Future People Practices Nigel Carruthers Senior Adviser LGA March 2016 www.local.gov.uk

This session will Consider future expectations from research into workforce of the future What can we learn from the evolving nature of the ‘employment deal’ What I do hope to share with you are some insights on the huge changes in the world of work over the past 40 years by considering the employment experiences of staff employed in 1975, those employed in 1985 and now 2015 and the expectations for 2025 – which will mean what it means to employ generation Y or the millennials as they are called - who will make up 75% of the world’s working population by 2025!   I want to also reflect on research done by Birmingham University on the 21st Century worker and share with you my thoughts on how this may shape the evolving nature of the “employment deal” in the future and what actions we may need to consider….

The customer – what do we know? Expectations will grow Capacity to deliver will reduce Demand will need to be managed Delivery must align to technology

The workforce how will it change? Workforce will continue to age Changing expectations from the world of work, together with financial pressures……will lead to… A different employment deal Different models of service delivery

Younger workers expectations will change Millennials (or Generation Y) born 1990s to the early 2000s. “…have a different view of how work should get done and come into the workforce with a different set of expectations..” Reflections on slide…..

Priorities will shift Transparent Leadership “Meaningful” Work Work in teams to accomplish ‘goals’. ‘Remote’ working norm Results over “degrees” change the meaning of “face-time” End of Annual appraisals Work as a game… “Deloitte found that 92% of millennials believe that business should be measured by more than just profit and should focus on a societal purpose and 83% of millennials gave to charities in 2012” Transparency is one of the top four qualities that millennials look for in leaders They will choose corporate culture and meaningful work above everything else including pay! – they will like to work in teams, on projects to accomplish goals. It’s less about what company they work for and more about who they are working with and the types of projects they work. They will be a fan of working remotely (away from formal workplace) – as leaders Gen Y will recruit based on results over degrees as they will care more about what you achieve than your education level. They will change the meaning of “face-time” ! And challenge older managers who prefer in-person meetings over everything else when it comes to communication. Millennials, grew up with technology and will expect its use to be second nature and used when it comes to manager interactions. Gen Y will demand the end of the annual appraisal asking “why do I have to wait a whole year to get feedback?” They want feedback to be given in real-time just like they receive tweets from those they follow” now! They will create work as a game - want to work in an environment that is fun and exciting research sites the phrase “gamification” as this generation grew up with gaming as a daily experience highlighting the need to shift from formal ‘corporate’ style cultures to ones that are more relaxed fun loving and take themselves less serous. They will expect corporate hierarchies to be more focused on collaboration and equality – they will care less about titles, status and salaries. They will be drawn to projects that connect with their strengths and abilities and favour managers that support them through training and development. Quote might mean LG and public services will be more attractive if we can underline our purpose and values based on community outcomes.

‘Generation Z’, the next generation of local government employees New Labour's offspring… Grown up in a world in political and financial turmoil so they are keen to look after their money and make the world a better place. "first tribe of true digital natives" or "screenagers". Keen to volunteer and aware that an education is to be treasured.. Expect flexible working environment-outputs not inputs Dynamic and varied career path the norm

So to some research to help us think of the future public servant….. We will require a municipal entrepreneur, working co-productively, who will be rewarded for their ‘soft skills’ – there will be a strong ethos of publicness that understands commerciality. Public Servant will have the resilience to survive in an era of perma-austerity - where organizations will have less permeant boundaries, more flexible, flatter structures and be led by collaborative and distributed ‘local’ based leadership rooted in the identity of the place. This will require authentic citizen interactions. Careers will be self-managed, portfolio based not professional where taking risks won’t mean there’s a high chance of losing your job…”

Characteristics of 21st century public servant Municipal entrepreneur Works in partnership with citizens Generic skills as well as technical expertise Builds a fluid career across sectors and services Ethos of public service combined with an understanding of commerciality Rethinks public service to survive austerity Needs organisations that are fluid and supporting rather than siloed and controlling Rejects heroic leadership in favour of distributive and collaborative models Rooted in locality Reflective and continuously learning from others.

How do we get there? Train and support staff so they can undertake broader roles Improve engagement within our citizens Endure we are recruiting individuals with right balance of generic and technical skills Facilitate career development across organisations as well as within Balance of public service ethos and commerciality Austerity-are tough conversations taking place about what can and can’t be done? Organisation design-systematic approach required Leadership-develop leadership at all levels of the organisation Place- build loyalty to the place not just the organisation Ensure appraisal mentoring and peer challenge give scope for reflective practice and allow learning from mistakes and good practice elsewhere

Characteristics of the Future ‘Employment Deal’? Local needs very different and ever changing “Work” focused on outcomes not time based inputs Public service ethos, facilitate movement between sectors Expectations for talent progression beyond traditional More personal empowerment, calculated risk taking & innovative approaches Pay & Rewards are much more tailored to individual preferences and contribution Reflections on slide….

THANK YOU FOR LISTENTING Nigel.Carruthers@local.gov.uk www.local.gov.uk THANK YOU FOR LISTENTING