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Liquid Workforce - Tech Vision 2016 Trend 2

Creating fluid projects requires a combination of freelancers, employees, skills and technology. Business leaders are realizing a more ‘liquid’ workforce can become their new competitive advantage.

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Liquid Workforce - Tech Vision 2016 Trend 2

  1. 1. Trend  2:  Liquid Workforce
  2. 2. People  First:     The  Primacy  of  People   in  the  Digital  Age
  3. 3. The  Accenture  Technology  Vision  2016  identifies  five  technology  trends  fueled  by  the   people  first principle  and  that  are  essential  to  business  success  in  the  digital  economy.   People  First:  The  Primacy  of  People  in  the  Digital  Age Copyright  ©  2016  Accenture.  All  rights  reserved. 3 Intelligent   Automation Liquid   Workforce   Platform   Economy Predictable   Disruption Digital   Trust
  4. 4. Business  Drivers  of  Constant  Change Increased  Pace  of  Technology  Adoption:  The  expectations  for  businesses’   technology  acumen  is  speeding  up.  For  example,  the  telephone  took  39  years   to  reach  40%  market  penetration;;  it  took  the  smartphone  10  years.1 Misunderstood  Millennials:  12%  of  hiring  managers  expect  that  teamwork/ co-­workers  is  a  top  priority  for  Millennials  – while  39%  of  Millennials  report   it  as  their  actual  priority.  (Same  with  earning  potential:  75%  expected   vs.  44%  actual)2 Changing  Needs:  IT  and  business  executives  report  that  “deep   expertise  for  the  specialized  task  at  hand”  is  only  the  fifth  most  important   characteristic  they  require  for  employees  to  perform  well  in  a  digital  work   environment.  Other  qualities  such  as  “ability  to  quickly  learn”  and  “ability   to  ‘shift  gears’”  ranked  higher.3 Companies  are  investing  in  the  tools  and  technologies  they   need  to  keep  pace  with  constant  change  in  the  digital  era.   Copyright  ©  2016  Accenture.  All  rights  reserved. 1  "The  Pace  of  Technology  Adoption  is  Speeding  Up,”  Harvard  Business  Review,  November  2013;;  2  "The  2015  Millennial   Majority  Workforce:  Study  Results,”  RedBrick Research,  October  2014;;  3  Accenture  Technology  Vision  2016  Survey
  5. 5. Technology  Drivers  of  Constant Expanding  Workforce:  51%  of  workers   believe  that  digital  technology  has  expanded   the  number  of  individuals  they  work  with   outside  of  their  organization.1 Accessing  Talent  Faster:  Upwork  reports  that   they  can  get  hiring  managers  the  talent  they   need  in  3  days,  compared  to  the  months  long   traditional  process.2   On  The  Job  Tech:  By  2019,  it  is  expected  that   17%  of  workers  will  only  use  mobile  devices  to   do  their  job.3 Companies  are  investing  in  the  tools  and  technologies  they   need  to  keep  pace  with  constant  change  in  the  digital  era.   Copyright  ©  2016  Accenture.  All  rights  reserved. 5 1 “Technology’s  Impact  on  Workers,”  Pew  Research  Center,  December  2014;;  2 “Solution  overview",  Upwork,  2015;;   3 “39  ways  the  American  workforce  is  dramatically  changing  in  2015”,  Business  Insider,  June  2015  
  6. 6. Instead  of  acting  solely  as   a  disruptor,  technology  can   help  companies  transform   their  people,  projects,  and   entire  organizations  into   a  highly  adaptable  and   change-­ready  enterprise But  to  achieve  their  ambitious  goals,  leaders  are   refocusing  on  an  often  overlooked  factor:  the  workforce Copyright  ©  2016  Accenture.  All  rights  reserved. 6
  7. 7. Shifts  in  the  workforce  are  creating  new  opportunities Copyright  ©  2016  Accenture.  All  rights  reserved. Worker  Redistribution:  Demand  for  jobs  humans   excel  at  (non-­routine  interpersonal  &  analytical  jobs)   are  at  an  all  time  high. Automation:  Automation  is  taking   over  more  routine  and  manual  tasks. Pace  of  Innovation:  New   technology  is  constantly  emerging,   and  the  pace  of  adoption  is  faster   than  ever. Rise  of  Freelancing:  43%  of   the  US  workforce  is  expected   to  be  freelancers  by  2020.1 A  New  Generation:  In  2015   Millennials  became  the  largest   share  of  the  workforce.  By  2025,   that  number  will  be  75%  globally.2 Skills  Economy:  Companies  can  build  new   strategies  to  leverage  the  contingent  workforce  and   quickly  access  a  wide  range  of  deep  technical  skills. Continuous  Training:  By  making  training  a  core   competency,  organizations  can  actively  develop  the   skills  that  will  set  themselves  apart  from  competitors Digital  Natives:  With  the  right  engagement  strategy,   businesses  can  leverage  the  excitement  for   technology,  teamwork,  and  digital  acumen  of   Millennials  to  push  forward  on  their  new  initiatives.   1  “Intuit  Forecast:  7.6  Mln People  in  On-­Demand  Economy  by  2020,”  Intuit  press  release,  August  13,  2015;;  2  “Millennials  Surpass  Gen  Xers  as  the   Largest  Generation  in  U.S.  Labor  Force,”  Pew  Research  Center,  May  11,  2015;;  “Creating  a  ‘Generation  Connected’  Workplace,”  Workforce,  May  1,  2015
  8. 8. Business  leaders  are   realizing  a  more  liquid   workforce  can  become  their   new  competitive  advantage. Copyright  ©  2016  Accenture.  All  rights  reserved. 8 Tomorrow:  Adaptable  workforces  organized   around  projects,  with  embedded  training. Static  workforces  organized  around   specific  skills  and  functions Project  oriented   working  groups,   emphasizing   collaboration,  agility,   and  skill  sharing.   Increased   expansion  of   workforce  to  external   talent  including  both   formal  contractors  and   crowd  platforms.   Failing  fast  and   iterative;;  employees   are  empowered   to  innovate.   Continuous   training  as  a  core   organizational   competency. Data-­based   organizational   management  using   predictive  analytics   and  end-­to-­end   HR  suites. The FutureSiloed work  generally   aligned  by  business  function   (engineering,  sales,   marketing,  design,  etc.)   Training  is  ad-­hoc,  as   needed  for  a  particular  tool   or  technology  (in  which  the   company  has  generally   already  invested) Low  levels  of  collaboration   Innovation  generally   practiced  by  specific  non-­ official  groups  or  ‘lone   wolfs’  in  the  organization. Fragmented  workforce   management  tools The  Present
  9. 9. But,  how?   Businesses  must   develop  new,  more   fluid,  strategies 9Copyright  ©  2016  Accenture.  All  rights  reserved. Skills Build  learning  as  a   core  competency  in  the   organization  to  actively   generate  skills  that  are   in  demand. Projects   Use  technology  to   coalesce  and  disband   internal  and  external  talent   at  your  disposal  for  new   innovative  projects. Organization   Optimize  workforce   responsiveness  with   insightful  analytics  that   provide  a  real-­time  view   of  organizational   capabilities.
  10. 10. Build  training  as  a  core  competency  in  the  organization   to  actively  generate  skills  that  are  in  demand and  unveil   new  talent  in  the  organization. Every  Job  is  a  Digital  Job:  Technology  is  fundamentally   changing  the  way  people  work  and  the  work  they  do,  a  trend   businesses  embrace  as  they  move  to  compete  in  the  digital  age.   Have  Tech,  Need  Skills:  Now,  the  talent  companies  demand   is  rapidly  outpacing  the  speed  at  which  individuals  are  able  to   traditionally  acquire  those  skills. Train  Your  Own: Companies  must  take  an  active  role  in   creating  the  skills  they  need  by  making  training  a  critical   component  of  their  talent  management  strategy.   Developing  fluid  skills  as  an  organizational  competency Copyright  ©  2016  Accenture.  All  rights  reserved. 10
  11. 11. One  of  the  biggest  impediments  to  adopting   new  technology  solutions  is  the  lack  of  skills.   2014:  Facebook  acquired  Oculus.  In  2015,  the  demand   for  VR  jobs  went  up  37%  year  over  year. 200  companies  have  listed  postings  for  VR  related   skills,  including  Disney,  General  Dynamics,  John  Deere,   and  others. A  recent  view  accounted  for  12,000  people  in  the  US  with   VR  related  skills,  concentrated  in  Washington  DC  and  the   Bay  Area.   The  answer?  Create  the  skills  you  need. Building  fluid  skills  for  new  tech  will  deliver  a  decisive  advantage Copyright  ©  2016  Accenture.  All  rights  reserved. 11 200  Companies  Now  Hiring  – A  Look  at  the  Growing  Virtual  Reality  Jobs  Market,  Road  to  VR,  May  29,  2015
  12. 12. Creating  fluid  projects  requires  a  combination   of  freelancers,  employees,  skills  and  technology Copyright  ©  2016  Accenture.  All  rights  reserved. 12 Costs $40-$60 million Crew 400-500 people Production 12 months to 2 years Distribution Actors Script Writers Cinemato- graphers Production Teams Editors Electrical Technicians Studio Producers Director Cameramen /Grip Learning  from   Hollywood
  13. 13. Optimize  workforce  responsiveness with  insightful  analytics   that  provide  a  real-­time  view  of  organizational  capabilities.   Consolidate  Tools:  Reduce  the  clutter  of  existing  tools   and  invest  in  end-­to-­end  workforce  management  solutions.     People  Analytics:  Gather  valuable  data  to  do  things   from  increasing  efficiency  to  smart  talent  placement. Workforce  +  Strategy:  Make  workforce  management   a  key  part  of  new  business  strategy  and  pursuing  broader   organizational  goals. Managing  a  distributed  workforce  with  increasingly  fluid   projects  and  people  requires  a  strong  core  organization Copyright  ©  2016  Accenture.  All  rights  reserved. 13
  14. 14. Fluid  organizations  may  seem  daunting  to  enterprises  everywhere,   but  there  are  big  companies  that  have  been  doing  it  for  years   Copyright  ©  2016  Accenture.  All  rights  reserved. 14 Fluid  Organizations  at  Scale:  We  know,  because  we  do.   Scale:  373,000   Employees* *  As  of  Nov  30,  2015 Education:   Robust  career   development  with $841   million  on  training  and   professional  development   in  fiscal  year  2015. Continuous   Performance:   New  model  of   on-­going  feedback.   Distributing  Skills:   Employees  learn  new   skills  on  the  job  and  rely   on  them  to  teach  their   peers  new  skills.   Talent  Fulfillment:   Set  of  employees   dedicated  to  matching   every  employee  with  the   right  jobs.  
  15. 15. Address  Workforce  Disruptions  Today Agile  Workforce  =  Agile  Business Start  Your  Transformation:  Making   training  a  core  competency  to  ensure   you  have  the  right  skills  for  the  right  jobs. • Becoming  more  project  oriented  and   agile  while  empowering  collaboration   and  new  ideas.     • Effectively  managing  a  distributed   workforce  with  an  organization  that  is   built  to  facilitate,  not  impede. The  liquid  workforce  is  rapidly  becoming  the  new   normal  for  how  businesses  organize  themselves. Copyright  ©  2016  Accenture.  All  rights  reserved. 15
  16. 16. Liquid  Workforce:  100-­Day  Plan 16Copyright  ©  2016  Accenture.  All  rights  reserved. 1. Perform  a  skills  gap  analysis.  Have  your  HR  organization   review  open   roles  in  your  company  and  determine   high  priority  roles  that  are  remaining   unfilled   due  to  difficulty  finding  appropriate   talent. 2. Build  a  strategy  for  expanding   your  organization’s   training  capabilities.   Determine   what  investments  in  facilities,  technology,  or  people  will  need  to  be   made  to  deliver  training  consistently  and  effectively  across  your  workforce. 3. Create  a  new  engagement   strategy,  keeping  in  mind  what  millennials demand   from  their  employers.  Develop  a  plan  that  will  allow  workers  to   contribute  to  projects  they  are  passionate  about,  move  freely  through   the   organization,   and  find  work  that  best  suits  native  skills  with  digital   technology. 4. Formalize  your  organization’s  approach  toward  engaging   with  freelancers   and  contractors.  Create  a  clear  distribution   of  work  between  long  and  short-­ term  employees  that  plays  to  the  strengths  of  each  and  communicate  this   framework  with  employees. 5. Pilot  a  new  liquid  project.  Assign  a  ‘stretch’  project  to  one  of  your  groups   and  grant  them  the  autonomy  and  dedicated  resources  that  allow  them  to   accomplish  their  goal.  Use  this  pilot  as  a  foundation   for  developing   a  formal   liquid  project  strategy.
  17. 17. Liquid  Workforce:  365-­Day  Plan 17Copyright  ©  2016  Accenture.  All  rights  reserved. 1. Put  your  new  training  strategy  to  work.  Pick  one  high-­need   skill   and  pilot  a  new  curriculum  to  train  existing  employees  in  that  area.   2. Build  a  plan  to  scale  your  liquid  project  practices  across  the   organization.   Learn  from  the  progress  of  your  pilot  group.   3. To  understand  where  your  enterprise  stands  to  benefit  most  from   crowdsourcing,  commission  three  projects  that  each  focus  on  a   different  area  that  the  crowd  is  well-­suited  to  address.   4. Integrate  the  use  of  analytics  into  your  HR  organization.   Pair  a  team   from  HR  with  your  data  scientists  to  derive  new  insights  from  your   workforce  that  could  help  with  reviews,  promotions,   hiring,  or  other   areas  that  need  improvement.   5. Introduce  predictive  analytics  to  one  area  of  your  people   management   strategy  (promotions   or  hiring  for  example).  
  18. 18. Predictions Copyright  ©  2016  Accenture.  All  rights  reserved. 18 Roles  Vanish Organization  charts  become  obsolete,   gobbled  up  by  software.  Employees  change   their  skills  and  focus  to  achieve  their   personal  goal  which  is  common  outcomes   for  the  business,  inventing  the  new. Freelance  is  the  Future Within  10  years,  we  will  see  a   new  Global  2000  company  with   no  full-­time  employees  outside   of  the  C-­suite.
  19. 19. What  to  expect  next Copyright  ©  2016  Accenture.  All  rights  reserved. 19 Corporate  Education   Will  Replace  Some   Higher  Education Rise  of  Digital   Reputation Fully  Liquid   Enterprise   Predictive   Workforce  
  20. 20. Copyright  ©  2016  Accenture.  All  rights  reserved. Thank  you #techvision2016 www.accenture.com/technologyvision