Who is in charge. of my career? Matthias Mölleney. Member of the Future Work Forum

Transcription

1 Who is in charge of my career? Matthias Mölleney Member of the Future Work Forum Contact: Seestrasse Uster Phone: Fax: Internet:

2 When I started my corporate life (1981): The HR department was in charge and developed first systematic concepts Slide 2

3 When I joined the HR department (1983): Line management was told they are in charge - HR started to provide tools Slide 3

4 When I became Head of People Development (1988): The individual employees were in charge of their own careers, HR supported with tools and processes Line management was coaching Slide 4

5 When I became Global Head of Human Resources Management (1998): The individual employees were in charge of their own careers, HR supported with tools and processes Line management was coaching Results in people development became part of the performance management for line managers Slide 5

6 Sir Stirling Moss If you think you have everything under control, you are too slow. Sir Stirling Moss (* 1929), former race car driver Slide 6

7 Career Challenge Know-how (applied knowledge) becomes more important than knowledge Knowledge Providers External Talents Competition of Internal Talents A new generation of mobile, connected and well educated young talents is waiting for its chance Company Increasing demand for value creation, but also focus on retention Classic hierarchies are being replaced by fluid structures and project work New Working Structures Slide 7

8 Challenge 1: Information Overflow Know-how (applied knowledge) becomes more important than knowledge External Talents A new generation of mobile, connected and well educated young talents is waiting for its chance Knowledge Providers Competition of Internal Talents Company Increasing demand for value creation, but also focus on retention Classic hierarchies are being replaced by fluid structures and project work New Working Structures Slide 8

9 Knowledge Management 2.0 Is not about the access to knowledge Is about creating new information by analyzing and combining existing information Is about managing the information overflow There are over 2.7 billion searches performed on Google each month It is estimated that a week s worth of New York Times contains more information than a person was likely to come across in a lifetime in the 18th century It is estimated that 1.5 exabytes (1.5 x ) of unique new information will be generated worldwide this year - That s estimated to be more than in the previous 5,000 years The amount of new technical information is doubling every 2 years - It is predicted to double every 72 hours by 2014 Slide 9

10 Challenge 2: Fluid Structures Know-how (applied knowledge) becomes more important than knowledge Knowledge Providers External Talents Competition of Internal Talents A new generation of mobile, connected and well educated young talents is waiting for its chance Company Increasing demand for value creation, but also focus on retention Classic hierarchies are being replaced by fluid structures and project work New Working Structures Slide 10

11 Organizational Development 80s and Before Late 80s / Early 90s 90s Today and Tomorrow Slide 11

12 Challenge 3: Talent Management Know-how (applied knowledge) becomes more important than knowledge External Talents A new generation of mobile, connected and well educated young talents is waiting for its chance Knowledge Providers Competition of Internal Talents Company Increasing demand for value creation, but also focus on retention Classic hierarchies are being replaced by fluid structures and project work New Working Structures Slide 12

13 Challenges for Talent management Developing special career paths Recruiting of talents at the global market Special compensation schemes for talented employees Recruiting of talents at local markets Recruiting more talents for the corporate headquarter Headhunting of talents from competitors Launching of initiatives focused on particular target groups Creating alumi networks Future ( ) Today (2007) Moving the business to locations with talented employees Source: BCG/EAPM 2007 web survey in 27 countries with participants Slide 13

14 Retention Factors Influence on Decisions Reputation as Good Employer Opportunities for Learning Inspiring Superiors Work-Life Balance Source: Towers Perrin 2007, Target Group European Enterprises Slide 14

15 Challenge 4: The New Generation Know-how (applied knowledge) becomes more important than knowledge External Talents A new generation of mobile, connected and well educated young talents is waiting for its chance Knowledge Providers Competition of Internal Talents Company Increasing demand for value creation, but also focus on retention Classic hierarchies are being replaced by fluid structures and project work New Working Structures Slide 15

16 Sources of Employer Attractivity Company Image Industry Image Product & Brand Image Attractivity of Location Employer Attractivity Special Attractivity Factors Individual Experience as Candidate or Trainee Information about the Company as Employer Source: Prof. Simon et al Slide 16

17 Why would I ask someone with a job title, when I can ask someone with the answer! Slide 17

18 The New Generation Wants: To be happy in whatever they do To be able to work outside their countries To be respected by family and friends To achieve a good life/work balance To make the world a better place, and - work for a company with a good reputation! Source: Future Work Forum Research: Employing the Next Generation, 2006 Slide 18

19 Best Organisations to Work for Will Have: Learning and knowledge sharing culture Excellent ongoing communication High levels of training and development Resources (money AND expertise) Creative and dedicated people working there and are ethical! Source: Future Work Forum Research: Employing the Next Generation, 2006 Slide 19

20 How the Workplace of the Future Looks Little or no hierarchy Teams are the dominant structure Ethical companies Work and play merging High tech, pleasing work space Cross border/cross functional New social structures and. fun! Source: Future Work Forum Research: Employing the Next Generation, 2006 Slide 20

21 A New Generation which Is incredibly connected - physically and virtually Feels empowered to be expressive and creative Believes passionately in trees and technology Explores and learns without prejudice Recognizes rules, regulation and common sense Sees MNOs as vehicles for self development Groups technology, creativity and personal development Source: Future Work Forum Research: Employing the Next Generation, 2006 Slide 21

22 Breaking the Rules Slide 22

23 Swiss PostFinance s Approach: Elements of Personnel Marketing External Personnel Marketing Create Awareness Approach Target Groups Substantiate Contacts Maintain Contacts Select Candidates Integrate New Employees Retain Employees Manage Exit Internal Personnel Marketing Slide 23

24 Create Awareness Initiatives PR and advertising with focus on Postfinance as employer Communication of profile as good employer Activities PostFinance (Examples) Image campaign including contest I love to work at Postfinance Reports in newspapers, project campus Essays in newspapers Presentations of managers Running of own events Creating brand knowledge Lectures at conferences or university events Invitation of customers to sports events at the PostFinance Arena Project behavioral branding Slide 24

25 Approach Target Groups Initiatives Defining relevant target groups Activities PostFinance (Examples) University graduates, graduates of particular banking schools Evaluating the needs of the target groups Approaching sales experts through project campus Developing communication concept for target groups Launching campaign Sponsoring of appropriate projects and events Ensure presence at BLOGS, offer discussion platforms and forums Campaign we aim to become the best-in-class employer Alumni organizations and events, university sports events More effective use of the marketing tools for the target groups Slide 25

26 Support Presentation University Recruiting Activities Direct Contact Participation at recruiting events Offer company contact meetings Company presentations Lectures / seminars Lectureships Interview training Indirect Contact Posters at the university campus Advertising in student magazines Electronic information material Advertising in cinemas at university cities Giveaways Internet links BLOGs Elements of University Recruiting Offer of scholarships Summer academies Student contests Research awards Mentoring Sponsoring of academic chairs Support of student organizations Sponsoring of university events Foundations Slide 26

27 Substantiate Contacts Initiatives Activities PostFinance (Examples) Offering attractive internships new entry programs Offering / Coaching of projects Invitation to internal events Introduction of recruiting days at Postfinance Cooperation with universities Sponsoring of relevant research projects Writing case studies Postfinance on its way to become a bank Slide 27

28 Select Candidates Initiatives Activities PostFinance (Examples) Interesting assessment tools with benefits for candidates Internal and external assessment centers Internal development centers Fast decision making Analysis and improvement of the recruiting process High transparency High-quality feedback for selected as well as for not selected candidates Care -Offer Optional keeping on hold of the applications of candidates not selected Slide 28

29 You should not foresee the future but make it possible. Antoine de Saint-Exupèry Slide 29