The Future of work

Pascion Event
16/09/2013
The future of work

Agenda
1.Introduction
Jan Verbeke
Synergie
2.The future of work
Five forces who will have influence
3.Effect on temp labour sector and
Synergie
4.Opportunities for purchase
0.

Introduction
Jan Verbeke, CEO Synergie Belgium
– Studies
• Master in Psychology
– Career
• 13 years Ago Interim : start up, commercial manager
• 7 years Boco TRS : administration- and commercial manager
(workware rental)
• 8 years CEO Synergie Belgium
1.

 Group Synergie
• Present in 15 countries
• Stock market listed
• Turnover €1 400 000 000
• Nr 5 on European market
• 600 agencies
Introduction1.

 Synergie Belgium
• 52 offices
• 230 fix staff
• 4300 temp workers
• Nr 7 on the market
• Turnover : €150 000 000
Introduction1.

2. The future of work
• Based on analysis and forecaststudies of Lynda Gratton
• Lynda Gratton is a world key note speaker and professor
management Practice at London Business School
• Her institutes works together with international companies as
Shell,Microsoft,... to view future evolutions
• Lynda Gratton’s institute views 5 forces who will influence and
determine the future of work worldwide

• Create new jobs (direct/indirect)
• Will have effect on the existing
1. Internet/Billions of connections
- cloud computing
- social media
2. complex communication
- more compact devices (iPhone,..)
3. further automatization
- cognitive assistants
- avatars

Moor’s law : X 2 every two years

Internet users per 100 capita

1. Generations
different expectations
different approach
• X (1961-1980): lost generation : exit
- Values freedom and responsibility
• Y (1980-1992) : digital immigrants : ruling
– Looking for better work/life balance
• Z (1992-2013) : digital natives : coming in
– Expect more from environment
– 24/7 information

2. longer life expectancy
• Belgium : 50% active population is + 40
• We will have to work longer
 Pensions will be insufficient
• Labor has to be adapted to older generations
• More medical care

3. world population
• more consumption
• less recourses
• less space

1. Migration
• better transport/cheaper in price
• better communication (internet)
• low skills will be imported
• high skills will become scarcer
– will migrate
• medium skills will disappear

In Belgium

2. Emerging markets: BRIC(S)
• talent in India and China
– Gather knowledge at Western universities to use in Asian countries
– Development of education in India and China
• new education programs (80% e-learning)

3. Frugal innovation
• production/design
• quicker delivery
• lower cost

• Big companies : will become bigger, more international
• Supported by Micro entrepreneurs : bought by the bigger

Low Carbon : CO2
• energy prizes are rising
• carbon emission is rising
- effect on climate change
- more catastrophes
 Consequence : need for sustainability

1. Energy prices

Low Carbon : CO2 emission per country

• less trust in government
• less reflexivity
• migration from rural to urban
• economically more ups and downs

• individual
People more individualistic
Smaller families
More two-working member households
More reunited families
More virtual relationships
More homework or hubs

The impact of the different forces, the growing chances in labor
forces (migrations, aging, specialists) and the needed flexibility in
the organization of work, makes it more challenging for
companies to cope with this. As well from point of view of HR as
purchase.

Technology
Effects on our sector/ business

3. Effect on our sector/business
Sector
• new business : www
Synergie
• 30% of employed people make first contact trough internet
• websites became the best recruitment tool
• automatization of processes
- time registration/pay/billing
- recruitment process : OTYS
- reporting : online Total HR

Match
critère
Demandes candidats
Partners :
intakeClient
Jobboards
1. OTYS: recruitment/selection

2. Total HR Reports

Absenteeism

Demography

Sector
• More immigrants as candidates
• More woman on the labourmarket
• More demand for flex jobs
• More older workers
• Individual expectations of every worker: personal development plan
Synergie
• Employ 80 people per day with work permit
• 512 people per day employed with other nationality than Belgium
• IR

Society

Sector
• labourmarket needs more flexibility
• % flex workers /fix workers is going up
Synergie
• we grow every year with about 10%
• more inscriptions in big cities (Gent, Antwerp, BX, Hasselt)

% penetration worldwide

% penetration in Belgium

Low Carbon

Sector
• new business : renewable energy
• in more and more price offers we have to propose elements
concerning environment
Synergie
• CO2 emissions of fleet
• plan for sustainable entrepreneurship

Globalization

Sector
- bigger players
- more international tendering
- small starters/more financial risks
Synergie
- more concentrated demands (Suez)
- much more international active (15 countries)
(centralization of purchase)
- demand for adapted systems

4. Opportunities for purchase
• Volumes

• different pricing
- high level/low level qualifications
• Seniority
- pricing depends on duration of contract

• systems/automatization
- selection recruitment/reporting/billing
• KPI/Sla driven
- quantity: fill rate
- quality of agency workers
- quality of administration

planning & intake of temporary people
Flexible Structural Project
quantity
(deliver the expected & planned
number of people)
quality
(provide good & motivated people that
will stay as long as needed)
pricing
(correct pricing and correct invoicing)
customer care and CIP
(think with the customer)
4 Success Factors
rate evolution mechanism (example)
90
100
110
month 1 month 2 month 3 month 4
rate
rate lower margin upper margin baseline
good KPI's
in M 2 =>
higher
rate in M 3
bad KPI's
in M 3 =>
low er rate
in M 4
Cooperation with interim agencies : what does good looks like ? (1 pager)
Bonus -Malus KPI system
good performance in month 1 => bonus in month 2
bad performance in month 1 => malus in month 2
factbased KPI's soft KPI's
executed hours/requested hours 2006 2007 2008 2009 2010 2011 2012
MASTER 97.48% 97.68% 97.88% 97.10% 96.55% 98.30%
VENDORS 85.00% 96.87% 90.25% 95.54% 94.90% 93.61% 95.87%
AVERAGE 85.00% 97.10% 95.53% 96.71% 97.00% 95.08% 97.09%
number of days that interim person stays 2006 2007 2008 2009 2010 2011 2012
MASTER 13.65 16.75 17.58 17.89 17.02 17.92
VENDORS 6.40 12.42 15 14.91 14.43 14.41 16.27
AVERAGE 6.40 13.04 15.88 16.25 16.08 16.31 17.10
correct invoices 2006 2007 2008 2009 2010 2011 2012
MASTER 98.80% 99.70% 99.85% 99.92% 100.00% 100.00%
VENDORS 95.00% 96.40% 98.70% 99.20% 99.91% 99.83% 99.88%
AVERAGE 95.00% 98.00% 99.45% 99.64% 99.96% 99.98% 99.98%
REALISATIONS ARE :
1. STABILITY
2. QUALITY
3. FLEXIBILITY
4. CORRECT INVOICING
5. EXTENSIONOF THE HR DEPARTMENT
6. PROACTIVE SOLUTIONS instead of
REACTIVE
7. OWNERSHIP
8. SHORT TERM ACTIONS
9. INCREASEDSAFETY
 training
 functional
 machines
 WMS
 coaching,...
 careful intake process
 safety
 HR extension
 real time reporting
Bonus -Malus KPI system

Conclusion:
a lot of opportunities for purchase confirm the need for a
good collaboration between HR & purchase in order to
have qualitative and cost-efficient labour force

Thank you for
your presence!
Do you have
any questions?

The Future of work

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