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Future of Work OI Global Research Study

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Future of Work OI Global Research Study

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Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.

Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.

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Future of Work OI Global Research Study

  1. 1. FUTURE OF WORK OI Global Research Study 2018
  2. 2. Realize Possibilities through Impactful Talent Solutions www.CAREERMP.com
  3. 3. 1 Realize Possibilities . . . We take the guesswork out of hiring Predict Fit We build capability and performance Develop Performance We change careers and lives Transform Careers Impactful Talent Solutions Combining the Art and Science of Talent and Transition Atlanta . Chicago . Dallas
  4. 4. Adapt and Create Your Future with People and Technology Capabilities without right tools Right Tools & Capabilities Dinosaur Tools without right capabilities People Technology Low High Low High
  5. 5. FUTURE OF WORK SURVEY OI Global Partners set out to understand  Which skills employees must have to be competitive today  The most significant people challenges currently facing organizations  The most effective ways to develop talent in 2018  Roles at risk or in decline in 2018 and beyond  Over 1,000 global leaders from the 28 countries responded  Half of respondents were from organizations with over 500 employees,  Range of industries led by Financial Services and Technology followed by Manufacturing, Nonprofits, Hospitals & Healthcare, and Education.
  6. 6. MOST VALUED SKILLS Leadership agility Coordinating with others Creativity Communication skills Eagerness to learn Negotiating and influencing others Understanding analytics Emotional intelligence Global mind-set Managing diversity 0% 20% Total Responses 3,803 Leadership agility is the ability to take effective action in complex, rapidly changing conditions Coordinating with others is the ability to collaborate, especially in changing environments Creativity is defined as turning new, imaginative ideas into reality; using innovative approaches to find solutions Communication skills include writing, listening, presenting, and speaking
  7. 7. MOST VALUED SKILLS Leadership agility Coordinating with others Creativity Communication skills Eagerness to learn Negotiating and influencing others Understanding analytics Emotional intelligence Global mind-set Managing diversity 0% 20% Total Responses 3,803 2017 Communication skills Leadership agility Eagerness to learn Emotional intelligence Understanding analytics Rank 1 2 3 4 5 2018 Leadership agility Coordinating with others Creativity Communication skills Eagerness to learn
  8. 8. Most Significant People Challenges 60%60%0% 10% 20% 30% 40% 50% Attracting and hiring newtalent Adapting to change Managers lacking coaching skills Retaining key talent Employee engagement Internal communications Developing young leaders Succession planning Career development Managing career progression Millennials in the workforce Managing remote workers Diversity and inclusion Inadequate career conversations Downsizing Global mobility • Recruitment is once again the most critical concern in 2018 as it was two years ago, • Half of talent managers say that adapting to change challenges their organizations, making it the second most frequently indicated issue.
  9. 9. 60% Rank 2018 1 Attracting and hiring talent 2 Adapting to change 3 Managers lack coaching skills 4 Retaining talent 5 Employee engagement Rank 2017 1 Adapting to change 2 Employee engagement 3 Attracting and hiring talent 4 Managers lack coaching skills 5 Retaining talent Rank 2016 1 Attracting and hiring talent 2 Adapting to change 3 Retaining talent 4 Managers lack coaching skills 5 Employee engagement Top 5 People Challenges The same five people challenges have occupied the top spots each year we have conducted this survey; they’ve just traded places.
  10. 10. Most Effective Talent Development Activities Internal leadership development programs, the traditional means of developing employees, were ranked the single most effective way to develop talent, by a large margin. Coaching continues as an effective way to develop employees, judging by the prominence of three coaching activities: training managers to become internal coaches, one-to-one coaching by external coaches, and coaching programs for high potentials. Self-directed career management resources, which typically take the form of proprietary, web-based elearning offerings, have garnered at least 10% of responses each year we have conducted the survey. Leadership development programs, internal Annual personal development reviews Assessments Mentoring programs Training managers as internal coaches One-to- one coaching with external coaches Leadership development, externalproviders Offering career development programs High potential coaching programs Offering training in career conversations Self-directed career management resources 0% 10% 20% 30% 40% 50% Up to three answers per respondent werepermitted.
  11. 11. Roles in Decline or At Risk VARIOUS UNSKILLED JOBS CUSTOMER SERVICE INFORMATIONTECHNOLOGY SUPPORT STAFF LEADERS MANAGERS ASSISTANT ROLES SECRETARIES & CLERICAL ADMINISTRATIVE FINANCE & ACCOUNTING MIDDLE MANAGEMENT MANAGERS SALES ROLES HUMAN RESOURCES OPERATIONAL ROLES MANUFACTURING & PRODUCTION ENGINEERING & TECHNICAL ROLES Respondents were asked, “What roles are in decline or at risk in your organization? What specific jobs, titles, functions or levels are being reduced or eliminated?” Survey asked for up to three free text responses. These words were reported more than 20 times. The more frequent the answer, the larger the word appears. Finance &Accounting moved up dramatically in the ranking from previous years. Managerial roles, especially Middle Management, follow in their likelihood to be at risk. Manufacturing &Production were mentioned infrequently compared to earlier studies.
  12. 12. Conclusion Organizations are most challenged today by attracting and hiring talent and then retaining them, keeping them engaged and adapting to change. The most valuable employees have soft skills that start with leadership agility, the ability to coordinate with others, creativity, and effective communications. Non-revenue-producing jobs are devalued and many are simply going away. In this environment of high velocity change, the roles most at risk are administrative, finance and accounting, and middle management.
  13. 13. Adapt and Manage Your Future with People and Technology Capabilities without right tools Right Tools & Capabilities Dinosaur Tools without right capabilities People Technology Low High Low High
  14. 14. Turning your business challenges into new opportunities www.clearintelligence.com
  15. 15. Key Principles • Technology is a useful servant but a dangerous master so we take a business first, technology second approach • Focus on business problems / opportunities using enterprise design thinking mindset • Be outcome focused with the intent to positively impact our clients P&L’s Beliefs • Technology in conjunction with human expertise is much more powerful than technology alone or people alone • Fail fast, fail cheap means we can learn fast and failure is just a way to practice for success Enterprise Design Thinking
  16. 16. Cognitive Solution in Everyday Life Click Here
  17. 17. Think of it as all the capabilities you all use each day First lets take a moment to level set on cognitive computing and what it means  Conversations / Communication  Recognition of Objects  Problem Solving  Planning and Execution  Understanding Information  Analyzing Data
  18. 18. SOME KEY STATS & TRENDS  38 percent of companies use AI, and 62 percent expect to do so by the end of this year.  96% believe AI can greatly enhance talent acquisition and retentions  Companies who use AI / technology show 18 percent higher revenue and 30 percent greater profitability  Only 7% of recruiters think a robot could do their job  73% of candidates are passive job seekers and top candidates are gone within 10 days  High volume recruitment (hospitality, services, healthcare, retail) is being automated with chatbots and assistants along with intelligent insight analytics  Skilled job recruitment is being supported with more automated applicant tracking and better assessment approaches  Video assessment and culture assessment tools have matured to mainstream  Soft skill assessment using AI will improve the quantitative assessment of candidates
  19. 19. Understand how Cognitive Technology can help organizations address the top people challenges Attracting and Hiring Talent Retaining Talent Employee Engagement Technology
  20. 20. Cognitive in Attracting and Hiring Talent Challenges How AI Changes the Game  High volume challenging  Ability to find passive candidates  Assessment can be likeability based versus success criteria based  Job description quality can drive poor pool identification  Difficult to determine personality match to team and company  Logistics of scheduling multiple candidates for multiple interviews  Ongoing applicant tracking difficult  Use of bots for identification and engagement of candidates  Using AI to assess build and match to job description and identify success criteria  Use of AI / personality insights to measure fit to role, team and company using techniques like video interview assessments  Use of AI to identify likelihood to switch  Use virtual assistants to engage, screen and also to schedule interviews
  21. 21. Chatbot Used for Job Search Video Test
  22. 22. Challenges How AI Changes the Game  Creating personalized career paths and training plans  Ongoing assessment difficult and biased  Spotting signs of disengagement in large workforces difficult  Impact of losing top talent is significant  Difficult to gain insights to attrition drivers  Use chat and AI insights to improve training and career planning at an individual level  Continual and ongoing automatic assessment using tone and sentiment  Identify likelihood to leave using scoring mechanism across multiple sources  Identify functional or location issues quickly using ongoing assessment  Use cognitive analysis to discover insights and predictors of attrition quickly Cognitive in Retaining Talent
  23. 23. Challenges How AI Changes the Game  Significant effort for traditional employee engagement  Point in time assessment can be impacted by specific business conditions at the time  Ability to react fast to recent changes is challenging  Ability to assess impact of an action on engagement difficult  Automate data collection and from traditional and non traditional sources  Using AI to continually assess organization pulse monthly  Ability to link actions taken to changes in engagement ratings / sentiments  Quickly see organization sentiment / engagement change and react fast  Use virtual assistants to engage with employees to carry out pulse survey and AI Analytics to identify themes Cognitive in Employee Engagement
  24. 24. 11/14/2018 24 The Problem: companies that have high volume recruiting it is a constant battle to find candidates and hire right to reduce ongoing turnover The Solution: Using automation to identify candidates faster and personality insights / machine learning models to identify the right candidates and reduce churn. The platform uses a number of components of the IBM stack including Watson assistant, discovery, studio, cloud services for analytics. For specific companies and regulatory needs on-premise maybe needed Business Value: Lower costs, faster time to fill, lower churn Project Sponsor(s): VP of Ops and CHRO High volume recruiting exists across industries such as retail, hospitality and trucking have a constant battle to stay ahead of their open positions and typically suffer from turnover > 100% Recruiting Solution in Development – Use Case
  25. 25. Conclusion Cognitive computing capabilities and use cases are evolving daily. Affordability means that it is no longer the domain of large corporations and the chess game. The initial value will be using this technology to help make your own organizations smarter and more effective in its decisions and activities Transparency in how these capabilities are being used inside and organization will be essential to maintain trust with the employees Beyond a HR role impact, new talent has an expectation of using cognitive capabilities in their own role / function and will select career roles with this as a factor Cognitive / AI is coming to join the war for talent providing a much more precision based approach – don’t be left behind, be ready

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