1. Technology & Talent: Towards A New Paradigm John Cooksey General Manager, HR & Employment Services

2.  Impact of the Global Financial Crisis  Changing Nature of Work  Influence of Web 2.0  A New Paradigm  A Vision for the Workforce  Where to Next? Technology & Talent: Towards A New Paradigm OVERVIEW

3. Workforce Strategies In a Global Financial Crisis John Cooksey (GM HR Consulting) | Drake International IMPACT OF THE GLOBAL FINANCIAL CRISIS  Voluntary turnover up to 50% above normal following the change  50% of companies that downsized then hired replacements  Large movement toward use of part-time or contingent workforce  Current economic situation to feature a jobless recovery Technology & Talent: Towards A New Paradigm

4. IMPACT OF THE GLOBAL FINANCIAL CRISIS Technology & Talent: Towards A New Paradigm

5. CHALLENGES FOR ORGANISATIONS  To be more strategic and provide deeper insights  Maximise workforce flexibility to minimise risk  Maximise commitment/performance of workforce  Resilience is a differentiator  Required to be nimble and responsive in any economy  How will individuals, leaders and organisations contribute? Technology & Talent: Towards A New Paradigm

6. WORKFORCE STRATEGY – MORE QUESTIONS THAN ANSWERS 1.An asset to be developed or a cost to be minimised? 2.Is there a consistent way of categorising or segmenting your workforce? 3. Should you ‘make’ (i.e. develop people in-house) or ‘buy’ (outsource or acquire skills ready made from the market)? 4. Do you really know which are the critical roles in your organisation? 5. Does a ‘one size fit all’ approach apply to your people management, HR policies & practices? 6. Are valid and reliable people measures and reporting in place? 7. Are business and workforce strategies aligned? Technology & Talent: Towards A New Paradigm

8. Changing Nature of Work  Peter Drucker several decades ago was the first to identify productivity of knowledge workers as a significant management challenge  Since that time jobs which require transactions such as exchanging information, products and services have come to dominate economic activity in developed countries Technology & Talent: Towards A New Paradigm  In Thinking for a Living Tom Davenport states knowledge works “have high degrees of expertise, education, or experience and the primary purpose of their jobs involves the creation, distribution, or application of knowledge.”  Consulting firm Mercer defines knowledge workers in terms of both the breadth of their knowledge and the degree of innovation required of them

9. The Long Term Technology & Talent: Towards A New Paradigm  Bureau of Labour Statistics (USA) projection to 2016, confirms a long term shift from goods-producing to service-producing employment  Sectors predicted to grow include education and health services; professional and business services; leisure and hospitality; transportation and utilities; finance; government and information  Almost three quarters of job growth will come from three occupations: computer and mathematics occupations healthcare practitioners and technical occupations education, training and library occupations

10. Where are the Biggest Gaps Currently? Technology & Talent: Towards A New Paradigm  According to a 2009 skills gaps poll by American Society of Training & Development, organisations have experienced skills gaps in: leadership and executive professional or industry specific managerial or supervisory communications technical, IT and systems sales and stakeholder engagement process and project management

11.  Longitudinal studies of job advertisements have found that traditional roles were becoming less frequent  Most highly ranked characteristics were broader information management skills including: Technology & Talent: Towards A New Paradigm understanding the interplay between information and business needs user analysis for digital media information design, including classification applying legislation and governance requirements  Three generations in the workforce born between 1946 and 1997, with a fourth to start their careers in a few years. The majority born after the launch of the internet in 1962 and strong exposure to computers and digital media. Influence of “Web 2.0”

12. A NEW PARADIGM Knowledge Manager Digital Marketing Content Manager Portal Manager Information Architect Technology & Talent: Towards A New Paradigm Business Analyst Client Services Manager

13. A VISION FOR THE WORKFORCE Can They Do The Job? Will They Do The Job? Will They Fit Your Team/Organisation? Technology & Talent: Towards A New Paradigm

14.  Short term fixes are not enough to drive growth and innovation  Critical challenge is to address skills gaps in ways that improve organisational effectiveness and contribute to long term success Technology & Talent: Towards A New Paradigm  Ensuring a highly skilled workforce takes a commitment from many players: A Vision for the Workforce leaders in the public and private sectors education community workforce learning and development professionals  Additional skills needed for sustained high performance in knowledge economy: Adaptability Innovative thinking and action Personal responsibility for learning

15. Where to next for organisations and HR…. Ensure organisational alignment & effectiveness Enhance employee engagement Upgrade staff skills Build the employer brand towards employer of choice Establish appropriate workforce plans to cope with potential skills shortages Technology & Talent: Towards A New Paradigm