Digital transformation and workplace innovation
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Steven Dhondt – Coordinator H2020 Beyond4.0 Workplace Innovation in the Digital Age – EUWIN & Beyond4.0 Virtual Conference: 27th November 2020
![Starting point: a puzzling result from the European Company Survey
This project has received funding from the European Union’s Horizon 2020
research and innovation programme under grant agreement No 8222293.
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Digital transformation and workplace innovation
- 1. Digital transformation and workplace innovation Steven Dhondt – Coordinator H2020 Beyond4.0 Workplace Innovation in the Digital Age – EUWIN & Beyond4.0 Virtual Conference: 27th November 2020, 15.00-17.00 CET / 14.00 – 16.00 GMT This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 8222293. Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020
- 2. Starting point: a puzzling result from the European Company Survey This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 8222293. [1]
- 3. What comes first? Technology or the Organisation? Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020
- 4. Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 Beyond current thinking Technology Rationalisation Efficiency Job saving Unemployment Investing into the workplace Higher quality Higher skills More expensive workplaces Rethink the way we are thinking about technology, skills and organisation Understand our prejudices and what trusting relations between humans can bring [2] [3]
- 5. The future of work as a shifting future: we need to make choices Routine Non-routine Susceptible Non-susceptible Technology Skills Expanding possibilities Shifting demands Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 [4] [2]
- 6. Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 Human off Human off Autonomous technology as our enigma? Supported action Hands off Eyes off Mind off Information collection Information analysis Decision and action selection Action implement- tation [5] [6]
- 7. 21st century /T-shaped prejudices Technical Information management Communication Collaboration Creativity Critical thinking Problem solving Ethical awareness Cultural awareness Self-direction Lifelong learning Mind over matter The individual over the team Management over Employees ContextCore Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 [7] [8]
- 8. The reality is that the Future of Work is determined by the organisational contexts we work in Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020
- 9. ECS: the organisation as driving chances High investment, high involvement (HH) Selective investment, moderate involvement (SM) Moderate investment, irregular involvement (MI) Low investment, low involvement (LL) EU-level (% companies) 20% 33% 27% 21% work organisation - collaboration with other establishments - complex work and autonomy - collaboration and outsourcing - selective complexity and autonomy - outsourcing - ‘command and control’ - no collaboration or outsourcing - ‘command and control’ human resources management - fixed-term contracts are used slightly less often than average - high expectations staff perform over and above their job description, backed up with monetary and non-monetary incentives - comprehensive training and learning opportunities - comprehensive variable pay - more fixed-term contracts - part-time contracts - moderate expectations and investment - selective training and learning opportunities - selective variable pay - fixed-term less used - part-time less used - moderate expectations and investment + high expectations, low investment - limited training and learning opportunities - comprehensive variable pay - fixed-term contracts average - part-time contracts - low expectations and investment + high expectations, low investment - limited training and learning opportunities - no variable pay employee voice - regular, high influence for direct involvement - official structure for employee representation - employer and the employees are more likely to both be organized - irregular, moderate influence type of direct participation - meeting-oriented, limited influence - employer organisation without having an employee representation structure - irregular, moderate influence of employees - official structure for employee representation, and employees are organised - few tools, little influence - official structure for employee representation Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 [1]
- 10. Understanding High investment, high involvement as Workplace Innovation 21st Century skills? 0.5 0.5 -0.5 -0.5 Workplacewell-being Establishment performance High skills? High skilling (fig85: Workplace well-being and establishment performance, by establishment group (z-scores) – ECS2019 [1] Technical Information management Communication Collaboration Creativity Critical thinking Problem solving Ethical awareness Cultural awareness Self-direction Lifelong learning
- 11. Understanding High investment, high involvement as Workplace Innovation Employee voice 0.5 0.5 -0.5 -0.5 Workplacewell-being Establishment performance Participation … not as a result … but as a precondition (fig85: Workplace well-being and establishment performance, by establishment group (z-scores) – ECS2019 [1]
- 12. The virtuous circles of WPI High Skilling Voice and participation Technology mastery Virtuous progress Tackling the shifting horizon Transformation Implementation Perseverance Information collection Information analysis Decision and action selection Action implementation New challenges ImpactsDrivers WORKPLACE INNOVATION Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 [9] [10]
- 13. Future research agenda • What can help the WPI-model spread even further? • Perception, Inspiration, Motivation, Implementation [11] • Policy support and programmatic support [12] • Calculating the societal benefits • What educational support for the WPI-model? • The discussion on learning communities and skills ecosystems [13] • Closing the inequality gaps • Do we know if the WPI-model is causing new inequalities? [3] Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020
- 14. Thank you! Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 8222293.
- 15. Digital and workplace innovation: emerging trends in research - Beyond4.0/EUWIN workshop 2020 For further reading [1] Eurofound and Cedefop (2020), European Company Survey 2019: Workplace practices unlocking employee potential, European Company Survey 2019 series, Publications Office of the European Union, Luxembourg. [2] Frey, C.B., and Osborne, M.A. (2017). ”The future of employment: How susceptible are jobs to computerisation? Technological Forecasting and Social Change 114, issue C, 254-280 [3] Osterman, P. (2018). In search of the high road: Meaning and evidence. ILR Review, 71(1), 3–34.[4] Autor, D., Dorn, D., 2013. The growth of low skill service jobs and the polarization of the US labor market, Am. Econ. Rev. 103 (5). 1553–1597. [5] SAE J3016™ Levels of Driving Automation. (SAE International Releases Updated Visual Chart for Its “Levels of Driving Automation” Standard for Self-Driving Vehicles) [6] SESAR JU. (2020) European ATM Master Plan. Executive view. SESAR: Brussels. [7] Van Laar, E., Van Deursen, A. J. A. M., Van Dijk, J. A. G. M., & De Haan, J. (2017). The relation between 21st-century skills and digital skills: A systematic literature review. Computers in Human Behavior, 72, 577–588. https://doi.org/10.1016/j.chb.2017.03.010. [8] EMPIRICA/PwC/ISSIP (2020). Skills for Industry. Fostering New Services and Jobs Creation. Interim Report. European Commission: Brussels [9] Putnik K., Oeij P., Dhondt S., Van der Torre W., & De Vroome E. (2019). “Innovation adoption of employees in logistics: Individual and organizational factors related to the actual use of innovation”. International Journal of Technology Transfer and Commercialisation, 16(3), 251-267. [10] Koopmans, L., Zoomer, T. (2020). 20 jaar Kroon op het Werk. Leiden: TNO. [11] Gibbons R and Henderson R (2013) What do managers do? Exploring persistent performance differences among seemingly similar enterprises. In: Gibbons R and Roberts J (eds) The handbook of organizational economics. Princeton, NJ: Princeton University Press, pp. 680–731. [12] Rodrik, D. & Sabel, C.F. (2019). Building a good jobs economy. Cambridge, MA/New York: Harvard Kennedy School/Columbia Law School. https://drodrik.scholar.harvard.edu/files/dani-rodrik/files/building_a_good_jobs_economy_november_2019.pdf. [13] Anderson, P., Warhurst, C. (2012). Lost in translation? Skill policy and the shift to skills ecosystems. In: Nash, D. & Dolphin, T. (eds.). Complex New World: Translating New Economic Thinking into Public Policy . p109-120. (New Era Economics)