coach
4Processor
6-8Innovator
9-10Builder
11-12Transactor
13-14Change Catalyst
15-16Strategist

The archetypes/personas are not judgments, and one is not necessarily better than another.  The appropriate archetype/persona for each organization depends on how they match the organization’s needs.  So, they are designed to help the search partner and CEO understand the organizational needs, and to plan for what the CEO/Organization should expect of the type of the candidate the CEO is presented.  

I believe this or similar tools can serve as an important catalyst, capturing the organizational need in a non-threatening manner. Additionally, it provides a level of segmentation across HR leaders. For example, if the organization seeking a HR leader is a startup, the CEO is likely to select inputs that reflect this need and the app will respond by suggesting the archetype/persona of “builder”.  

The app is open source and available through CHREATE. I believe this is an excellent starting point for further discussion and development. During a recent presentation to a CHREATE community (including search executives), over 88% responded that they see the potential and want to learn more. Over 70% responded positively to the question “If the tool were fully developed and validated can you imagine it as something you would use?” 

The competitive nature of search notwithstanding, further development of the app is a project that should be undertaken in a collaborative, co-creation environment by the search community. It would be suitable for an innovation lab/hacking experience. Since the tool is open source there are multiple possibilities to individualize development or use the framework to create other tools. 

Some potential areas to be explored include:

  • Input validation
  • Use of maturity index from CEO working group
  • Programming of algorithms
  • Can the education/development component be developed and validated?
  • Is this app the best user experience, or is another platform (e.g., gamification) more appropriate?

I hope you also see the potential and value in this tool and will take up the charge to join CHREATE in helping to refine, adopt, and adapt this tool for your unique use. 

*note- the prototype app has been disabled in order to complete the coding work required. 

This article was published in Black Holes & White Spaces: Reimagining The Future of and HR with the CHREATE Project

Learn more about John Sigmon

Filed Under: Future of HR, Future of Work, John Sigmon, Talent, Talent Acquisition Tagged With: archetypes, executive search

TECHNOLOGY, THE FUTURE OF WORK, & THE KITCHEN SINK

February 27, 2020 by Laura Schroeder

I recently spoke at the Hacking HR forum in Munich about how HR professionals can leverage technology and design thinking to build a more human-centric future of work.  

This is one of my favourite soap box topics so please excuse the ‘kitchen sink’ effect as we touch on workforce trends, attracting younger talent, technology and wellbeing, and how HR can leverage design thinking to prepare for the future of work.

Not so long ago the future of work was all about transparency, flat organizations, and the gig economy. At the time, everyone was worried about millennials entering the workforce with new ideas and expectations.  

Fast forward a few years and technology leaps later and that distant ‘future’ has arrived, the millennials didn’t turn the world upside down after all, and we’re preparing to embrace a new generation of workers who learned to play Candy Crush before they learned to walk.  

Now, I know we keep saying this, but this generation isn’t looking for a traditional, hierarchical work experience in a dreary office with 30-year-old software and an outdated corporate strategy that includes – or at least doesn’t explicitly rule out – destroying the earth.  

They want variety, connection, entertainment, new experiences, instant gratification, and LOTS of feedback. They don’t expect these things because they’re entitled, naïve or lazy but because that’s what they grew up with. It’s what they know.

In other words, the future of work is once again being invented by technology and a new generation, blah, blah, blah, so it must be Tuesday.  

Got purpose?

This is an opportunity and a call to action for HR because the younger talent companies are trying to attract aren’t inspired by business models that pre-date Instagram. 

They have a broader worldview and more options than previous generations. 

The businesses that thrive in the future will operate with purpose, not just for profit. 

The humans who thrive will be ones who have in-demand technical skills, great social skills, or deep expertise in areas that require problem-solving and improvisation.

How do we prepare for a future where you have to learn and adapt continuously to keep up with change? How do we deal with information overload and make space for the deep work that powers innovation?  

At some point the answer to this question will be a creepy – excuse me, I mean performance enhancing – chip in your brain but until then:

Technology can help people in their daily work and interactions. The right technology can make work less frustrating and more collaborative and engaging, whereas technology that distracts, interrupts or duplicates work has the opposite effect.  

Collaboration has a dark side

Let’s face it, many companies still seemed designed for maximum distraction for the sake of surface collaboration, from competing priorities at the top level down to the mushroom-like technology sprawl and never-ending meetings on the front lines where progress and innovation go to die.

With so much noise and self-inflicted urgency standing in the way of real work, it’s no surprise that at many companies, people feel increasingly isolated, worried about the future, and burned out.  

No alt text provided for this image

People who are stressed out, overwhelmed, or distracted aren’t in the right mind space to collaborate or take care of customers, let alone think systemically or innovatively.

What makes people happy instead?

There’s a brilliant TED talk by Ingrid Lee called Where joy hides and how to find it. One of the takeaways is that people who work in bright, colourful surroundings are more confident, energetic, healthy, trusting, and friendly.  

Imagine the difference that one thing could make on human performance.

Inclusion Drives Engagement

 In a survey of 93 global organizations conducted with my colleague Yvette Cameron in collaboration with UNLEASH, we discovered that including people in work experience design drives higher engagement. 

Not including them, ditto, lower engagement.  

Putting human wellbeing at the heart of technology decisions represents a cultural shift for most organizations, so we need a framework to help us design a better work experience.  

Which brings us to design thinking

Design thinking can help HR create a better work experience by listening to people and using their unique perspectives to design more inclusive organizations.  

Here’s how design thinking works in a nutshell:

  1. Talk to people and spend time in their shoes to define the problem(s) you want to solve.
  2. Brainstorm with a diverse team to get as many ideas and perspectives as possible.  
  3. Visualize your best ideas and go back to your stakeholders.
  4. Use their feedback to improve your design.
  5. Implement the solution in short sprints with iterative checkpoints.
  6. Keep listening and improving as your roll out the solution. 

The future of work needs HR professionals that actively listen and help create workplaces that support human well-being and higher purpose. HR can prepare for this future by embracing design thinking and selecting HR technology through a lens of human wellbeing at work.

*If you’d like to learn more about design thinking, this article Design Thinking for Leaders and Innovators explains design thinking and this short video describes how design thinking differs from traditional strategy, planning and execution processes.

Originally published on LinkedIn

Learn more about Laura Schroeder

Filed Under: Future of Work Tagged With: design thinking, generations, inclusion

THE MUST-HAVE SKILLS YOU NEED TO COMPETE WITH A.I & AUTOMATION

February 27, 2020 by Linda Naiman Leave a Comment

Will the rise of A.I. and automation put your company at risk or make you more competitive?

According to the World Economic Forum’s report on the future of jobs, developments in A.I., machine learning, robotics, nanotechnology, 3-D printing, and biotechnology will transform the way we live and work, and cause widespread disruption to the workplace over the next five years.

This will have a huge impact on media, advertising, retail, finance, and healthcare industries. While some jobs will disappear, others will grow, and new jobs that don’t even exist today will become commonplace. Consequently, business will need to align its skillsets (especially to keep pace with this transformation).

So-Young Kang, Founder and Chief Executive Officer, Gnowbe, notes:

By 2022, businesses will require a proactive and inventive workplace strategy to help the 54% of the workforce  who will require upskilling or reskilling. Artificial intelligence and machine learning will allow for better forecasting, and employers will be quick to anticipate and map out emerging job categories, redundancies and inefficiencies in processes – as well as the changing skills requirements – in response to the continuous disruption of the modern workforce.

I’ve discovered through my clients that the future is already here. As they embrace A.I., blockchain and machine learning, they still need to master creativity, complex human-centered problem-solving and strategic thinking skills.

Robert Falzon, vice chairman of Prudential Financial, says his company is actively taking stock of the talent it has and the skills it will need to create the next wave of products and services.

This “fourth industrial revolution” that we’re going through is so pervasive both in terms of the breadth of industries that it affects and the breadth of functions. It’s not isolated to any particular manufacturing sector or service sector. It affects all industries, and it affects every aspect of a company. There’s no place where you can’t be thinking about the application of technology and artificial intelligence as a way to enhance the operations. There’s no hiding from it. And as a result of that, the concern is that it could be highly disruptive, and it will be—but how you manage that disruption can result in very, very different outcomes.

How will you and your clients face disruption and flourish in this brave new world?

Falzon warns that if you’re relying on the idea that you can displace your talent through technology, outsourcing and process automation, and then think that you’re going to hire entirely externally for [whatever new needs you have] and not take advantage of that pool of labor that you just freaked out, then you’re kidding yourself. “Big employers that want to evolve are going to have to get comfortable putting people in roles they haven’t tried before,” says Falzone. “Some jobs may not have even existed before. Bridging the skills gap is a major priority at Prudential.”

Richard Baldwin, one of the world’s leading globalization experts, argues that the inhuman speed of this transformation threatens to overwhelm our capacity to adapt. He offers three-part advice in his book The Globotics Upheaval: Globalization, Robotics, and the Future of Work (Oxford 2019):  (1) avoid competing with A.I. and R.I. (remote intelligence) in the sense that you can’t compete in terms of what they do best, e.g. processing information; (2) build skills in things that only humans can do, in person; and (3) “realize that humanity is an edge not a handicap.”

We will always need heart and soul human connections in the workplace. Dov Seidman, C.E.O. of LRN in a New York Times article  says, “Our highest self-conception needs to be redefined from “I think, therefore I am” to “I care, therefore I am; I hope, therefore I am; I imagine, therefore I am. I am ethical, therefore I am. I have a purpose, therefore I am. I pause and reflect, therefore I am.”

Marty Neumeier, branding expert and author of Metaskills: Five Talents for the Robotic Age, says these five meta-skills—our highly human abilities—are the best bulwark against business or career obsolescence:

  1. Feeling: empathy & intuition
  2. Seeing: seeing how the parts fit the whole picture (a.k.a. systems thinking)
  3. Dreaming: applied imagination, to think of something new
  4. Making: creativity, design, prototyping and testing
  5. Learning: learning how to learn (the opposable thumb of all other Metaskills)

Interestingly these capabilities are at the heart of human-centered design thinking, and complement the five discovery skills of outperforming disruptive innovators identified in the Innovator’s DNA.

Where are you positioned on the robot curve, and how can you optimize your business or career?

Neumeier’s Robot Curve illustrated above, is a simple model of innovation that shows how new processes, businesses, and technologies continuously destroy old ones as they create new opportunities for wealth. Neumeier says there are two ways you can optimize: 1) By keeping your skills or products moving toward the top of the curve, or 2) by designing or managing skills or products at the bottom of the curve.

Make the shift from collecting dots to connecting dots

While the diagram above is aimed at educators, it applies to leadership and business as well. (The green column corresponds with artistic and design thinking capabilities.)

As the educators at Marzano Research beautifully illustrate, we need to shift from collecting dots, to connecting dots. While “collecting dots” is important, leaders must also learn to “connect dots.” Connecting dots has to do with seeing patterns before they are obvious and making connections between disparate data to generate new insights and novel ideas that lead to innovation. This capability requires a mind-shift and skill-shifts from industrial-age thinking to the creation of knowledgeable, creative and adaptable life-long learners.

What skills are most desired?

According to the World Economic Forum report on The Future of Jobs, skills and workplace strategy, complex problem-solving, critical thinking  and creativity  are the top three skills workers will need to benefit from these changes.

Top 10 skills

Revolutionizing the way we learn

It’s worth noting that the human-centered meta-skills required in the fourth industrial revolution are not easily learned online. It’s best to learn via hands-on actioned-based, face-to-face experiences. So-Young Kang says that to build the workforce of the future, we need to revolutionize how we learn:

Learning is no longer just about content and knowledge [Digital Learning 1.0].  Learning is about experience and application because the new currency is skills. Experts and practitioners recognize that learning overall is not just about formal training, but about learning with others and practical on-the-job experiences – as is described simply in the 70-20-10 model. This trend is based heavily on andragogy (the science of adult learning), transformative learning theory  and experiential learning (which says that adults learn through reflection, peer dialogue and application). Project-based work and hands-on experiences are all ways of bringing these principles to life. When adults practice what they have learned, retention and ownership of the content increase significantly. In a corporate environment, this is the holy grail of learning – encouraging people to own, retain and apply what they have learned.

Digital Learning 2.0 is about building skills through the application of knowledge. Digital Learning 2.0 is about what we call MPPG – which stands for mobile micro-learning in participatory, personalized  ways in groups. It’s about engaging the learner anytime, anywhere. Learners who experience Digital Learning 2.0 will need to rethink how they learn: from a passive experience of primarily reading, watching or listening to experts to a more active, participatory role in asking questions, reflecting on the answers and sharing points of view with other learners.

“Learnability” could save your job — and your company

“It’s time to take a fresh look at how we motivate, develop and retain employees. In this environment, learnability – the desire and capability to develop in-demand skills to be employable for the long-term – is the hot ticket to success for employers and individuals alike,” says Mara Swan, Executive Vice President, Global Strategy and Talent, Manpower Group in her World Economic Forum  article.

One of the messages Falzon gives to young people entering the workforce, is about gaining depth and breadth in knowledge and experience. “Yes, become an expert in an area because you build credentials and credibility as a result of that. But it doesn’t end once you’ve done that. Seek broad experience, because that broad experience is going to prepare you to do a whole bunch of more interesting things down the road.”

To ensure you and your kids are robot-proof, make it a habit to keep learning. Activate your curiosity by cultivating a wide range of interests. Don’t just read — try out new experiences outside your comfort zone. Nothing awakens your creative brain more than taking a leap into the unknown and making new discoveries.

References:

The Future of Jobs,  World Economic Forum 2017

Baldwin, Richard. The Globotics Upheaval: Globalization, Robotics, and the Future of Work (Oxford 2019)

Kang, So-Young, “To build the workforce of the future, we need to revolutionize how we learn” WeForum, September 11, 2019

Landy, Heather. “How to talk to employees about the future of work.” Quartz at Work August 6, 2019

Neumeier, Marty. Metaskills: Five Talents for the Robotic Age.  (New Riders 2012)

Originally published on Creativity at Work

Learn more about Linda Naiman

Filed Under: Artificial Intelligence, Automation, Future of Work, Learning, Technology Tagged With: Robot Curve, World Economic Forum

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