Workplace Experience 10 Rules for Mastering Disruption in Recruiting and Engaging Employees
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THE FUTURE WORKPLACE EXPERIENCE 10 RULES FOR MASTERING DISRUPTION IN RECRUITING AND ENGAGING EMPLOYEES JEANNE C. MEISTER KEVIN J. MULCAHY Bonus Material Meister 00.indd 3 9/6/16 10:41 AM Figure I.1 Ten rules to navigate the future workplace HOW THE CHANGING WHAT WORKERS TECHNOLOGY COMPOSITION EXPECT FROM TRANSFORMS OF THE WORK THE WORKPLACE WORKFORCE Rule #1: Make the Rule #4: Consider Rule #7: Tap the Power Workplace an Technology an of Multiple Generations Experience Enabler and Disruptor Rule #8: Build Rule #5: Build a Gender Equality Rule #2: Use Space Data-Driven Recruiting to Promote Culture Ecosystem Rule #9: Plan for More Gig Economy Workers Rule #3: Be an Rule #6: Embrace Rule #10: Be a Agile Leader On-Demand Learning Workplace Activist Source: Future Workplace Meister 00.indd 18 9/6/16 10:41 AM Table 1.1 Samples of Global Employer Rating Sites Employer Rating Site Country Focus Website Tag Line JobAdvisor.com.au Australia Cultural match “Find your dream employer” RateMyEmployer.ca Canada Employer ratings “Who said background checks and and rankings Pre-Employment Screenings should be reserved for employers only?” Kununu.com Germany Employer rating and “Complete transparency in the job job listing platform market” TheJobCrowd.com United Focused on recent “Graduate Employers. Reviewed by Kingdom graduates their Graduate Employees” Glassdoor.com USA Employer and CEO “To help people everywhere find jobs ratings and reviews and companies they love” Meister 01.indd 6 9/6/16 10:41 AM Figure 1.1 The Future Workplace Experience I Flexibility I Transparency I Purpose-driven I Responsiveness Cultural Emotional Make the Workplace an Experience Technological Intellectual I Smart Technology I Collaborative Tools I Learning Physical I Career Development I Space I Community Source: Future Workplace Meister 01.indd 9 9/6/16 10:41 AM Figure 1.2 Benefits of balanced workspaces Balanced Workplaces are More Innovative, More Creative (Percentage that ranked their company highly) 78% 72% 74% 73% 74% 52% 46% 45% 40% 40% Creates Climate Has Creative Leadership Encourages Clear Strategy of Innovation inkers Encourages Breakthrough for Innovation Innovation Ideas Not Balanced Balanced Source: Gensler Meister 01.indd 18 9/6/16 10:41 AM Figure 2.1 Five drivers for workspace 5 1 Drive Nurture Culture Community Use Space Values and Authentic to Promote Culture Mission 4 2 Enhance Enable Engagement Choice 3 Personalization Design Promote Wellness Enable and Facilitate Source: Future Workplace Meister 01.indd 28 9/6/16 10:41 AM Figure 3.1 The agile leader of the future Be Transparent Ability to Be Team Intelligent Be Accountable Engage People Produce Results Be Inclusive Be Intrapreneurial Ability to Be Future Focused Be a People Developer Source: Future Workplace Meister 01.indd 48 9/6/16 10:41 AM Figure 3.2 The culture gap ASPIRATIONAL Beliefs Norms Reflects Our Written and Spoken Behaviors Shared Meanings Values Practices Habits Conflicts Experiences Culture Gap Rituals TOLERATED “Does NOT Reflect” “Your culture is shaped Our Values by the worst behavior you tolerate.” X Source: Future Workplace Meister 01.indd 67 9/6/16 10:41 AM Figure 4.1 Technology is radically transforming our workplace experience Enabler Enhancer How do we enable How do we enhance our our work flow? capabilities? Transformative Impact on Workplace Experience ? Advisor Disruptor What roles will be How do we make better disrupted and decisions? automated? Source: Future Workplace Meister 02.indd 74 9/6/16 10:41 AM Meister 02.indd 98 Figure 5.1 Top recruitment methods Top Recruitment Methods Forecast by HR and Hiring Managers in USA 76% 69% 72% 68% 64% 56% 56% 54% 46% 42% 33% 36% 30% 27% 23% 22% 16% 14% 16% 14% 12% Mobile app Video Social media Predictive Proactive Internship Internal applications interviews analytics searches programs referrals Current In next 3 years Trend changes (A) Top Recruitment Methods Forecast by HR and Hiring Managers Outside USA 51% 48% 38% 31%% 36% 36% 36% 20% 18%%18% 21%%17% 20%%16% 22%22 21%21 12% 10%%12% 13%%8% Social media Predictive Mobile app Video Proactive MOOC Gamification of analytics applications interviews searches platforms job exp Current In next 3 years Trend changes (B) Source: Future Workplace 9/6/16 10:41 AM Figure 5.3 The recruiting ecosystem Manage Your Intentionally build Employer Brand the employer brand Gain early insights Train Before Hiring to vet candidates Use analytics Use Smart Sourcing for targeted reach-outs Tap Employees Leverage existing connections for Referrals for high quality referrals Be Transparent Encourage sharing with Job Seekers on multiple touch points Source: Future Workplace Meister 02.indd 100 9/6/16 10:41 AM Figure 6.1 Learning at the speed of business e Learning Experience Shift Mindset to Expand Learning Communicate On-Demand Learning Opportunities the Value Are we ready to Are we oering Why, how, and deliver personalized the right choices? what gets digital experiences? measured? Rethink the Vision Build Learning for Learning Partnerships Why and how do we How do we scale? provide learning? Source: Future Workplace Meister 02.indd 118 9/6/16 10:41 AM Figure 6.2 From training to on-demand learning Training On-Demand Learning Transactional Transformational programs experiences Controlled by HR Enabled By HR Micro-Learning Time Intensive Pathways HR as Content Creators HR as Learning Curators Employees as Employees as Consumers of Learning Serial Learners Source: Future Workplace Meister 02.indd 120 9/6/16 10:41 AM Figure 6.5 The 10 most popular MOOCs 1 Learning How to Learn | University of CA at San Diego 2 Mastering Data Analysis in Excel | Duke University 3 Programming for Everybody | University of Michigan 4 Machine Learning | Stanford University 5 R Programming | John Hopkins University 6 Data Scientist Tool Box | John Hopkins University 7 Tibetan Buddhist Meditation | University of Virginia 8 Introduction to Programming in Python | Rice University 9 Successful Negotiation | University of Michigan 10 Introduction to Financial Accounting | University of Pennsylvania Source: Business Insider Meister 02.indd 126 9/6/16 10:41 AM Figure 6.6 The Anthem flipped classroom model Lessons Performance Support (Blending self- (Knowledge library, Coaching paced with SharePoint, and (Group and Assessments instructor led) my learning) individual) (Performance-based) Workbook-based Single point of Oce hours Skill observation self-paced access to all 1:1 coaching/ through mentoring training with LOB training materials mentoring with specific practice facilitator scenarios Microlearning LOB specific Discussion boards Badges and video lessons documentation Peer-to-peer certifications upon and simulations Quick reference collaboration completion guides Instructor led Interactive Floor support at Skill-based training for simulations and Go Live practical complex processes job aids Go Live Hotline assessments 30-60-90 day 30-60-90 day follow up follow up Courtesy of Anthem Meister 02.indd 130 9/6/16 10:41 AM Figure 7.1 Key generational cohorts in the workplace Boomers and Generation Gen Zers Millennials Gen Xers Traditionalists Age 8–23 24–35 36–52 53–72, 73+ As of Jan 1, 2017 Birth Years 2009–1994 1993–1982 1981–1965 1964–1945, before 1945 Key Abilities Super tech Confidence, Independent, Strong work savvy, embrace competitiveness, pragmatic, ethic, equal rights diversity, globally workplace self-reliant generation, connected flexibility optimistic advocates Attitude on Questioning An expense A way to get A birthright Education value (may have large there student loans) Tagline “Seeking varied “It’s all about “Help me “Not ready to experiences” me” balance” leave work” Source: Future Workplace Meister 03.indd 140 9/6/16 10:45 AM Figure 7.2 The changing mix of generations in the workforce Labor Force Composition, By Generation Traditionalists Traditionalists 3% Boomers 20% Boomers 18% 31% Gen Xers 21% Boomers 49% Gen Xers 32% Millennials 42% Gen Xers Millennials 31% 34% Gen Zers 19% 1995 2015 2025 Assumes a working age population of 18 to 70 years of age. Source: Bureau of Labor Statistics and the U.S. Census Bureau Meister 03.indd 141 9/6/16 10:45 AM Figure 7.3 Workplace Generational Intelligence Framework Boomers and Generation Gen Zers Millennials Gen Xers Traditionalists Age 8–23 24–35 36–52 53–72, 73+ As of Jan 1, 2017 Personal Deliberate Mentorship Customization Opt-in Expectations and goal- of job and learning and (Learning and oriented benefits development Development) learning Within Teams Experimental Synergy of Structured Younger (Collaboration mindset— employee development manager/older Preferences) trial and anity groups opportunities worker training error From the Early career Purposeful Future Support to Organization connections work and focused work longer (Support financial career Preferences) support opportunities Source: Future Workplace Meister 03.indd 145 9/6/16 10:45 AM Figure 8.1 Gender representation in the corporate pipeline 2012 42% 33% 28% 23% 20% 16% Entry Level Manager Director VP SVP C-Suite 2016 45% 37% 32% 27% 23% 17% Entry Level Manager Director VP SVP C-Suite Women Men Source: Hungton Post Meister 03.indd 166 9/6/16 10:45 AM Figure 8.2 Top U.S. companies offering paid maternity leave 52 Weeks Bill & Melinda Gates Foundation, Netflix 20 Weeks Amazon, Microsoft, Twitter 18 Weeks Apple, Bloomberg, Google, U.S. Navy 17 Weeks Reddit 16 Weeks Facebook, Goldman Sachs, Fidelity Investments 15 Weeks Johnson & Johnson 12 Weeks Bank of America Source: Time Magazine Meister 03.indd 171 9/6/16 10:45 AM Table 9.1 Five Freelancer Segments of the Gig Economy Number of Percent Workers Growth S egment Description Percent (M)illion (2014–2015) Independent Work project to project. 36 19.3M –4 contractors Self-employed. Diversified Portfolio of work. 26 14.1M +8 workers Income from both traditional and freelance work.