1. The Future of Work and the NEW Employee Experience
Andrea Walsh and Amy Futerfas
September 14, 2017

2. Stand-up if you utilized Artificial Intelligence this morning…
Will you tomorrow?
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3. Our world is changing Always online Connected
Ready access to information
Everything is personal
Technology is everywhere
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4. And the pace of change is unprecedented
75 Years
38 Years
13 Years
4 Years
10 Days
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5. If Facebook were a country,
it would be the third-largest in the world.
Source: facebook.com.
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6. The number of text messages sent and received in one day
exceeds the population of the planet.
Source: wikipedia.com.
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7. Demographic shifts are happening
Baby Boomers
Generation X
Generation Y
Generation Z
Age in 2017
53 – 71
Peak population size (U.S.)
79 million (1999)
Individualistic
Loyal
Career-focused
38 – 53
66 million (2018)
Entrepreneurial
Self-reliant
Globally minded
22 – 37
81 million (2036)
Group-oriented
Idealistic
Socially conscious
7 – 21
Peak population size (U.S.), estimated
60 – 70 million ( )
Realistic
Aware
Technology native *
1946 – 1963
1964 – 1979
1980 – 1995
1996 – 2010 Z Y X
Source: Pew Research Center tabulations of U.S. Census Data; WTW estimates
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8. Baby Boomers are retiring at the rate of
one every 9 seconds between now and 2029
Source: USA Today Money
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9. The average U.S. student today will have 10 to 14 jobs
before age 40.
Source: U.S. Department of Labor.
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10. And there are talent shortages and surpluses around the world
The gap between the growth in demand and the growth in supply of talent, 2011 to 2021
Trend deficit
Trend surplus
Broad balance
Source: Oxford Economics
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11. Work is evolving Features: Features: Features:
FOURTH INDUSTRIAL REVOLUTION/ SECOND MACHINE AGE
THIRD INDUSTRIAL REVOLUTION/ FIRST MACHINE AGE
SECOND INDUSTRIAL REVOLUTION
Features:
Underpinning for Coase’s theory of the firm
Companies as social institutions
Organization of work into jobs
Jobs as careers
Features:
Technology enablement and the web
Companies as the nexus of contracts
Streamlining of jobs to enable outsourcing
Features:
Mobile, sensors, AI and machine learning
Companies as platforms
Disaggregation of work into activities
Talent on demand
1960s – 1990s
“Nikefication” and core competencies
Late 19th – early 20th century
“The assembly line”
2000s –
“Uberization”
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12. Robots and Artificial Intelligence are displacing certain types of work
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13. While new jobs and work are emerging
AI Ethics Evaluator
Robot Trainer
Virtual Culture Architect
Data,
Talent and AI Integrator
Cyber Ecosystem Designer
Source: CHREATE Consortium
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14. What percentage of children entering school today will end up in jobs that do not yet exist?
Answer:
65%
Source: Scott McLeod and Carl Fisch, quoted by World Economic Forum Future of Jobs Report, Davos, 2016
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15. Traditional employees Artificial Intelligence
There is a plurality of means for getting work done and the use of non-employee talent is rising
Traditional employees
Outsourcing
Artificial Intelligence
Robotics
Free agents
Talent platforms
Volunteers
Alliances
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16. CALL TO ACTION: work to be done, the skills needed, and how we match talent to work is continuing to change
The OLD…
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17. A whole eco-system for finding work, skills and talent exists outside of our companies
The NEW…
#Bot
Excel C#
Java
Cloud
Python
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18. THE OPPORTUNITY: Can we create this ecosystem inside our companies?
AT HOME
(LinkedIn, Glassdoor, etc.)
AT WORK
#Bot
Excel
C++
Java
Cloud
Python
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19. With all of this comes People Risk
The trends we’ve discussed impact talent productivity and quality… 1 2 3
Skill Shortages
Contingent Workforce
Alternative Work Arrangements 4
Workforce Wellness
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20. The future of work requires that we continue to modernize rewards
Who
Where/How
When
Digital skills, millennials, part-timers, contingent
Remote teams, virtual collaboration & AI
Always on
How do we compete for this talent?
What programs do they need and want?
How do we create consumer grade experiences?
How do we enable remote teams to be productive?
What programs do we need to support people in remote locations?
How do we manage “always on” stress and productivity?
How do we help the workforce balance work and life?
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21. Top Ten Total Rewards Themes
Strategies to drive engagement and reduce risk .
Align to
Worker Value Proposition
Expansion of digitization in total rewards delivery and experience
Pay for work vs. Role
More tailored total rewards with increased choice for workers
Renewed focus on financial wellness
Continued focus on wellness
Expansion of Voluntary Benefits
Measuring what matters with total rewards analytics
Rebirth of variable pay
Emphasis on work environment
To reduce talent risk: treat employees like consumers.
70% believe their organization should understand them to the same degree they are expected to understand external customers.
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22. Contact Information
Andrea Walsh, FSA
Texas Practice Leader, Talent Line of Business
811 Louisiana Street, Suite 2200
Houston, TX 77002
T E
Amy Futerfas
Senior Consultant – Talent & Rewards
500 North Akard Street, Suite 4100
Dallas, TX 75201 T E
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