AoB business trends 2017final

Above or Beyond
(formerly The JobBank)
A Division of Leahcim T. Semaj and Company Limited
“We offer just two options for transformation to individuals, institutions and
governments; (1) Above where you are presently or (2) Beyond your wildest imagination!”
The Towers, 25 Dominica Drive, Kingston 5, Jamaica
www.ABOVEorBEYONDJM.COM
Office: (876) 948-56271/19/2017 www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 1

1/19/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 2

BUSINESS TRENDS
ABOVE or BEYOND

Looking Into 2017
• Employee experience
• Big Data/Business Analytics
• New Trend in Office Set-up
• Destroying Silos
• New Senior level positions
• Emotional Intelligence
• The Blended Workforce
• The New Manager - Generation X
• Performance Review
• Mobile Apps
• Culture and Strategy
• Leadership

Employee Experience

Employer Branding
• One of the most important trends, it is one of the last places where teams invest.
• 53% of leaders say that they would prioritize investing in long-term strategic plays like
employer branding,
• 39% in tools,
• 38% in candidate experience, and
• 29% in upskilling their teams.
• If you are looking for “venture bets” for 2017, exploring some of these areas may be a great
idea.

What is an Employer Brand?
• If employer branding is the process, the employer
brand is the identity of a company as an employer of
choice.
• For effective employer brand promotion, the company
can only attract current and future employees if it has an
identity that
is true, credible, relevant, distinctive and aspirational.

What Is The Prerequisite To
Establishing An Employer Brand?
• Establishing an appealing internal and external employer
image, therefore, necessitates the understanding of both
talent’s and the company’s needs and wants:
• What are Top Talent’s career expectations?
• What are the company’s strategic objectives?

Establishing an Employer Brand
• After gathering this information, the company can then begin to define
its unique identity:
• What makes it an exceptional employer?
• This is known as the company’s Employer Value Proposition (EVP).
• In essence, the EVP is the set of unique employer offerings which are
considered valuable to Top Talent.

Big Data/Business Analytics

HR Transforms Itself
• 2017 is going to be the year human resources transforms itself into "people science."
• the rise of big data has infiltrated and transformed everything from product design
to finance.
• As businesses generate more data from their employees and customers, good analysis
of that data can lead to smarter decisions, shorter project time lines, and happier
consumers.
• Unfortunately, HR and recruiting have been largely absent from this evolution

Data Scientists,
• one of the most in-demand positions for the past two years, haven’t been
much of a presence in HR-related tasks.
• "Using data science in HR to make even small improvements in recruiting,
hiring, and engagement has the potential for huge benefits to organizations."
• A good place for HR to start is by tapping into workforce analytics that can
track every stage of an employee’s progression through a company from on-
boarding, through training and promotions.

Big Data And Analytics:
• The importance of big data in the business world can’t be overstated.
• We know that there’s a dizzying amount of valuable data in the world, but few companies
are using it to maximum effect.
• Analytics drive business by showing how your customers think, what they want, and how the
market views your brand.
• In the age of Digital Transformation, almost everything can be measured.
• In the coming year this will be a cornerstone of how businesses operate.
• Every important decision can and should be supported by the application of data and
analytics.

New Trends in Office Set-up

Rearrangement of The Office
Set-up to Attract Top Talent
• The office space continues to shrink as workers strive to strike perfect work-
life equilibrium and as generational preferences and globalization take center
stage.
• Believable forecasts predict that the average office space for every employee
• will drop to 150 square feet in less than five years
• a sharp decline from 400 in the early 1980s.
• With many workers operating remotely, employers will take advantage of
technology and reduce office space to minimize logistical costs.

Destroying Silos

Destroying Silos
• The role of the CIO has changed dramatically over the past decade.
• With rise to new roles like the Chief Digital Officer and the Chief Customer Officer, we
are seeing a rise in the important of digital transformation happening NOW, and the
importance of it happening not just in the technology of a company, but across the entire
organization.
• Tradition solutions are more multidimensional and technology CANNOT be used as a
crutch.
• A focus on breaking down silos, will give innovation more room to
flourish and collaboration becomes easier.

These new trends and technologies
• will be at the core of digital transformation efforts in 2017
and many will continue far beyond the next year.
• There is no question that digital transformation is no longer an option as the
need to build an organization that can change both its technology and its
culture rapidly will be core to not only surviving in the time of business
disruption,
• but building a business model that is agile, adaptable and designed to thrive long into the future
where change is the only constant.

New Senior Level Positions

New Corporate or Business Titles
• Chief analytics officer, a job title for the senior manager responsible for the analysis of data
within an organization
• Chief brand officer, a position at a corporation, company, organization, or agency, which
typically reports to the CEO or board of directors and is responsible for a brand's image,
experience, and promise
• Chief communications officer, head of communications, public relations, and/or public affairs
in an organization
• Chief compliance officer Chief creative officer Chief customer officer
• Chief data officer Chief design officer Chief Employee Experience Officer

• Chief digital officer, an individual who helps a company, a
government organization or a city drive growth by converting
traditional "analog" businesses to digital ones
• Chief diversity officer Chief content officer
• Chief experience officer
• Chief information officer
• Chief information security officer

• Chief innovation officer
• Chief investment officer
• Chief knowledge officer
• Chief learning officer
• Chief process officer
• Chief product officer
• Chief reputation officer
• Chief research officer
• Chief restructuring officer
• Chief risk officer Chief science officer
• Chief Scientific Officer Chief security officer
• Chief services officer Chief strategy officer
• Chief sustainability officer
• Chief technology officer
• Chief visibility officer Chief visionary officer
• Chief web officer

Emotional Intelligence

Emotional Intelligence: The Game Changer
• More frequently, companies are leaning toward open and transparent policies.
• It’s not only the best way to maintain their existing employee base, but to captivate the most desirable
candidates as well.
• For companies looking to expand or simply supplement their existing workforce, recruiters will pay
significant attention to how well these candidates could fit in.
• People with more highly developed emotional intelligence have greater flexibility, and employers will be
drawn to job-seekers who are able to demonstrate this skill.
• They’ll be more inclined to hire a likeable, trustworthy applicant over one who can simply perform
their duties, but would not necessarily mesh with the company culture.

Blended Workforce

Blended Workforce Rising
• In the past five years, the gig economy has become a major trend impacting the global workforce, and has created a new kind of
diversity, with full-time permanent employees working side-by-side with freelancers.
• A study exploring the gig economy found that 93% of companies already identify the blended workforce as they’re seeing freelance
workers teaming up with employees to work on projects together.
• In addition, the top reason why outperforming employers are benefiting from the blended workforce is “more flexible teaming”.
• At the SHRM 2016 Annual Conference in Washington DC, Henry Jackson, the President of SHRM, noted that the “rise of freelance
workers” was one of the top five biggest employment trends.
• Multiple studies from Intuit to The Freelancer’s Union predict that at least 40% of the workforce will be freelancers in the next few
years.
• As more companies hire on-demand to solve key problems and cut costs by removing healthcare coverage, and other employee
benefits, more freelancers and full-time workers will need to work together.
• With many freelancers working at remote offices, the ability to manage without borders is going to become a critical skills globally.

Embrace the remote workforce:
• Young professionals prefer flexibility to compensation.
• Mobile technology and bandwidth proliferation allow businesses to connect with (and
retain) top talent anywhere in the world.
• Contract and freelance employees appreciate the ability to work from home or while sitting
on the beach.
• Companies benefit from having the ability to hire the most talented employees available in
any time zone.
• As businesses’ digital transformations continue to support telecommute capabilities, I expect
that we’ll see exciting new developments and opportunities for remote operations.

Increased Popularity of Part-time Jobs
and an Expanded Freelance Market
• While literacy levels are at their unprecedented highs globally, and colleges and universities continue to churn out more
and better trained professionals every year, Millennials have been steadily trying to gain more control over their lives
over the last two decades.
• Employees, therefore, need more flexibility and the use of technology in executing their professional responsibilities.
• As such, 2017 will see many Millennials turn down the demanding rigors of a full-time work environment and instead
opt to work part-time or go self-employed altogether.
• The 21st century fresh graduate will, more than ever, endeavor to be their own boss – and 2017, more than any other
time before, is set to witness this widespread shift and its impact on many companies out there.
• To counter this worrying trend, companies will have to tailor their employment terms to accommodate the unique needs
of the current generation of professionals.

The Emergence of Boomerang Workers and
New Challenge for the Existing Employees
• A boomerang employee is one that leaves a company but then returns later.
• Such a decision is usually based on opportunity, family matters, or some form of compensation. Studies found
that the rate of re-hiring boomerang employees stood at 48%, but the figure skyrocketed to 76% around late
last year.
•
One of the reasons for the upsurge of this trend is the fact that top professionals have perfected the habit of
switching jobs within a very short time.
• An advantage of hiring boomerang workers is that they are already familiar with the company’s culture and do
not require a comprehensive orientation.
• As such, former employees present a proverbial nail in the coffin for existing employees who risk possible
displacement in 2017.

Automation & Cost Reduction
• Automation is set to be a major force this year.
• Due to the rising cost of healthcare, desire to increase business value with fewer expenses,
• increased use of robotics, and the need for a more modernized office, employers will have
no choice but to enforce computerization, to the detriment of their workers.
• It is authoritatively predicted that we will lose more than half of our jobs to robots in 20 years.
• From telemarketers to workers in the banking industry, automation is set to spread like a raging
bushfire as the year grows.
• Every sector is currently under both internal and external pressure to adopt automation
in 2017.

Automation & Productivity
• Even though a more efficient office will provide workers with a safer and more
convenient working environment, most of them will feel the heat of being pushed
to deliver more or be replaced.
• Despite the fact that automation was still being experimented with around
late last year, 2016 was the year of unprecedented adoption of automation in
various companies.
• For instance, McDonald’s Europe adopted 7,000 hi-tech touch-screen computers
that take your order and immediately dispense foodstuff.

The New Manager – Gen-X

The Next Generation of
Management
• This year 3.6 million company bosses are set to retire in the US
and the younger generation of managers will get their
opportunities to run companies.
• Millennial managers will have a willingness to try different
approaches.
• Their open mindedness along with their tech savviness will
likely bring drastic change to HR in 2017 and beyond.

Gen-X Will Take over Managerial Positions
as Boomer Leaders Retire
• Companies are busy planning this transition in order to cope with the massive
loss of boomers.
• A credible global study on company staffing trends and culture found that
there is a need to undertake more regular performance reviews as opposed to
traditional annual reports.
• The same findings showed that, unlike the autocratic crop of boomers, the
millennial generation of leaders is more open-minded and keener to put into
practice brave, ground-shifting transformations that are more in tune with the
current technological trends.

The Challenge of Gen-X
• Much smaller cohort that Boomers
• Companies will have to compete for the best
• Many are stressed and stretched
• Children in college and supporting aging parents
• INCENTIVE:
• Offer 3-5% mortgage, college funding & parents of health plan

Disappearance of Performance Review

Annual Performance Reviews
Disappearing
• The annual performance review is coming to an end world-wide as generation Zs and millennials expect and are currently receiving
feedback more frequently.
• Global supervisors and managers are providing observations and counseling daily (19%), weekly (24%) or regularly (23%).
• JAMAICA IS WAY BEHIND IN EVERY STUDY I’VE DONE.
• Two of the largest companies in the world, GE and Adobe, have already eliminated their annual review process and put into effect a
program of regular feedback.
• Adobe created a “Check-In“ system, where goals and expectations are set annually but feedback is given regularly, resulting in a 2%
decrease in voluntary attrition.
• GE followed suit by created “ Touchpoints,” where there is a daily development focusing on results and changing business demands,
which has resulting in a five times increase in productivity in the past year.
• Focus on 360 Evaluations

Change How Workplace
Performance Is Reviewed.
• One topic that is constantly being discussed in HR departments around the world is how an employee’s
performance is reviewed.
• Previously a performance review was generally graded like it was a test.
• It was extremely impersonal and other didn’t take into account differences between employees, even if they were
performing separate jobs.
• Many businesses have already taken an important step and removed performance grading and ratings from their
reviews, instead relying on comments and discussions, when possible, with employees.
• Other companies have eliminated performance based bonuses, which can cause dissension in the workplace.
• Studies have also shown that these monetary rewards do little to improve performance or overall employee
morale.

Annual Performance Reviews Evolve
Into More Continuous Reviews
• One of the biggest discussions in HR circles is performance reviews, how to
transform them and implement something new that serves both managers and
employees.
• Professionals today desire instant feedback, a behavior they’ve adopted from the
instant gratification they receive on social networks like Twitter and Facebook.
• Younger generations are especially impatient and are unwilling to wait a whole year
to learn about their strengths and areas of improvement.
• 25% of employees feel that annual performance reviews don’t help improve their
performance.

Team-Based Reviews & Engagement
• Employee-empowered learning is on the rise and top-down goals are on the decline.
• The annual review isn’t disappearing, but it will be supplemented with regular, rolling
feedback.
• Paycor’s Reporting and Analytics solution lets you track information from labor costs to
benefits packages to employee performance and more, and create reports in.
• When it’s time to have those annual reviews, rolling feedback — and the apps and systems
that track them — will make those decisions clearer, more efficient, and based on real-time
data.

The More Humane Workplace
• Employee satisfaction plays a huge part in retention and productivity—our research even found that organizations with
engaged employees saw a 27% increase in profits.
• But before you can engage your employees, you need to know what they value.
• This report explores recognition from an employee’s viewpoint, listing the factors that employees consider when
• Across these and the other emerging “apps that make work life better,” the notion of the workplace is expanding to include
more human elements and meeting employee’s expectations for autonomy and control over those elements.
• These changes will result in a better employee experience, and as research by Globoforce’s WorkHuman Research Institute
and the IBM Smarter Workforce Institute has shown, that will lead to better business results.
• How is your company preparing for these more human trends ahead?
• Do you know the values of your employee?
• How satisfied are they?

Mobile Apps

From Mobile-Friendly to
Mobile-Centric
• With mobile users easily outnumbering desktop users, you need to be
more than just mobile-friendly.
• You need your marketing strategy to be mobile-centric for 2017.
• First – Before you do anything else, ensure that your website is responsive,
meaning it will adjust to the size of the device it’s being viewed on.
• If your site is not responsive, you're losing customers – a lot of them.

Mobile Payments
• More and more consumers are feeling comfortable with and wanting to pay for goods and services via
their mobile device.
• Accepting mobile payments eliminates a potential barrier for doing business with these customers.
Buy Buttons
• These buttons already exist on many social platforms, including
Facebook, Pinterest, Twitter, and YouTube, but they’re rarely used.
• This is primarily due to a lack of awareness among consumers.
• That may change in 2017.
• As retailers and consumers increase their confidence in the “buy” button,
2017 could be the year this tool takes off.

Mobile Apps
• Simply stated, if you own a business, and you don't currently
have a mobile app, 2017 is the year to consider getting one.
• A recent Gallup poll states that 75% of Americans check their
mobile devices at least once per hour,
• and 90% of that time is spent using apps.
• EXAMPLE OF M-TAILOR

M-Tailor
• Stop wearing another man’s clothing. Get measured by your device's
camera for perfect fitting custom clothing. Starting at
$69.REVOLUTIONARY MEASUREMENT TECH
- Your phone’s camera measures you 20% more accurately than a
professional tailor.
- It takes less than 5 minutes.
- All you need is your device – no tape measure required.
• CUSTOMIZE YOUR SHIRT, SUIT, PANTS, OR BLAZER
- Pick out all the details you want with just a few taps.
• LASTING QUALITY
- All of our clothing is built with premium fabrics and constructed
from scratch to your precise specifications.

1 Spot Media

Mobile Apps
• Mobile devices are a key marketing tool for many businesses, and
this trend will continue in 2017.
• Mobile apps increase engagement with your brand, provide you
with consumer data and feature an increasing number of methods
for marketing to consumers
• These days even the smallest companies can take advantage of the
benefits of having an inexpensive mobile app developed for their
business.
• Consider it for your business in 2017.

Mobile-Only Social
• Mobile-only social apps like Periscope, Snapchat,
Instagram, and others continue to grow in
popularity, and this trend is expected to continue.
• Look for ways that you can incorporate mobile-
only social apps into your overall social media
strategy.

Culture and Strategy

Company Culture And
Employee Engagement
• The recent economic climate has forced businesses to implement new
operational methods.
• Since it is necessary to stay ahead of local and global competition businesses
are embracing one common theme, Workplace Culture and Employee
Engagement are crucial and they are connected.
• Once this is accomplished the benefits will help the company succeed in the
future.

Shape Culture Drive Strategy
• The impact of culture on business is hard to overstate:
• 82%of the respondents to the 2016 Global Human Capital Trends survey believe that culture is a
potential competitive advantage.
• Culture has become one of the most important business topics of 2016.
• CEOs and HR leaders now recognize that culture drives people’s behavior, innovation, and customer
service:
• Knowing that leadership behavior and reward systems directly impact organizational performance,
customer service, employee engagement, and retention,
• leading companies are using data and behavioral information to manage and influence their culture.

Culture Is A Business Issue,
Not Merely An HR Issue.
• The CEO and executive team should take responsibility for an organization’s culture, with
HR supporting that responsibility through measurement, process, and infrastructure.
• While culture is widely viewed as important, it is still largely not well understood; many
organizations find it difficult to measure and even more difficult to manage.
• Only 28 percent of survey respondents believe they understand their culture well,
• while only 19 percent believe they have the “right culture.”
• Culture can determine success or failure during times of change:
• Mergers, acquisitions, growth, and product cycles can either succeed or fail depending on the
alignment of culture with the business’s direction.

Global Human Capital Trends
• This year, unlike in past reports, Global Human Capital Trends
treats culture and engagement as two distinct topics.
• Why? Because, while the two issues are intimately connected, the
differences between them are significant, and the importance of
each has risen to justify a separate treatment and a separate, well-
defined approach to tackling it.

What is Culture?
• Culture describes “the way things work around here.”
• Specifically, it includes the values, beliefs, behaviors, artifacts, and reward
systems that influence people’s behavior on a day-to-day basis.
• It is driven by top leadership and becomes deeply embedded in the company
through a myriad of processes, reward systems, and behaviors.
• Culture includes all the behaviors that may or may not improve business
performance.
• Today, culture is a CEO-level issue and something that can be measured
and improved to drive strategy.

What is Engagement?
• Engagement, in contrast, describes “how people feel about the way
things work around here.”
• It is a way of describing employees’ level of commitment to the company and to
their work.
• Engagement encompasses five broad areas:
• meaningful work and jobs, management practices and behaviors, the work environment,
• opportunities for development and growth, and trust in leadership.
• When engagement is poor, employees feel uneasy or uncommitted, resulting in high
turnover, low performance, and low levels of innovation and customer service.

The Two Are Connected.
• When a company’s culture is clearly aligned with business strategy, it attracts
people who feel comfortable in it, which in turn should produce a high level
of engagement.
• Conversely, programs to improve engagement often discover cultural issues,
forcing the company and its leadership to question and change its values,
incentives, programs, and structure.
• Both culture and engagement require CEO-level commitment and
strong support from HR to understand, measure, and improve.

Few Factors Contribute More To
Business Success Than Culture
• the system of values, beliefs, and behaviors that shape how real
work gets done within an organization.
• Its close connection to performance is not lost on HR and
business executives:
• 87% of survey respondents say that culture is important,
• 54% rate it as very important,
• 9 percentage points more than last year.

What Culture Does
• Culture brings together the implicit and explicit reward systems that define
how an organization works in practice, no matter what an organizational
chart, business strategy, or corporate mission statement may say.
• A staggering number of companies—over 50% in this year’s survey—are currently
attempting to change their culture in response to shifting talent markets and
increased competition.
• In an era in which bad news travels instantaneously and an organization’s culture is
both transparent and directly tied to its employment brand, great companies
consciously cultivate and manage their culture, turning it into a competitive
advantage in the marketplace.

What Culture Does
• Have you ever wondered why certain companies hire great
engineers, deliver seemingly endless innovations, and generate
consistent growth, while others always seem to be reinventing
themselves?
• A large part of the answer, in one word, is culture.
• The importance of culture is readily apparent when things go
wrong.

Where Companies Can Start
• Culture cannot be delegated
• it must be on the CEO’s list of top priorities:
• C-suite executives must clearly understand their company’s
cultural values, determine how they relate to business strategy,
• take responsibility for shaping them,
• while also analyzing whether their own behaviors reinforce the
desired culture.

Understand Both The Current
and The Desired Culture:
• Business leaders should closely examine current
business processes step by step to identify which
practices are aligned with the desired culture
• and which are destructive and require change
• which begins by uncovering the values and
behaviors that allowed those practices to develop.

Is it Working?
• Examine the organization to determine whether the
targeted culture is taking hold:
• Executives can drive permanent cultural change throughout the
organization by reminding employees that culture is a tangible set
of attributes and behaviors that can be clearly recognized at visible
“touchpoints” among employees and people outside the firm.

Measure Culture:
• Use empirical tools to understand employee
attitudes and actions.
• If measurement reveals that current behaviors
conflict with desired cultural values, refine the
program to communicate and model culture
throughout the organization.
• HR should take the lead in this effort.

The Bottom Line
• Although HR has a distinct and proactive role to play in driving
cultural change
• the challenge of culture should be owned at the highest level:
• by the leaders who are responsible for business strategy.
• Just as the CEO is ultimately responsible for business strategy, the
CEO is ultimately responsible for culture.

Leaders Must Lead
• In short, leaders must understand that their beliefs and
actions are the primary drivers of the organization’s
culture.
• In the “new organization,” senior leaders must drive cultural
change just as they do other cross-organization issues,
reinforcing the behaviors necessary to support the business
strategy. 1/19/2017www.LTSemaj.com/ www.ABOVEorBEYONDJM.com 79

Leadership

Leadership Trend Projections
• 2017 is slowly approaching, and with a new year comes new challenges.
• Personal challenges. Team challenges. Organizational and leadership challenges.
• While my crystal ball is far from being 100% accurate, there are certainly
leadership trends from this year that can be projected into next.
• Here are eight leadership trend projections for 2017:
• http://www.forbes.com/sites/jeffboss/2016/12/20/be-better-prepared-for-
2017-with-these-8-leadership-trend-projections/#5f3784a04b4d

1. More “we,” less “me.”
• Funny how research on teams has been around for over 20 years but when Google released what
they learned about teams and teamwork, it becomes news.
• It’s no secret that team performance drives business performance, and leaders are beginning to
realize that dividing their organizations into areas of functional expertise (i.e. silos) does nothing to
promote the panoramic view and understanding employees need to make accurate and timely
decisions.
• The greater employees’ awareness about their company’s internal and external (i.e.
competitive) environments, the faster they can make decisions and the faster their company
can adapt.
• Knowledge sharing and cross-pollination between business functions must be a process rather than
a “nice to have.”

2. Increased attention on curiosity.
• Curiosity has topically been a leadership trend throughout 2016 and will continue
into 2017.
• The beauty about curiosity is that it fosters creativity and innovation; it incites
opportunity and sparks growth potential.
• To stay competitive, companies must be willing and able to move out of
the complacency of success that defined them today and continually
question the status quo so they can create a better tomorrow.
• Organizational curiosity does just that—it feeds people’s innate desire to know
more, and when you know more, you can be more by doing more.

3. Greater investment on human capital.
• The smart option for industry leaders is to capitalize on the millennial workforce
population given that they (millennials) comprise the majority of the labor force
today, and one motivating factor for millennials is personal and professional
development.
• One 2017 leadership trend for preventing the millennial job-hop will be
increased mentorship opportunities.
• After all, people analytics is huge today and growing, which means more products
and services will arise affording everything from decision making to building better
habits.

4. Personalized learning.
• The key to learning is personalization.
• Technology allows learning to be optimized and catered to the
learner’s preferred style, pace, interests and goals.
• Shorter, bite-sized learning segments ranging from one
to three minutes
• are more palatable and less overwhelming to undertake than their
30 to 60 minute course counterparts.

5. From full-time to contractor
• The business model of full time employment no longer makes sense.
• From an enterprise perspective, the costs of employer-provided healthcare, insurance and
retirement options aren’t getting any cheaper, especially if you want to attract top talent.
• Take virtual assistance, for example.
• With a virtual assistant, you receive the same service minus the costs associated with full time employment.
• On the flip side,
• if you’re in the job market looking for work and you don’t like the options offered by a potential employer but
you like the work itself, then you’re stuck with what they offer.
• Enter the independent contractor.
• The tax benefits of working as a independent contractor are too many to count, not to mention the freedom
to choose the work you want (or don’t).

6. More customer control.
• Research by the IDC points to greater customer control as
one leadership trend for 2017.
• Specifically, the report projects that a fifth of industry
leaders will be able to allow customers greater
customization options for
• product and service bundles, affording greater control
and personalizing the customer experience.

7. Increased focus on networks.
• Along similar lines, Deloitte’s 2016 human capital trends report indicates that the number one dilemma
organizational leaders face is how to stay competitive—structurally—amidst constant and ongoing change, and
the realization they’re having is that matrices and hierarchies of the 1980s no longer work.
• The challenge now is translating how work is claimed to get done (think of the company org chart) with how it
actually is (through relationships and networks).
• It’s making the intangible tangible and proceduralizing it that's the challenge.
• For leaders to keep their companies competitive throughout 2017 they’ll need people who can not only
lead their own team but also work and collaborate across teams; it's the difference between
teamwork and teaming.
• The skill and willingness of tomorrow’s employees to work cross-functionally demands new training and new
expertise that doesn’t come from the outdated hierarchical models of yesterday.

8. Reevaluated incentives.
• One common challenge today is reward systems.
• While many leaders place a premium on teams and teamwork, the
reward structure favors individuals.
• You receive what you reward, and if you want to reward
collaboration, learning and shared wins, you have to incentivize it.
• If you aren’t sold on team-based incentives, look no further than the
latest Wells Fargo fiasco.

Looking Into 2017
• Employee experience
• Big Data/Business Analytics
• New Trend in Office Set-up
• Destroying Silos
• New Senior level positions
• Emotional Intelligence
• The Blended Workforce
• The New Manager - Generation X
• Performance Review
• Mobile Apps
• Culture and Strategy
• Leadership

Above or Beyond
(formerly The JobBank)
A Division of Leahcim T. Semaj and Company Limited
“We offer just two options for transformation to individuals, institutions and governments; (1)
Above where you are presently or (2) Beyond your wildest imagination!”
The Towers, 25 Dominica Drive, Kingston 5, Jamaica
www.ABOVEorBEYONDJM.COM

AoB business trends 2017final

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (8)

Semelhante a AoB business trends 2017final

Semelhante a AoB business trends 2017final (20)

Mais de Leahcim Semaj

Mais de Leahcim Semaj (20)

Último

Último (20)

AoB business trends 2017final