Presentation given by Steve Boese at the Aquire 2011 User Conference on May 23, 2011. Talk focused on some of the challenges and opportunities that contingent labor, globalization, and demographic changes present to organizations. Comes with the 100% guaranteed to work 60% of the time promise.

1. Understanding and Leveraging the Hybrid Workforce for Organizational Success Steve Boese Structure 2011 May 23, 2011

2. Agenda 1. Introduction 2. Data is our friend 3. This means something 4. Strategery 5. Recommendations 6. Big Finish 7.Can we still be friends?

4. Steve Boese HR Technology Guy Host of the HR Happy Hour Show Writer on Fistful of Talent HRevolution Organizer Barbecue Enthusiast

6. What are we talking about? Contingent workers are persons who do not expect their jobs to last or who reported that their jobs are temporary. They do not have an implicit or explicit contract for ongoing employment. Source – BLS.gov

7. Talking ‘bout my generation Boomers 1946 - 1964 Strong economy Work, work, work Leaders and rebels Breakthrough technology - Television

8. Talking ‘bout my generation Gen ‘X’ 1965 - 1980 Institutions under assault Watched parents struggle (layoffs, inflation, gas shortages) Cynical and wary of commitment Breakthrough technology – Video Games

9. Talking ‘bout my generation Gen ‘Y’ 1981 - 2000 Over-scheduled and programmed Strong economy (until the dot-com crash) Connected and immersed online Breakthrough technology -World Wide Web

10. Talking ‘bout my generation Gen ‘Z’ or Gen ‘I’ 2001 - Present Internet in every part of life Post 9/11 view of the world Borderless, virtual, and real-time Breakthrough technology – Social Web

15. Trends Growth coming from outside USA Increasing purchasing power in India and China Hard to fill technical roles Best talent available theory

16. Countries by real GDP growth rate

17. Where is everyone? Selected Data from Fortune ‘100 Best Companies to Work For list’ #1 – SAS US Employees 5,600 Outside US 5,200 #20 – Cisco US Employees 36,000 Outside US 24,000 #33 – Qualcomm US Employees 12,500 Outside US 3,800

18. Does your office look like this?

19. Or something like this?

21. So what does this mean? Period of rapid and unprecedented change in organizations, societies, and stakeholders relationships with institutions

22. Organizations and societies that can recognize, adapt, and exploit these new connected, virtual, fluid, and dynamic ways of working will survive and thrive

23. Where is that Idea?

25. Strategery (aka what can we do)

27. High functioning talent development process

28. Hi-pos, future leaders identified

29. Commitment and engagement of key staff that ‘see’ there future with you

31. Talent needed for shorter timeframes and targeted projects that may not have repeatable utility

32. Less capability in the in-house talent development processes

33. Career paths and long-term career opportunities not clear

34. Uncertainty in environment – market, industry, leadership

36. I’ll Choose ‘B’ Alex Understand motivations Connectedness Sustainability Community Feedback Inclusion Fluidiity

37. I’ll Choose ‘B’ Alex Leverage these drivers Internal networks Care for environment Bigger picture goals Don’t ignore them Don’t underestimate them Don’t try to control them

38. You likely don’t have a choice, eventually the Boomers in charge will retire. Or die. Sorry to be so blunt.

40. Some recommendations 100% guaranteed to work 60% of the time your mileage may vary

41. How can you make sure this dynamic, vibrant, much more difficult to manage hybrid workforce be aligned and led to make sure you stay on track to meet your objectives?

42. Tools - just like it is imperative to know who, where, when, what on your full-time staff, you need that same level of insight into your non-traditional and contingent staff.

44. Processes - manage contingent staff. Don’t let them become ‘someone else’s problem’. And while they may seem more expendable than perm staff, turnover has costs, even contingent turnover. So the assessment, onboardingand performance management processes still matter

45. Culture Don’t look at cultural differences as obstacles, but more as opportunities to grow and develop individuals and the organizational capability.

46. Reverse mentoring

48. Corporate citizenship

50. Opportunity - not necessarily to take over, but to have that shared interest and commitment that comes from shared contribution to decisions and understanding

53. So, what did we learn? Globally connected, real-time world Management models have to change You thought your parents were out of touch too The next great idea isn’t yours Value in the networks, contingents, partners, communities

54. So, what did we learn? You can’t keep a secret Value is everywhere, not only ‘your way’ The kids are alright It’s ok to play Farmville Different doesn’t mean scary Don’t hate the change, it hurts less than irrelevancy

59. &

60. Can we still be friends… Steve Boese - @SteveBoese steveboese@gmail.com www.steveboese.squarespace.com www.hrhappyhour.net www.FistfulofTalent.com www.linkedin.com/in/steveboese