S P Jain School of Global Management HR Summit 2016

Future Skills:
Innovating Workplaces
& Workforce Transformation
S P Jain School of Global Management
HR Summit 2016
“ It’s difficult to overstate the powerful winds of change currently
sweeping through the world’s leading economies, as they witness the
possible death of centuries-long modes of business and attitudes being
suddenly swept aside by disruptive, digitally enabled companies,
platforms and tools. “
Source: Australian Financial Review, Wednesday 18th of May, 2016
“The pace of change is faster than at any time in human
history - 300 times that of the Industrial Revolution, with
significantly greater impacts. By 2025, nearly half of all
jobs won’t exist, or will have changed considerably
because of computerisation and automation. So far,
automation has affected blue-collar workers the most.
However, the coming wave of innovation threatens to
upend white-collar work as well. “
Source : Mr Lee White, CEO of Chartered
Accountants Australia and New Zealand.
Chartered Accountants research report “ Disruptive
Technologies, Risks and Opportunities”. May, 2016
Agenda for the Day
Research Presentation
9.30 AM – 10.00 AM
Keynote address
10.00 AM – 10.30 AM
Morning tea
10.30 AM – 10.45 AM
Panel 1 Discussion
10.45 AM – 11.15 AM
Panel 2 Discussion
11.15 AM – 12.15 PM
Concluding remarks
12.15 PM – 12.30 PM
Networking lunch and campus tour
12.30 PM – 1.30 PM
Industry Experts
Susie George
Radhika Achwal
Kylie Pearson
Juliana Crofts
Keynote Speaker
Panel Member
Panel Member
Panel Member
VP – People and Culture,
Hungry Jack’s Ltd
Senior Executive – Talent
Acquisition,
Cognizant
Senior Talent & Culture
Manager,
Accor Hotels
HCM Professional,
Extensive International
Experience with: Rolls Royce
and Barclays Capital
Research Presenter
Dr Susan Loomes
Head of Campus – S P Jain School of
Global Management Sydney Campus
Dr Susan Loomes has worked as a
senior leader for over 20 years, and is
currently the Head of Campus for the
S P Jain School of Global Management
Sydney Campus.
HR Summit Survey
Exploratory research of HR and Business Outlook
Dubai
Mumbai
Singapore
Sydney
Survey Demographics
Participant Profile
Others
4%
Dubai
28%
Mumbai
22%
Remuneration
2%
Talent
Management
2%
Others
16%
Head of HR
38%
HR Generalist
4%
Location
Singapore
22%
Sydney
24%
Location of
Participants
Learning and
Development
7%
Recruitment
and Selection
13%
Roles
HR Business
Partner
18%
HR Roles of
Participants
Survey Demographics
Participating Organisations
Information
Technology
15%
Other 27%
Industry
Sectors
Government
and Public
Sector 4%
Hospitality 4%
Consulting 5%
Pharmaceutical
/ Bio Tech 9%
Banking and
Financial
Services 14%
Retail / FMCG
11%
Manufacturing
and Supply
Chain 11%
Industry Sectors Represented
by Participating Organisations
< 100
26%
> 50,000
18%
No. of
employees
100 - 500
19%
10,000 50,000
12%
500 10,000
25%
Number of Employees of
Participating Organisations
Part I
General Outlook
2016 Business Outlook
Compared to 2015
General Economic Outlook
Slower
Moderate
5%
40%
All Industry Outlook
Stronger
Slower
10%
30%
40%
40%
Moderate
25%
Stronger
15%
5%
40%
75%
35%
50%
25%
80%
65%
55%
25%
Dubai
Singapore
15%
20%
Mumbai
Sydney
45%
35%
15%
10%
Dubai
Singapore
Mumbai
Sydney
2016 Organisation performance Forecast
Compared to 2015
Anticipated Business Performance
Decrease
80%
65%
No Change
Change in Number of Employees
Increase
Decrease
50%
75%
64%
60%
No Change
Increase
51%
35%
35%
45%
18%
5%
15%
30%
5%
5%
5%
Dubai
Singapore
Mumbai
Sydney
20%
18%
Dubai
30%
35%
5%
Singapore
19%
Mumbai
30%
Sydney
Top 5 organisational priorities for 2016
Overall
Ranking
Across
Regions
Key Priorities
Dubai
Singapore
Mumbai
Sydney
H
H
MH
H
MH
M
M
MH
H
M
MH
M
1
Promoting Business Growth
2
Managing Costs
3
Enhancing Employee Engagement and
Retention
4
Aligning Business and HR Strategy
MH
ML
H
ML
5
Attracting Talent for Key Positions
M
MH
ML
MH
Legends
(according to degree of importance)
High (H)
Moderately High (MH)
Moderate (M)
Moderately Low (ML)
Low (L)
Key challenges faced by hr
HR Challenge
Dubai
Singapore
Mumbai
Sydney
Managing Employee Expectations
H
H
MH
M
Aligning Business and HR Strategy
MH
M
H
MH
Developing Effective HR Programs
M
MH
L
ML
Upskilling HR Professionals for the Future
M
ML
M
L
Adopting New Technology
ML
L
H
H
Optimisation of Cost
M
MH
ML
M
Executive Sponsorship
L
L
ML
L
Legends
(according to degree of importance)
High (H)
Moderately High (MH)
Moderate (M)
Moderately Low (ML)
Low (L)
Projected Voluntary employee turnover
All staff and managerial
Higher than
2015
16%
Lower than
2015
17%
Lower
than 2015
25%
Higher
than 2015
23%
All staff
managerial
Same as 2015
67%
Same as
2015
52%
Projected Voluntary employee turnover
Per Region
Higher than 2015
14%
Dubai
Higher than 2015
17%
Lower than 2015
9%
Lower than 2015
8%
Same as 2015
52%
Higher than 2015
21%
Lower than 2015
34%
Singapore
Higher than 2015
4%
Lower than 2015
13%
Mumbai
Sydney
Same as 2015
74%
Same as 2015
83%
Same as 2015
71%
Part II
Transformation of Work
Transformation of Work
Key Trends
1
Adopting flexible, self-directed teams
to cater to changing business
Moving away from traditional
organisational structures
2
3
Increased automation and use
of technology
Transformation of Work
Areas for improvement
4
Focus on governance,
compliance and sustainability
Higher autonomy and
empowerment of employees
5
6
Balancing boundary between work
and personal time
Part III
Workplace transformation &
Optimisation
Workplace Transformation
Benefits Arising from Workplace Transformation
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Higher Teamwork
Greater
Improved
and Collaboration Transparency and
Employee
Communication Motivation and
Engagement
Digitisation of
Work
Sharing of
Optimisation of
Infrastructure / Infrastructure Cost
Resources
Effective
Utilisation of
Office Space
Improved
Employee Well
Being
Workplace Transformation
Challenges To Workplace Transformation
70%
60%
50%
40%
30%
20%
10%
0%
Integration of Multigenerational
Workforce
Privacy Concerns
Data Access and
Protection
Employee
Productivity
Social and Cultural Adherence to Code Training Employees
Sensitivity
of Conduct
for New
Technologies
Future skills map
Critical for the Future
3
2
1
4
Current Importance v. Critical for Future
0
1
2
3
Important Now
4
5
Gaps in future skills
1
Critical
2
3
4
Scarcity v. Criticality
0
1
2
3
Scarce
4
5
Workforce Transformation
Measures for Accelerating Workforce Transformation
Degree of Effectiveness
Dubai
Singapore
Mumbai
Sydney
Coaching and Mentoring
H
M
H
H
Customised Training Programs
M
H
M
M
Management Development Programs
H
M
M
H
Performance Feedback
H
M
M
M
Continuous Education
M
M
M
M
Online/Blended Learning
M
M
M
L
Business Simulations
M
L
M
M
Peer-to-peer Learning
H
L
M
M
International Assignments
M
M
L
L
Legends
(according to degree of
effectiveness)
High (H)
Moderate (M)
Low (L)
Employee Retention Levers
1
2
3
Innovative and Engaging Work
4
Competitive Remuneration Options
5
Leadership Development Programs
Work/Life Balance Programs
Meaningful Benefits and Incentives
Part IV
Future Skills, Skill Gaps, and the role of
Business Schools
The role of Business Schools
Addressing the Future Skills Gap
Very Little
10%
Skills Gap
To a Great Extent
29%
Somewhat
61%
The Extent to which Business
Schools Address the Skills Gap
The Business School Graduate
Desired Attributes
Graduate Attributes
Dubai
Singapore
Mumbai
Sydney
Managing Complexity
H
MH
H
H
Innovative Thinking
H
H
ML
M
Critical Thinking and Problem Solving
ML
MH
MH
MH
Effective Communication Skills
ML
L
L
MH
Leadership and Interpersonal Skills
ML
L
MH
M
Cultural Sensitivity and Diversity
MH
ML
L
L
Decision Making and Problem Solving
L
ML
ML
ML
Design Thinking
M
H
M
L
Dealing with Ambiguity
ML
M
MH
ML
Legends
(according to degree of desirability)
High (H)
Moderately High (MH)
Moderate (M)
Moderately Low (ML)
Low (L)
ANY QUESTIONS?