3. Mindsets & Leadership
The meaning of
“work”
Communication
The meaning of
and forming
“feedback”
relationships
Job assignments Synching up
Finding
information and
learning
Erickson, 2012
4. Mindsets & Communication
50s 60s 70s 80s 90s 00s 10s
Content detail, prose-style
If and when I need it, I’ll find it online
Context Relevance to my security
Relevance to now, today and my role
Attitude Authority and hierarchy
Meritocracy
Speed Time frame
5 min ago
Frequency digestible
constant
Source: Deloitte Consulting, IABC
5. Techology, Mindsets & Jobs
Traditional: “job”
A function A set of tasks and specialties
“Own” a function “Contribute” in teams
Responsibility Projects and jobs to do
Career Path Career Progression
Upward mobility Increase specialization & experience
By level, title, size of office,… - by By results delivered, demand of skills
Tomorrow: “role”
your boss – by peers
Direct and manage Build teams, empower, inspire, coach
Widen skills and build power Deepen skills, drive results
Job & competency models, org Capability models, knowledge
charts, top down sharing, shared values and mission
Source: Josh Bersin, blog
6. Technology, Mindsets &
Learning
• Competency • Contextual
based • Organization
• Organization created
created
Formal Experimental
learning Learning
Peer-to-peer
Mentoring
learning
• Competency • Contextual
based • User generated
• User generated
Source: Meister&Willyerd, Workplace 2020
7. Technology & Learning
Private
• We're usually invited to participate by people we know and trust.
• There are specific things we want to do with the other people
involved,
• We get something back from participation
• We have control over who sees our information.
• The applications are intuitive
• The applications are well-tuned to support the specific tasks we want
to perform and their features are regularly rated and refined.
Corporate
• Often we're instructed to use it by someone in authority
• Little of what we actually get paid to do requires input from the
majority of the network.
• Participation feels like dropping pearls into a black hole
• We have no control over who sees our information
• The site is unattractive and requires a manual to get started.
• The software is generic and requires a work-around
Source: Tamara Erickson, HBR
8. Predicitions for 2020
1. You will be hired and promoted based upon your reputation
capital
2. Your mobile device will become your office, your
classroom, and your concierge
3. The global talent shortage will be acute
4. Recruiting will start on social networking sites
5. Web commuters will force corporate offices to reinvent
themselves
6. Companies will hire entire teams
7. Job requirements for CEOs will include blogging
8. The corporate curriculum will use video
games, simulations, and alternate reality games as (key)
delivery model
Source:
Meister&Willyerd, Workplace 2020
9. Predicitions for 2020
9. A 2020 mind-set will be required to thrive in a networked
world
• Social participation
• Thinking globally
• Ubiquitious learning
• Think big, constant improvement
• Cross-cultural power
10. Human Resources’ focus will move from outsourcing to
crowdsourcing
11. Corporate social networks will flourish and grow inside
companies
12. You will elect your leader
Source:
Meister&Willyerd, Workplace 2020
10. Predicitions for 2020
13. Lifelong learning will be a business requirement
14. Work-life flexibility will replace work-life balance
15. Companies will disclose their corporate social responsibility
programs to attract and retain employees
16. Diversity will be a business issue rather than a human resources
issue
17. The lines among marketing, communications, and learning will
blur
18. Corporate app stores will offer ways to manage work and
personal life better
19. Social media literacy will be required for all employees
20. Building a portfolio of contract jobs will be the path to
obtaining permanent full-time employment
Source:
Meister&Willyerd, Workplace 2020
11. Learning…
gamified
context
based
social
Learning
on demand
ubiquitous
12. Leadership…
on
demand
volatile
crowd
sourced
Leadership
diverse
remote
&
virtual
13. … Human Resources
enabling
Human
technology
driven
Resources
“People
Development
”
facilitating
(end)
customer
focused
15. "In a few hundred years, when the history of our time will be
written from a long-term perspective, it is likely that the most
important event historians will see is not technology, not the
Internet, not e-commerce. It is an unprecedented change in the
human condition. For the first time – literally – substantial and
rapidly growing numbers of people have choices. For the first
time, they will have to manage themselves. And society is
totally unprepared for it.”, Peter F. Drucker
TIM A. ACKERMANN
TALENTIM
Notas do Editor
1. They reward results and expertise, not position.Accenture rewards its consultants based on a 7-level capability model, which people are expected to focus on over many years of their career. People are evaluated based on the "internal demand" for their skills, not just their manager's assessment of performance.Intel regularly rewards and moves top engineering talent around the company to promote and build their expertise.2. They break down functional silos and facilitate work across business functions.One of Pfizer’s greatest organizational breakthroughs was the company’s focus on “science teams” which collaborate and share information on various body systems, organs, and molecules – across different product teams.IBM regularly creates global action-teams which take people from functional groups and brings them together to work on large client projects.3. They reward continuous learning and “learning agility.”The Federal Reserve and even the IRS now reward people for contributing knowledge to others becoming better teachers and learners. Some academics call this a push for "serial incompetence," meaning people are regularly moved into new roles to expand their breadth of experience.4. They hire for values, innate skills, and fit, not for experience.The famous Google hiring tests focus on intellectual ability and fit, not on experience.Swarovski, one of the world’s leading retailers, looks for integrity and sense of value in its candidates, not retail experience. Even the giant American Express has changed its hiring standards to look for “hospitality personalities” not customer service experience.5. They encourage and promote horizontal mobility.United Health Group posts all major job opportunities internally and has built a whole team dedicated to “facilitated talent mobility.” This team helps people find new jobs internally, develop their own internal careers, and saves the company millions in external hiring.
Q1: Edutainment, Virtual ClassroomQ2: On-demand mentoring, Mobile learningQ3: On-demand microfeedback, group mentoringQ4: Knowledge transfer