the perfect storm of opportunity for hr professionals
DESCRIPTION
prepared especially for PWSHRM By Dalton Alliances, Inc. /franciedalton. The Perfect Storm of Opportunity for HR Professionals. Anticipating the Future: Updated. - PowerPoint PPT PresentationTRANSCRIPT
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prepared especially for
PWSHRM
By Dalton Alliances, Inc. /franciedalton
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2020: Domestic robots = norm 2013
2030: Driverless vehicles = norm 9/13
2050: Nanobots perform surgery 2035
as projected in 2011 vs 2013
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Which two haven’t yet been successfully produced via 3D printing?
Guns that can be successfully fired Vaccines that can then be self
administered Fresh meat for human consumption Fully functioning human ear
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Stay informed so you can anticipate
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Workforce StatsImplications for U.S. Business Navigating Your Perfect Storm
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2013: Degreed workers < demand by 6M
2025: Degreed workers < demand by 16 M
Bureau of Labor Statistics
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GRADUATE AGE U.S. RANK
25-34 7th
25-34 16th
as reported by OECD in 2011 vs 2013
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By 2020
• 20% or more of all employees will need
Bachelor Degree or higher • 3% will need at least 5 years
experience• 21% will need moderate/long
term OJT OECD 2011
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Your inputs/suggestions must be:
Data Based
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Ask “What’s so?”Develop a clear statement of
current state
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Mentoring Budget Succession Planning
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Competing prioritiesOpportunity costsSlow/unclear benefit
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Ask “So what?”Develop a clear analysis of
implications
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Quantitative issues
Qualitative issues
Few age 30 to 49
Physical/technical jobs automated
Intense competition
T&D: critical
Few Expert Mgrs
Remaining jobs will be “high touch”
Towers Perrin; Gallup: current state and implications
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Quantitative Deficits in Labor = - Fewer Products/Services
Qualitative Deficits in Labor = - Eroded Execution- Erosion of Competitive
Advantage- Sustainability
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Ask “Now What?”
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Vox InclementeToxicityDisengagementWait for others to act
~OR~
Reorient your thinking/approach
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S+R=O Situation + Response =
Outcome
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Navigating the Perfect Storm
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Mistakes Margins Missed Opportunities
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Demonstrate Shared Concerns
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AnticipatoryGathered Data Asked What’s so?; So What?; Now
What?Demonstrated Shared Concerns
But….
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Absolutely Wrong
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Package your recommendations for acceptance
By each relevant party/key stakeholder
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Workplace Passion ≠ emotionalism
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Excavate Potential Radial Impacts of your
Recommendations B E F O R E
Presenting Them!
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Be willing to USE TOOLS
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How to perpetuate/ensure the undesirable
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How to Perpetuate C-level Refusal to Allocate Sufficient Funds for Training/Development?
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I M P O R T A N C E
highly important easily achieved
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Use charts/graphs so you T A L K less!
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I M P O R T A N C E Highly important Easily achieved Position re: Opportunities? Position re: Vulnerabilities?
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Assess opportunities and vulnerabilities
ANDOrganizational position to
capitalize/neutalizeTHENDetermine need for reprioritization
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Volunteer required!
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Recalibrate your Delegation Grid Quarterly
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Perpetually mindful of:
current/desired states per C-level concerns
positioning re: opportunities/vulnerabilities
packaging your approach to relationships
calibrating time deployed to highest value
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prepared especially for
PWSHRM
By Dalton Alliances, Inc. /franciedalton