Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)

A Framework for Career ManagementCopyright © 2016 Deloitte Development LLC. All rights reserved. 1

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Careers in the 21st CenturyThis is not your parents’career management

BERSIN BY DELOITTE WEBINARHosted by Fuel50

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Josh BersinTrends in Human Capital & Career

Dani JohnsonCareer Management Framework

Michael MartinCareers at Ingersoll Rand

A Framework for Career Management Copyright © 2016 Deloitte Development LLC. All rights reserved. 3

Human Capital TrendsJosh Bersin

HR 2017—Bersin by Deloitte predictions for the year aheadCopyright © 2016 Deloitte Development LLC. All rights reserved. 4

Demographic andpolitical upheaval:

Millennials make up more than half the workforce. Boomers working into their 70s and 80s, and a new wave of nationalism.

Digital technology infiltrates our lives:

Technology is disrupting business models and radically changing the workplace and how work is done.

Need to increase speed and employee experience:

Engagement is flat, people are distracted, hierarchical structures are going away, yet speed is increasing.

Career and social contract with employees changed:

Employees now demand rapid career growth, compelling and flexible workplace, purpose, and increased earnings.e of purpose at work.

Forces disrupting organizations today

Source: MIT Deloitte Research, 6/2015 “Aligning the Organization for its Digital Future”


Digital Disruption

A New Industrial Revolution

90% of organizations surveyed by MIT and Deloitte anticipate their industries

will be totally disrupted by digital trends.

Source: MIT Deloitte Research, 6/2015 “Aligning the Organization for its Digital Future”


Siri Cortana Watson Alexa Viv

The Future of Work

Robotics, AI, sensors are here


RobotsAverage cost below $25,000.

China purchasing 150,000 in 2016 to deal with shrinking workforce

In 1900 41% of US jobs were in agriculture. It’s

around 2% today.

There is no fundamentaleconomic law that guarantees every adult will be able to earn a living solely on the basis of sound mind and good character. - Daniel Akst, “What we can learn from anxiety about automation”


Impact of Robotics and AI on WorkJobs Shift to Skills Which Are Essentially Human

Source: Talent for survival Essential skills for humans working in the machine age, Deloitte UK 2016


12%

17%

19%

21%

22%

22%

27%

29%

31%

37%

60%

88%

83%

81%

79%

78%

78%

73%

71%

69%

63%

40%

Not/somewhat important Important/very important

Deloitte Human Capital TrendsRanking of 2017 trends by importance

Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trends on “The future of work” discussed in this report.

Percentage of total responses

Organization of the future

Careers and learning

Talent acquisition

Employee experience

Performance management

Leadership

Digital HR

People analytics

Diversity and inclusion

The augmented workforce

Robotics, cognitive computing, and AI

Organization of the future

Careers and learning

Talent acquisition

Employee experience

Performance management

Leadership

Digital HR

People analytics

Diversity and inclusion

The augmented workforce

Robotics, cognitive computing, and AI

Source: Human Capital Trends 2017, Deloitte Consulting, LLP


Why skills matter so much

Source: U.S. Bureau of Labor Statistics


Shift Toward Social Skills and Hybrid Jobs

For data

For data science and analytics positions:

• 9% require “creative skills”• 29% require “teamwork skills”• 22% require “problem solving”• 27% require “writing skills”• 29% require “research skills”

Source: Bersin by Deloitte research with Burning-Glass Technologies


50% of Millennials will live to age of 100, expect 10-12 jobs by age of 38

Half-life of technical skills is approximately 2 years

37% of working people believe they will change careers within 5 years

Change in the nature of a Career

Only 29% of companies believe careers in their

company are 10 years+, 44% say less than five years

83% of companies believe they will have “open careers”

within 3 years, only 19% have structured careers

Life expectancy of Fortune 1000 firm is less than 15

years


“Over 300 years of economic history, the principal and most enduring mechanism for distribution of wealth and reduction in inequality is the diffusion of skills and knowledge.”

And this has become an issue with engagement and brand

The learning curve is the earning curve


Career development is key to retention

Millennials rate development the #1 job benefit

6%

6%

8%

14%

19%

22%

0% 5% 10% 15% 20% 25%

Greater vacation allowance

Retirement funding

Free private healthcare

Cash bonuses

Flexible working hours

Training and development

Millennials in the workforceFor Millennials, “Training and development” is the most coveted job benefit

Percent indicating job benefit in first placeSource: Human Capital Trends 2017, Deloitte Consulting, LLP


Research HighlightsDani Johnson


Shared responsibility:

• Worker – drives the process

• Manager – supports and guides

• Organization – sets expectations, builds infrastructure

from worker owned to worker owned, org supportedResponsibility for career:


from career paths to career progressionMovement around the organization:

• More movement in general

• More emphasis on development, and development is not always UP

• “Experience collecting” and “attribute building”


from full-time balance sheet workers to diverse sourcesExpanded workforces:

Traditional:

• Full time balance sheet employees• Part time / seasonal workers• Contractors• Consultants

Non-traditional:• Higher ed partnerships• Retired workforce• Contingent workers (the gig economy)• Externships/internships/apprenticeships• Open innovation competitions / crowdsourcing


From coaching to more visibility and guidanceVisibility & communication:

• More aligned internal & external messaging

• Worker awareness of opportunities and development

• Multiple channels of communication about career management


from focus on actions to focus on alignmentAlignment:

• Several elements to successful career management

• Alignment rather than individual actions

• More than one way to do career management


The FrameworkElements & approaches


The 7 elements of career managementWhat are organizations are paying attention to?

Paths

Peo

ple

Enab

lers

Pro

gre

ssio

n

Preferences Sources

Leadership Messaging Infrastructure

Development


4 approaches to career management

Structured Flexible Open Transitory

Focused on preparing & moving workers through well-defined career paths designed to follow the organizational structure.

Focused on moving workers through fairly well-defined levels of an organization, while providing flexibility in career paths and job descriptions to accommodate development & organizational needs

Focused on facilitating the work by assembling the most appropriate talent. Movement based on worker interest and organization need. Often used in team environments.

Focused on facilitating the work by finding and utilizing the best talent sources –either external or internal


The Career Management Framework

Ingersoll Rand – Career Progress

Michael Martin


Key Facts: Ingersoll Rand

Company Headquarters

• Incorporated in Swords, Ireland.

• North American Headquarters and Corporate Center is located in Davidson, North Carolina.

New York Stock Exchange

• Been listed continuously on the New York Stock Exchange since October 11, 1906.

• 16th oldest company and the 12th oldest continuously listed company on the NYSE.

• Stock ticker is IR.

Company History

• 147 years old. The company was founded when Simon Ingersoll patented the steam-powered rock drill in 1871.

• First incorporated on June 1, 1905.


Industrial Brands

Climate Brands

Ingersoll Rand Brands


Career Development: an existing need

Employees want more focus on career development:

Employee engagement survey results consistently tell us we have opportunity to improve important growth and development areas, including:

I can achieve my career goals at this company.

The company has effective processes for developing people.

I am supported in taking advantage of available career opportunities.


What is Career Progress?

• Greater visibility to possible career development moves and experiences

• Online tools and resources to enhance career development

• A common framework to organize jobs consistently across the company

• Manager tools to facilitate better career discussions and guidance

• A foundation for succession planning and building stronger talent pipelines

GROWING OUR PEOPLE

TO GROW OUR BUSINESS

CAREER FRAMEWORK

Standard job architecture

Rewards methodology

CAREER MANAGEMENT

Success Profiles including

key experiences andcommon career

moves

My Career Navigator


My Career Navigator


ExplorePaths


SuccessProfiles

Success Profiles for roles include the key experiences to be gained, competencies and level of skill needed, common career moves in and common next moves


• Implemented My Career Navigator for 20,000+ salaried employees in March 2016

• Career Framework rollout completed in October 2016 including career pathing functionality in My Career Navigator

• Translating content into 6 additional languages in 2017

• 60%+ of salaried employees to date have utilized My Career Navigator

• Focused on integrating and ingraining new resources into our existing processes

• Feedback has been positive, will be monitoring specific development and career items on our 2017 Employee Engagement survey

Implementation


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Careers in the 21st CenturyThis is not your parents’ career management

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Careers in the 21st Century (Webinar by Fuel50 and Bersin by Deloitte)