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Future employees and future work
Ivo Eesmaa
28.06.2012Nelijärve
Education – for life!Education is a man’s preparedness to • live • to work • to learn • and to develope as a member of the society and a uppholderof the civilization.
This preparedness can be based only on thecultural identity.
CultureThe culture is an aggregated whole of themankind’s achievements from philosophy knowledge creation religions taboos values ways of living etc.The culture is with the social origin, it means it isthe result of the human action. The man is livingin the culture and at the same time constantly creates it.
Society and education Education cannot exist outside the society, Education cannot exist outside the society,
beyond the social anbeyond the social andd cultural environment. cultural environment. TThe content of the education is always based he content of the education is always based
on the cultural environmenton the cultural environment SSociety always has expectations to education. ociety always has expectations to education.
And these expectations should be taken into And these expectations should be taken into account if we don’t want to build up ”the account if we don’t want to build up ”the system in itself”.system in itself”.
Education in dynamic
28.06.1992
28.06.2002
28.06.2012
28.06.2022
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The impact of globalizationThe impact of globalization
Region and worldRegion and world
EstoniaEstoniaNew
technologiesNew
technologies
Knowledge economy
Knowledge economy
Economic growth in
Asia
Economic growth in
Asia
LongevityLongevity
Internationalization of the higher education
Internationalization of the higher education
Social stratification and
urbanization
Social stratification and
urbanization
1
23
4
56
7
Seven trends that will shape the future availability of skilled workforce
Imre Mürk, Estonian Development Fundwww.arengufond.ee
SIX DRIVERS OF CHANGE
Increasing global lifespans change the nature of careers and learning
1 Extreme longevity
2 Rise of smart machines and
systems
Workplace automation nudges human workers out of rote and repetitive tasks, automated systems will replace humans, freeing us up to do the things we are good at and actually enjoy. http://www.youtube.com/watch?v=DrC_1HCKvuA&feature=related
3 Computational
world Massive increases in sensors and processing power make the worlda programmable system
SIX DRIVERS OF CHANGE
New communicationtools require new media literacies beyond text
4New media
ecology5
Superstructedorganizations s
Social technologies drive new forms of production and valuecreation
6 Globally
connected world
Increased global interconnectivityputs diversity and adaptability at the center of organizational operations
TEN SKILLSFOR THE FUTURE WORKFORCE
• Sense-making - ability to determine the deeper meaning or significance of what is being expressed– As smart machines take over rote, routine manufacturing and services
jobs, there will be an increasing demand for the kinds of skills machines are not good at.
– These are higher level thinking skills that cannot be codified. We call these sense-making skills, skills that help us create unique insights critical to decision making.
• Social intelligence - ability to connect to others in a deep anddirect way, to sense and stimulate reactions and desired interactions
– Socially intelligent employees are able to quickly assess the emotions of those around them and adapt their words, tone and gestures accordingly.
– This has always been a key skill for workers who need to collaborate and build relationships of trust, but it is even more important as we are called on to collaborate with larger groups of people in different settings.
TEN SKILLSFOR THE FUTURE WORKFORCE
• Novel & adaptive thinking - proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based
Job opportunities– are declining in middle-skill white-collar and blue-collar jobs, largely due to a
combination of the automation of routine work, and global offshoring.– are increasingly concentrated in both highskill, high-wage professional, technical
and management occupations and in low-skill, low-wage occupations such as food service and personal care.
– Jobs at the high-skill end involve abstract tasks, and at the low-skill end, manual tasks.
• Social intelligence - ability to connect to others in a deep anddirect way, to sense and stimulate reactions and desired interactions
– Socially intelligent employees are able to quickly assess the emotions of those around them and adapt their words, tone and gestures accordingly.
– This has always been a key skill for workers who need to collaborate and build relationships of trust, but it is even more important as we are called on to collaborate with larger groups of people in different settings.
TEN SKILLSFOR THE FUTURE WORKFORCE
• Computational thinking - ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning– As the amount of data that we have at our disposal increases
exponentally, many more roles will require computational thinking skills in order to make sense of this information.
– Valuing Microsoft Office suites using kills will shift out statistical analysis and quantitative reasoning skills.
– Workers must remain able to act in the absence of data and not become paralyzed when lacking an algorithm for every system to guide decision making.
TEN SKILLSFOR THE FUTURE WORKFORCE
• New media literacy - ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication
needed workers are to be– Fluent in forms such as video, able to critically “read” and assess them
in the same way that they currently assess a paper or presentation. – They will also need to be comfortable creating and presenting their
own visual information.– As visually stimulating presentation of information becomes the norm,
workers will need more sophisticated skills to use these tools to engage and persuade their audiences.
TEN SKILLSFOR THE FUTURE WORKFORCE
• Transdisciplinarity - literacy in and ability to understand concepts across multiple disciplines
The ideal worker of the next decade is “T-shaped”—they– bring deep understanding of at least one field, – but have the capacity to converse in the language of a broader range of
disciplines. – this requires a sense of curiosity and a willingness
to go on learning far beyond the years of formal education.• Design mindset - ability to represent and develop tasksand work processes for desired outcomes• Workers of the future will need to become adept at recognizing the kind of
thinking that different tasks require, and making adjustments to their work environments that enhance their ability to accomplish these tasks.
TEN SKILLSFOR THE FUTURE WORKFORCE
• Cognitive load management - ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques– The next generation of workers will have to develop their owntechniques for tackling the problem of cognitive overload.– Workers will also need to become adept at utilizing new tools to help
them deal with the information onslaught.
• Virtual collaboration - ability to represent and develop tasksand work processes for desired outcomes• Connective technologies make it easier than ever to work, share ideas and be
productive despite physical separation. But the virtual work environment also demands a new set of competencies.
• Members of virtual teams also need to become adept at finding environments that promote productivity and wellbeing. A community that offers “ambient sociability” can help overcome isolation that comes from lack of access to a central, social workplace. This could be a physical coworking space, but it could also be virtual.
Millennial generation is going to replace the retired baby boom generation
•They are: with technological uptake, confident, cooperative, eager, enterprising, green minded and socially tolerant.•They themselves consider their most important difference compared to older generations of digital lifestyle.
Generation X and The Millennials: What You Need to Know About Mentoring the New Generations by Diane Thielfoldt and Devon Scheef August 2004
The millenial generation will define the work culture of the 21st century
• The millennial generation will shape the world of work for years to come.
• Their career aspirations, attitudes about work, and knowledge of new technologies will define the culture of the 21st century workplace.
• In late 2011, PwC surveyed a total of 4,364 university graduates about their expectations of work
• Graduates from across 75 countries took part in the study between 31 August and 7 October 2011.
http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtml
The millennials career expectations(Four major facts PwC survey)
• Meaningful work. Work does not have them where to go, but the thing to do. Today's young people want to do something with a purpose and values which they themselves share. They want to be proud of their employer.
• Loyalty to the employer. Almost 80% of young people feel loyal to their employer. A quarter of young people planning to change jobs during the year, it will not increase the proportion of twenty years. It also takes three quarters of young people that they can be 2-5 lifetime employer
• Flexibility in working life. Young people want the flexibility, as often claimed. But they did not expect to get it - 66% of young people thought that their time in the future is largely regular.
• Global Mobility. Many young people are part of the student years spent abroad. They expect global opportunities for employers. 80% want to work abroad for some time, and the majority believes that the use of foreign languages at work.
The millenials – myths and reality
Allikas: http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/millennials-survey.jhtmlStrategy+business issue 66: Five Millennial Myths
PwC survey 2011: Recruiting and managing the millennial generation. Key findings.
• Loyalty – In 2008, 75% expected to have between two and five employers in their lifetime but in this
survey the proportion has fallen to 54%. – Over a quarter now expect to have six employers or more, compared with just 10% in 2008.
• A time of compromise– Tough times have forced many millennials to make compromises when finding a job – 72%
feel they made some sort of trade-off to get into work. Voluntary turnover is almost certain to increase as economic conditions improve. 38% of millennials who are currently working said they were actively looking for a different role and 43% said they were open to offers. Only 18% expect to stay with their current employer for the long term.
• Development and work/life balance are more important than financial reward– This generation are committed to their personal learning and development and this
remains the most essential benefit they want from employers. In second place they want flexible working hours. Cash bonuses come in at a surprising third place.
PwC survey 2011: Recruiting and managing the millennial generation. Key findings.
• Work/life balance and diversity promises are not being kept– Millennials are looking for a good work/life balance and strong diversity
policies but feel that their employers have failed to deliver on their expectations. 28% said that the work/life balance was worse than they had expected before joining, and over half said that while companies talk about diversity, they did not feel that opportunities were equal for all.
• A techno generation avoiding face time– With technology dominating every aspect of their lives, it is perhaps not
surprising that 41% say they prefer to communicate electronically at work than face to face or even over the telephone. They routinely make use of their own technology at work and three-quarters believe that access to technology makes them more effective at work. However, technology is often a catalyst for intergenerational conflict in the workplace and many millennials feel held back by rigid or outdated working styles.
What can employers do?• Understand them - It’s particularly important to understand and address
generational differences and tensions. Think about this in the context of your Talent Strategy and Strategic People Plan.
• Get the ‘deal’ right - It’s important for employers to explain what they are offering a potential employee, but also what they expect in return. Think creatively about reward strategies and what motivates millennials.
• Help them grow Challenge them to come up with new ways to streamline processes and to exercise creativity. Millennials have a strong desire to work overseas and this is a rich potential resource for organisations focused on global growth. Less desirable locations could be positioned as an important career path milestone. Every opportunity should also be taken to mix teams generationally.
What can employers do?• Let them know how they're doing - Millennials want and value frequent
feedback. Unlike the past where people received annual reviews, millennials want to know how they're doing much more regularly . Give them honest feedback in real time — and highlight positive contributions or improvements on key competencies.
• Set them free - Millennials want flexibility. They work well with clear instructions and concrete targets. Give them the freedom to have a flexible work schedule. Does it matter if they work from home or a coffee shop or wherever if that’s where they are most productive? Set deadlines and if they meet them, don't worry so much about their tactics and the time they clock in and out.
• Let them learn - Millennials want to experience as much training as possible. If your organisation is more focused on developing high potentials, or more senior people, then you could risk losing future talent if you fail to engage millennials with development opportunities.
What can employers do?• Let them advance faster: Millennials value results over tenure and are
sometimes frustrated with the amount of time it takes to work up the career ladder. Career progression is the top priority for millennials who expect to rise rapidly through the organisation. 52% said this was the main attraction in an employer, coming ahead of to competitive salaries in second place (44%). A relatively simple solution, such as adding more levels, grades or other ‘badges’, could be enough to meet their expectations.
• Expect them to go: It’s inevitable that the rate of churn among millennials will be higher than among other generations, especially since many have made compromises in finding their first job, and this should be built into your plans.
What can employers do?• Wanderlust: Millennials have a strong appetite for working overseas and
71% expect and want to do an overseas assignment during their career. This is great news for many employers looking for global growth. However, the bad news is that millennials are attracted to destinations like the US, UK and Australia at the top of their wish list, and only 11% were willing to work in India and 2% in mainland China. Despite this, over half said they would be willing to work in a less developed country to further their career.
• Generational tensions: Millennials say they are comfortable working with older generations and value mentors in particular. But there are signs of tensions, with 38% saying that older senior management do not relate to younger workers, and 34% saying that their personal drive was intimidating to other generations. And almost half felt that their managers did not always understand the way they use technology at work.
• All in all, individuals must be ready for constant changes,which in turn, means constant learning. In other words, there is no reasonable alternative to lifelong learning, at least in a society where progress is a value.
It is impossible to send all citizens back to school. Thus, the preparedness can be created mainly through non-formal adult training activity.
