digital workplace culture - ess conference - beth kelley

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Digital workplace and CultureHow digital technologies are changing the workforcePresentationEastern Sociological Society ConferenceMarch 18, 2016

Beth KelleyResearch ManagerDeloitte Digitalmarkelley@Deloitte.com

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Digital Workplace & CultureDefinitionTechnology as EnablerPutting A Face on the Digital WorkforceLogistics & Security & RobotsOpportunitiesSum Up & Questions

overview?

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Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.

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What is a digital workplace?3

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.The definition of digital workplace & culture is murkyThe 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

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methodologyPerformed a literary review of studies analyzing how digital technologies are impacting workplace culture, in-office and on-the-road policies, hiring practices, employees and employers 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

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.What we sawTechnology 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

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Technology as enabler7

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Location flexibleTeams 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. Todays 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 markets8

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Contingent workforcesCompanies 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, fluidity9Source: Josh Bersin, Dimple Agarwal, Bill Pelster & Jeff Schwartz, Introduction: Leading in the new world of work, Deloitte University Press, February 27, 2015.

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Statistic: Josh Bersin, Dimple Agarwal, Bill Pelster & Jeff Schwartz, Introduction: Leading in the new world of work, Deloitte University Press, February 27, 2015.9

Putting a face on the digital workforce10

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Approach to handling human resources is more transparentIt 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

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Workers are more nimbleHR, 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 ways12

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.People have the powerThe 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 employee13

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.People want more out of a jobTodays 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 balance14

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Sources:Jeff Schwartz, Josh Bersin, & Bill Pelster, Global Human Capital Trends 2014: Engaging the 21st-century workforce, Deloitte University Press, 2014. http://www2.deloitte.com/hctrends2014.Sally Seppanen, Wendy Gualtier, The Millennial Generation Research Review, U.S. Chamber of Commerce Foundation, National Chamber Foundation, 2012.

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Next gen expectationsMillennials 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 reasons15

Deloitte Digital Copyright 2016 Deloitte Development LLC. All rights reserved.Sources:Jeff Schwartz, Josh Bersin, & Bill Pelster, Global Human Capital Trends 2014: Engaging the 21st-century workforce, Deloitte University Press, 2014. http://www2.deloitte.com/hctrends2014.Sally Seppanen, Wendy Gualtier, The Millennial Generation Research Review, U.S. Chamber of Commerce Foundation, National Chamber Foundation, 2012.

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Working hours are all the timeThe 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 approach16

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An Overwhelmed workforceHumans 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 unplug17Source: Josh Bersin, Dimple Agarwal, Bill Pelster & Jeff Schwartz, Introduction: Leading in the new world of work, Deloitte University Press, February 27, 2015.

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