Steve BoeseStructure 2011

May 23, 2011

Understanding and Leveraging the Hybrid Workforce for

Organizational Success

Agenda1. Introduction

2. Data is our friend 3. This means something

4. Strategery5. Recommendations

6. Big Finish7. Can we still be friends?

Steve BoeseHR Technology GuyHost of the HR Happy Hour ShowWriter on Fistful of TalentHRevolution Organizer Barbecue Enthusiast

Contingent workers are persons who do not expect their jobs to last or who reported that their jobs are temporary. They do not have an implicit or explicit contract for ongoing employment.

What are we talking about?

Source – BLS.gov

Talking ‘bout my generationBoomers 1946 - 1964 Strong economyWork, work, workLeaders and rebelsBreakthrough technology - Television

Talking ‘bout my generationGen ‘X’ 1965 - 1980 Institutions under assaultWatched parents struggle (layoffs, inflation, gas

shortages)

Cynical and wary of commitmentBreakthrough technology – Video Games

Talking ‘bout my generationGen ‘Y’ 1981 - 2000 Over-scheduled and programmedStrong economy (until the dot-com crash)

Connected and immersed onlineBreakthrough technology -World Wide Web

Talking ‘bout my generationGen ‘Z’ or Gen ‘I’ 2001 - Present

Internet in every part of lifePost 9/11 view of the worldBorderless, virtual, and real-timeBreakthrough technology – Social Web

TrendsGrowth coming from

outside USAIncreasing purchasing

power in India and ChinaHard to fill technical roles

Best talent availabletheory

Countries by real GDP growth rate

Where is everyone?Selected Data from Fortune ‘100 Best

Companies to Work For list’

#1 – SAS US Employees 5,600Outside US 5,200

#20 – Cisco US Employees 36,000Outside US 24,000

#33 – Qualcomm US Employees 12,500Outside US 3,800

Does your office look like this?

Or something like this?

So what does this mean?Period of rapid and unprecedented change in

organizations, societies, and stakeholders relationships with institutions

Organizations and societies that can recognize, adapt, and exploit these new connected, virtual, fluid, and dynamic ways of working will survive and thrive

Where is that Idea?

Strategery (aka what can we do)

Old ‘Build vs. Buy’ argumentBuild

• You are very certain of workforcecapability needs beyond an 18-month horizon• Have accurate and evolved

planning/forecasting processes• High functioning talent development process• Hi-pos, future leaders identified• Commitment and engagement of key staff that

‘see’ there future with you• Likely to be cheaper in the medium/long run

Buy

• Less certainty of workforce capability needs beyond an 18-month horizon

• Talent needed for shorter timeframes and targeted projects that may not have repeatable utility

• Less capability in the in-house talent development processes

• Career paths and long-term career opportunities not clear

• Uncertainty in environment – market, industry, leadership

• Likely to be more expensive in the short run, less risky long run

Old ‘Build vs. Buy’ argument

I’ll take ‘Generations at Work’ for $200

A. Ignore it – we all have a job to do and that is that

B. Accept it – understand how it can be leveraged or employee and organizational benefit

I’ll Choose ‘B’ Alex

Understand motivations

ConnectednessSustainabilityCommunityFeedbackInclusionFluidiity

I’ll Choose ‘B’ Alex

Leverage these drivers

Internal networksCare for environmentBigger picture goalsDon’t ignore themDon’t underestimate themDon’t try to control them

You likely don’t have a choice, eventually the Boomers in charge will retire.

Or die.

Sorry to be so blunt.

Some recommendations

100% guaranteed to work 60% of the time

your mileage may vary

How can you make sure this dynamic, vibrant, much more difficult to manage hybrid workforce be aligned and led to

make sure you stay on track to meet your objectives?

Tools - just like it is imperative to know who, where, when, what on your

full-time staff, you need that same levelof insight into your non-traditional

and contingent staff.

Processes - manage contingent staff. Don’t let them become ‘someone else’s

problem’. And while they may seem more expendable than perm staff,

turnover has costs, even contingent turnover.

So the assessment, onboarding and performance

management processes still matter

Culture

Don’t look at cultural differences as obstacles, but

more as opportunities to grow and develop individuals and the

organizational capability.

Reverse mentoring

Appreciation and concern for broader objectives:

•Environment•Corporate citizenship•Local and global community

Value is in feeding the network, however that is defined - friends, community, natural resources.

Gen Y and Milennials move in this space back and forth all day and night.

Opportunity - not necessarily to take over, but to have that shared interest and commitment that comes from shared contribution to decisions and understanding

Globally connected, real-time worldManagement models have to changeYou thought your parents were out of touch

tooThe next great idea isn’t yoursValue in the networks, contingents, partners,

communities

So, what did we learn?

So, what did we learn?You can’t keep a secretValue is everywhere, not only ‘your way’The kids are alright It’s ok to play FarmvilleDifferent doesn’t mean scaryDon’t hate the change, it hurts less than

irrelevancy

&

Steve Boese - @SteveBoesesteveboese@gmail.comwww.steveboese.squarespace.comwww.hrhappyhour.netwww.FistfulofTalent.comwww.linkedin.com/in/steveboese

Can we still be friends…