9. Who has to lead a future of work project?
CEO
67 %
HR
44 %
IT 5%
Facilities 2%
10. Step 1: Why doing it now? Sense of urgency
Why is Future of work essential for your organisation
What does it mean for the organisation?
What does it mean for your employees?
What does it mean for the clients?
What does it mean for society?
Connect with vision-mission and strategy of your organisation!
Look for sponsors and believers
11. Step 1: Why doing it now? Sense of urgency
Why is Future of work essential for your organisation
What does it mean for the organisation?
What does it mean for your employees?
What does it mean for the clients?
What does it mean for society?
Connect with vision-mission and strategy of your organisation!
Look for sponsors and believers
12. Step 2: Where are we going? Future state
Which parts of work organisation will change…
Culture & leadership | How?
Jobs & career | What?
Structures & organisation | Whereby and with whom?
Time & Place | When and where?
13. Step 2: Where are we going? How? Future state
Culture & leadership
New attitudes and competences for employees and leaders
Open leadership: authenticity
Leader is talentmanager, social architect, facilitator, coach
Create a culture of trust
Define clear goals and objectives
Continuous dialogue
Stop controlling start interacting
14. Step 2: Where are we going? What? Future state
Jobs & career
From job-descriptions to roles
Personal branding
Market place with individual talent and tasks and projects
Temporary roles in projects
Transitional career
15. Step 2: Where are we going? Future state
Whereby & With Whom?
Structures & organisation
More autonomy in the teams
Minimal structure and rules
Agility embedded in organisational structure
Communities
Project-structure
16. Step 2: Where are we going? Future state
When & Where?
Time & Place
Teleworking
Co-working-places
Knowledge-sharing-platforms
Open access to information
New labor-contracts
Project-deals based on results
Social media
17. Step 3: Implementation Project plan
Create buy-in at C-level
From our survey:
Make a business case Most important obstacles:
1.Legal constraints
Create a interdisciplinary project-team 2.Continuity in service to clients
3.Leadership-culture
Communication-plan
Integrated approach instead of ad hoc initiaitves
18. Embedding
Step 4: Anchor the change
in the culture of the organisation
in the business processes
in the HR processes
Development
Staffing
Performance
Reward
19. Embedding
Step 4: Anchor the change
By embedding it in the HR processes
Development
- Organise sharing of knowledge (virtual & face-to-face)
- Encourage jobcrafting, jobrotation and project-working
- Stimulate initiatives for self-development
- Make people work outside the organisation and value the experience
20. Embedding
Step 4: Anchor the change
By embedding it in the HR processes
Staffing
- The new way of working is part of your employer brand
- Make individual deals on working conditions and careers
- Recruit future competences
- Encourage people to expose their talents
21. Embedding
Step 4: Anchor the change
By embedding it in the HR processes
Performance
- Set clear goals and objectives
- Short feedback-loops, feedback in real-time, online dashboards
- Strength based performance appraisal
- Feedback by more then one person
- Combine individual and team-performance
22. Embedding
Step 4: Anchor the change
By embedding it in the HR processes
Reward
- Reward individual performance in teams and projects
- Reward team-performance
- Reward employability
23. Sense of urgency Future state Project plan Embedding
* Automony * Culture & Leadership * Change approach Anchor the change in
* Strength Based * Jobs & Career * Business Case HR processes
Workdesign * Structures & * Communication * Development,
* Collaboration Organisation * Staffing,
= Leadership 2.0 * Time & Place * Performance,
* Reward
24. Mobility
Increased quality of work
Environment
Society Stronger economy
Enhanced labor participation
Higher employability
Longer careers
…
