Presented by Edwin Mourino This session will address the perfect storm that is brewing in the 21st-century workplace that includes a confluence of such factors as: -An aging society and workforce. -New workplace dynamics to accommodate a younger generations of workers. -Educational gaps between industry needs and graduating candidates. -The rapid pace of technology changes.

1. The Perfect Storm
Human Capital
Challenges & Opportunities
in the
21st Century
EDWIN MOURIÑO-RUIZ, PH.D.

2. Today & Tomorrow’s Workplace will be
Different
Global/US
Demographic
Changes
Leader-Employee
Changes
Organizational
Changes
Technological
Changes
Workplace
Changes
Educational
Changes
Challenges
Evolving
Organizations

3. Technology Timeline & Impact
Radio
TV
Internet
Ipod
4
5.4
13
40 Yrs 30 Yrs 20 Yrs 10 Yrs
38
3
Pace of technological change accelerate with each new generation of discoveries and applications
1. $38 billion annual revenue generated by 2015 in Smartphone &Tablet apps.
2. Tablets will overtake desktop sales by 2015
3. More people in U.S. browse the Web from an iPad vs Desktop
9B
50M
100M

4. “When I wroteThe World is Flat,
• Facebook didn’t exist (or at least for most Americans),
• Twitter was a sound,
• The Cloud was in the sky,
• 4G was a parking space,
• LinkedIn was a prison,
• Applications is what you sent to college,
• and for most people Skype was a typo”.
4
Thomas Friedman, on Meet the Press, Sept., 4th, 2011
That all happened in just the last seven years. And what it's done is taken the world from connected to
hyperconnected. And that's created a huge opportunity and a huge challenge.

5. https://www.linkedin.com/today/post/article/20140704000621-19686690-understanding-the-internet-of-everything?trk=tod-posts-recentPosts-ptlt

6. Technology’s Impact in the 21st Century:
A New Business Perspective & Paradigm Shift – We’re not in Kansas Anymore
6
Technology increasingly dominates both the Economy and Society
Hollywood’s IT Implications New & EvolvingTechnology in the 21st Century

7. Future Workforce - Supply is Finite STEM Issues
Source-RisingAbove the Gathering Storm: Energizing and Employing America for a Brighter Economic Future, Cmte on Prospering in the Global Economy of the 21st Century, Norm Augustine, et al
The Talent Hunters: The US, China, and India in the battle over skills and jobs. Edward E. Gordon, 2012
U.S. ranked 26th out of 34 countries in math
38% of Ph.D. in science in US are foreign born
80% graduate from H.S. and we’re 16th in college education in the world
U.S. has highest rate of entrance into college – lowest rate to complete
By 2018, U.S. will need 22 million college educated and will be 3 million short
Earning a living in the 21st Century will require more education not less
New Media Zombies – lack basic academic, interpersonal, and critical thinking skills
http://www.bing.com/videos/search?q=sir+ken+robinson+changing+education+paradigms&FORM=VIRE1#view=detail&mid=3339F149DE25F841D21C3339F149DE25F841D21C

8. The day Einstein feared… Media Zombies???
8
Having dinner out with your friends.
Out on a date.
Driving around with friends.
At the beach with friends.
"It has become appallingly obvious that our technology has
exceeded our humanity.” Albert Einstein
Skills for the future
 CriticalThinking and
Problem Solving
 Collaboration
 Initiative
 Interpersonal Skills

9. 9
In 2000, A Fairly “Young” World …
7/17/2014 9
Source: U.S. Census Bureau Percent of Population Age 60+
Under 5% 5% to 12.4% 12.5% to 20% Above 20%

10. 10
. . . Rapidly Aging by 2025
7/17/2014
Source: U.S. Census Bureau Percent of Population Age 60+ 2025
Under 5% 5% to 12.4% 12.5% to 20% Above 20%

11. The Future Demographic Map
11
Potential population in working age group (2020)
Note: Potential surplus is calculated keeping the ratio of working population (age group 15-59) to total population constant
Source: U.S. Census Bureau; BCG Analysis – Presentation byTassu Shervani, Ph.D.
Spain
UK
France
Italy
Mexico
Brazil
US
Germany
Ireland
Russia
Japan
China
Australia
Egypt Malaysia
Indonesia
Philippines 5Mn
India
Labor Shortages and Avenues of Supply
2.1 is Replacement Rate No.
Spain 1.1
Germany 1.4
China 1.4
U.S. 2.0
India 2.8
Mexico 2.8
Japan 1.3

12. Common Denominator???
12
Alfonso Ribeiro Pablo Picasso Vicente Fox Roberto Clemente Jessica Elba Ricardo Montalban Raquel Welch
Cameron Diaz Cesar Romero Rita Hayworth Emilio Estevez Carolina Herrera Julio Iglesias Sammy Davis Jr.
Zoe Saldana Martin Sheen Anthony Quinn Lynda Carter Frankie Muñiz Walt Disney Oscar de la Renta
Jose Ferrer Bruno Mars William Levy SofiaVergara Shakira Pablo Casal Sammy Sosa
Habla Español?

13. Hispanic Perspectives and Implications
Facts
44.7 mil
$1Trillion impact on orgs
US Workforce 25%
Average Age
27 compared to 40
1-1 & 1-8
Education
58% H.S.
12% Bachelors
10% Masters
1% Doctorates
13
In 2017 Latinos will be the majority of
entrants the U.S. workforce.

14. 14
Changing Workforce
Four Generations At WorkVeterans (5% workforce, Age 61+)
Dignity – respect and mine for knowledge, Mentor
Boomers (45% workforce, Ages 43--61)
Passion – meaningful work
X’ers (40% workforce, Ages 30-42)
Careers – keep them challenged and learning
Y’ers (10% workforce, Ages <29)
Opportunity – exercise intellectual curiosity and work in teams
14
Source: “Love “Em or Lose “Em” – 26 Strategies that Work
Presented by Human Resource Institute (HRI), 2005Different Communication modes being used
2020 Group

15. Mature workers Essential for Organizations
Net-Generation, Gen Y, Millennials
• Baby Boomers
• Next 20 yrs. 80% of workforce growth over 50
• Over 70% to continue wkng after retirement
• Avg. Life Expectancy: 1900– 47 2011– 80
• Increasingly more are “Working for a Purpose”
• AARP Best Employer List
• Two experienced for one inexperienced
• 8 Net Gen Norms
• Freedom
• Customize and Personalize
• New Scrutinizers
• Corporate Integrity & Openness
• Entertainment & Play @ work
• Collaboration & Relationship Gen
• Speed
• Innovators
15
As the population ages, organizations of the future will no longer be able to rely just on the younger workers.
Aka-Social Cyborg

16. Leadership Development: A Critical Investment
16
79% of CEOs believe ability to develop leaders is one of the most important factors for
competitive advantage Center for Creative Leadership, 2005
In spite of:
65,000 books on leadership
Billions spent on leadership development
The present situation is that…
Majority of people trust a stranger more than their boss (HBR, Jun 2009)
65% of people prefer a better boss over a raise
• Lacked respect / support
• Lacked leadership skills
• Not recognized for my contribution
• Displayed favoritism
• Poor employee relations
• Incompetent
• Limited training opportunities
51% Supervisor

17. The State of Managing Organizational Change
1. 90% of all companies fail to execute strategy successfully - Balanced
Scorecard Collaborative
2. 60% to 70% of technology insertions are ineffective – SEI
3. $75 billion spent annually on failed IT projects and poor management
is the culprit - Gartner, Inc.
4. Eight of the 10 largest mergers over the last 10 years failed, destroying
$789 billion in shareholder wealth - Fast Company
17

18. Why businesses need to always adapt and change
• Only 70 of the Fortune
500 that appeared in 1955
still exist
• Nearly 2000 companies
have come and gone
since then
• Corporate life expectancy
was 75 years and now its
less then 15 and
declining
• Former Organizations
(Extinction Event)
• Kodak
• Borders Books
• Circuit City
• Eastern Airlines
• Blockbuster
• MontgomeryWards
• Enron
• Woolworths
• Pan Am
• Arthur Andersen
• New Organizations
(Code Halos*)
• Pandora
• Amazon
• Netflix
• Microsoft
• Apple
• Google
• Bing
• Facebook
• Starbucks
• BestBuy
• Zappos
*Code Halos Connect Companies, Customers, Devices, Employees and Partners-critical to gaining new
business value. SMAC - Social, Mobile, Analytic technology, Cloud Computing

19. GOODBYE TO 20TH CENTURY JOBS
1. Top down hierarchies
2. Competing for market share
3. Silo/function-based work
4. Organization-centric
5. Command & Control
6. Hierarchy
7. Work-life balance
8. 30 years in one career
HELLO TO 21ST CENTURY WORK
1. Nimble orgs, transparent communications
2. Creating new markets
3. Project-based work
4. People-centric
5. Trust-based
6. Networks & Relationships
7. Life-work
8. 10+ Careers by 40
“The future starts today, not tomorrow.” John Paul II

20. Organizational Contradictions & Learning Opportunities
• Innovation and Creativity
• Engaged workforce
• Effective leaders
• Successful Change
• Collaboration and critical thinkers
• Bureaucratic and outdated practices
• Downsizing and ranking
• “Peter Principle” practices
• Flawed and ineffective practices
• Outdated educational framework
“The only sustainable competitive advantage is an organization's ability to learn faster
than the competition.” ― Peter M. Senge

21. So What…
21
“The Significant ProblemsWe Have
Cannot Be Solved at the Same
Level ofThinking withWhichWe
CreatedThem.”
-- Albert Einstein
“Tomorrow’s Companies will
need to have the brains of a
Business School Graduate and
the heart of a Social Worker”
Thomas Friedman
“The World is Flat”

22. FUTURE Considerations, Implications, & Recommendations for Organizations
Foresee how your organization is ready (or not)
Unexpected should be expected
Trust andTransparency is fundamental
Underestimate these changes at your own risk
Reinvent, Retool, and Reskill
Engaging your workforce is imperative
22

23. Changes in the 21st Century
23
Poor Senior
Leadership
2%
Limited Career
Opportunities
16%
Supervisor
51%
Compensation
12%
Work Hours
6%
Poor Working
Conditions
3%
Other
4%
Unavoidable
Reasons
5%
Global/US
Demographic Changes
Leader-Employee
Changes
Organizational
Changes
Technological
Changes
Workplace
Changes
Educational
Changes
Challenges
Today &Tomorrow’s Workplace will be Different

24. Have a great Conference & Future
Thank you!
The mind is everything
What you think-you become
Buddha
Edwin Mouriño-Ruiz, Ph.D.
DREDWINM@GMAIL.COM
WWW.LINKEDIN.COM/IN/EDWINMOURINO/
Questions?

25. Back Up
25

26. Resources to Consider and Review
26

27. The Evolution of an Organization – Organizational Change Implications
http://www.kotterinternational.com/

28. Skills & Professions for the Future
Skills for the future
1. CriticalThinking and Problem Solving
2. Collaboration
3. Adaptability
4. Initiative
5. Oral &Written Communications
6. Accessing & Analyzing Information
7. Curiosity & Imagination
Best Job Opportunities
1. Biomedical Engineer
2. Diagnostic Medical Sonographer
3. Market Research Analysts & Marketing
Specialist
4. PhysicalTherapists
5. Dental Hygienist
6. Audiologists
7. Medical Scientist
8. Veterinarian
9. OccupationalTherapist
10. Optometrist
http://www.youtube.com/watch?v=NS2PqTTxFFc&feature=related DrTony Wagner
http://finance.yahoo.com/news/the-best-paying-jobs-of-the-future.html?page=all
28

29. “The U.S. is not creating more and more high-pay,
low-skilled jobs. It’s creating more high-pay($), high-
skilled jobs.
No one said that earning a living in the 21st century is
going to require less education. It’s going to require
more.”
Ed Gordon (author of Future Jobs), The Futurist, November-December 2013
29

30. Net-Generation, Gen Y, Millennials
Shifting Paradigms
• Changing Everything
• Work collaboratively
• Consumers > Prosumers
• Education – challenging Pedagogy and
teacher centered
• Family-changing relationships
• Citizen change
• Global touch
• 8 Net Gen Norms
• Freedom
• Customize and Personalize
• New Scrutinizers
• Corporate Integrity & Openness
• Entertainment & Play @ work
• Collaboration & Relationship Generation
• Speed
• Innovators
30
Communications mode is different from other generations
Social Networking
Aka-Social Cyborg

31. Mature workers are Essential Talent for Organizations of the Future
• Next 20 years 80% of workforce growth will be over the age of 50
• Over 70% expect to continue working after retirement
• Times are changing
• 1900 – avg. life expectancy – 47
• 2011 – avg. life expectancy – 80
• Increasingly more are “Working for a Purpose”
• AARP Best Employer List
• Employee development
• Health benefits
• Age of the workforce
• Alternative work arrangements and time off
• Retirement benefits and pensions
• For every two experienced workers leaving the workforce, only one (relatively inexperienced)
worker joins it.
31
As the population ages, organizations of the future will no longer be able to rely just on the younger workers.

32. Impact of Change on Productivity
Effective transition affects the depth and breadth of the productivity gap
Productivity
4.8 hours
Social “stuff”
1.5 hours
Personal
“stuff”
1.7 hours
In 8
Hours
Productivity
1.2 Hours
Speculation Gossip
3.2 hours
“ME” Issues
1.8 hours
What /How
1.8 hours
In 8
Hours
Pre Transition During Transition
32
Source – Pritchett & Associates
32
http://www.youtube.com/watch?v=L2zqTYgcpfg

33. X
X
X
CURRENT
STATE
NEW
STATE
SENSE
OF STABILITY
SENSE
OF CONSTANCY
INTELLECTUAL
ACCEPTANCE
•CONCEPTUALLY
•IMPLICATIONS
UNCLEAR
DECISION
•LET’S MOVE AHEAD
•IDENTIFYWHAT STEPS/
ACTIONS NEEDTO BE
TAKEN
Commitment
•IT “CLICKS”
•INTEGRATION
•IMPLEMENTATION
•RESULTS
IMPATIENCEUNCERTAINTY
LEARNINGMISTAKES
THE
STRUGGLE
T r a n s i t i o n
X
CHANGE
Announced
TIME
X
What May Change in as a Result
People/Behavior
Organizational culture
Process – Model
Communication
Systems
Structure
33

34. Why do businesses need to Change?
34 “An analysis of the history of technology shows that technological change is exponential”. Ray Kurzweil - futurist
Of the 500 companies that appeared on the first Fortune
500 list in 1955, less than 70 hold a place on the list today.
Nearly 2,000 companies have appeared on the list since its
inception - most are now long gone.
However, companies like P&G, Johnson & Johnson and GE
have had more than a century of sustained success by
holding tight to core values and continuing to innovate.
And some of the most powerful companies on todays list—
businesses like Intel, Microsoft, Apple, Dell, and Google—
grew from nothing upon entirely new technologies.

35. Drivers of Transformational Change
35 Passion moves mountains. Creating a “passionate enterprise” is a modern leadership imperative. Tom Peters
Fifty years ago, “milking the cash cow”
could go on for many decades. What’s
different today is that globalization and
the shift in power in the marketplace from
buyer to seller is dramatically shortening
the life expectancy of firms that are
merely milking their cash cows. Half a
century ago, the life expectancy of a firm
in the Fortune 500 was around 75 years.
Now it’s less than 15 years and declining
even further.

36. Implementing & Institutionalizing Change
+ Skills + Incentive + Resources + Action Plan =Where
Vision + + Incentive + Resources + Action Plan =How ?
Vision + Skills + + Resources + Action Plan =WIIFM ?
Vision + Skills + Incentive + + Action Plan =WithWhat ?
Leadership Commitment & Support
Vision + Skills + Incentive + Resources + Action Plan = Change!
+
False Starts
Frustration
Gradual Change
Anxiety
Confusion
Vision + Skills + Incentive + Resources + =Game Plan
?

37. DidYou Know… ?
Source: Leigh Branham, “The 7 Hidden Reasons Employees Leave”, 2005
12% of Employees leave
for more $ money
88% of Employees leave
for other reasons
89% of Managers believe employees leave for more $
money
11% of Managers believe employees leave for other reasons
80% of Managers
believe employees just happy to
have a job
53% of employees feel this way
Many Workers Could Jump Ship USA
Today, Aug 2009
• Replacement costs
• 150% of employees salary

38. Poor Senior
Leadership
2%
Limited Career
Opportunities
16%
Supervisor
51%
Compensation
12%
Work Hours
6%
Poor Working
Conditions
3%
Other
4%
Unavoidable
Reasons
5%
Why They Leave
38
• Lacked respect / support
• Job duties boring / no
challenge
• Lacked leadership skills
• Not recognized for my
contribution
• Displayed favoritism
• Poor employee relations
• Incompetent
• Lacked technical skills
• Limited training
opportunities
• Discrimination
• Harassment
• Benefits
• Coworkers’ attitudes

40. Considerations and Recommendations
Learning Organization
Engage Internally & Externally
Anticipate &Adapt
Decide on Priorities
Environmentalist
Relationships of Respect & Recognition
40

41. 41
Four Generations At WorkVeterans (5% workforce, Age 61+)
Dignity – respect and mine for knowledge, Mentor
Link – help them leave their legacy
Boomers (45% workforce, Ages 43--61)
Passion – meaningful work
Reward – notice and thank them for their dedication and commitment
X’ers (40% workforce, Ages 30-42)
Careers – keep them challenged and learning
Information – keep them in the loop, provide flexibility, work/life balance
Y’ers (10% workforce, Ages <29)
Opportunity – exercise intellectual curiosity and work in teams
Goals - help create multiple career options and a sense of security
41
Changing Population
Source: “Love “Em or Lose “Em” – 26 Strategies that Work
Presented by Human Resource Institute (HRI), 2005Different Communication modes being used2020 Group

42. External
Environment
Organizational
Departmental
Success
Satisfaction
Retention
Productivity
Loyalty
Trust
Commitment
Customer Loyalty
Organizational Benefits
Organizational/Departmental
Environment/Culture
Co-located
Employees
External
Environment
External
Environment
External
Environment
Employee
Leader
LMXVirtual/Co-located Model
Leader-Employee Relationships
Virtual
Employees
Employee
Satisfaction
Customer
Loyalty
Bottom
Line Impact
Leader
Behavior
Source: Edwin Mouriño, Ph.D., Barry University, 2005

43. The Future
of
Technology, Work, and our Lives???
HTTP://WWW.YOUTUBE.COM/WATCH?V=G8YT4WXSBLC&FEATURE=YOUTUBE_GDATA _PLAYER
HTTP://WWW.YOUTUBE.COM/WATCH?V=BBJVQNKQSTI&FEATURE=RELATED
HTTP://WWW.MICROSOFT.COM/EN -US/SHOWCASE/DETAILS.ASPX?UUID=E7728AF1 -3FE4-4E25-A907-
3DBF689FE11A
HTTP://WWW.BING.COM/VIDEOS/SEARCH?Q=SIR+KEN+ROBINSON+CHANGING+ED UCATION+PARADIGMS
&FORM=VIRE1#VIEW=DETAIL&MID=3339F149DE25F841D21C3339F149DE25F841 D21C
43