Changing working world – diverse and different

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Three aspects on our (changing) working world I raised within a recent panel discussion:

1) A diverse & inclusive culture is a competitive advantage – Make diversity & inclusion part of your business strategy.

Diversity is broader than promoting women in leadership. It´s about a diverse & inclusive company culture.

  • Diversity is key. It fosters different perspectives, backgrounds and experiences. These are needed to tackle todays challenges, come up with different solutions and develop innovations.
  • Inclusion makes the difference. For all to feel part and be accepted irregardless of sex, religion, nationality.

At the WEF17 JustinTrudeau says:

Diversity is the engine of invention. It generates creativity that enriches the world.

diversity and inclusion are necessary but not sufficient for employee engagement – belonging is the missing part of the equation.

Research shows impact on company performance & profitability:

  • McKinsey’s research shows that gender-diverse companies are 15% more likely to outperform their peers.
  • Catalyst research shows that companies with more women on the board statistically outperform their peers.

According to Deloitte Study „Global Human Capital Trends 2016„:

The new VUCA world requires a new organization, CEOs and HR leaders are to focus on creating a shared culture, designing a work environment that engages people, and constructing a new model of leadership and career development. Executives are focusing on diversity and inclusion as a business strategy, and realizing that, without a strong learning culture, they will not succeed.

So, ultimately it’s about customer focus, innovation and employee engagement.

2) The meaning of career is changing – Anticipate a „portfolio career“.

Our VUCA world requires organisations to change their set up, ways of working as well as their company culture. Companies will (need to) move towards new, more agile ways of working and co-creation,

fostering an agile learning mindset and a new (generation of) leadership based on empowerment and trust. (acc. to Deloitte Study „Global Human Capital Trends 2016„)

Correspondingly, we will see shifts happening:

  • Changing career expectations (e.g. Gen Y with a different understanding of life, its purpose and individual development, wlb)
  • Changing career paths (e.g due to flatter organizations and new ways of working, less managerial/ new roles)
  • Changing working conditions (e.g. flex working models, temp contracts)
  • Changing labor market (e.g. global and more mobile, digital labor platforms)

To the extent that our (working) world is changing linearity of happenings are less and less likely. We will experience a lifetime employment with one single employer being an experience from former times; as well as the classical „functional“ chimney career.

Today, „portfolio career“ is the magic word. Roles will change and we very likely will take on different roles in different constellations over the course of our working life. This new type of career requires an open-mind, flexibility and life long learning.

3) The responsibility for (career) development is shifting – Be your own „talent manager“.

The nature of careers is changing. Companies used to invest heavily in employees with the intention of keeping them for longer and seeing them grow. Today, employers must provide development more quickly, move people more regularly, and give them tools to manage their career and development path.

Today’s job candidates must be able to collaborate, communicate and solve problems – („social and emotional learning“ key driver). (WEF)

In terms of personal competences this means e.g. couriositiy, initiative, peseverance, changeability.

Given the changing career possibilities, paths and expectations the responsibility for (career) development is shifting towads self responsibility:

                            „Design (and drive) your own development“ 

Become your own „talent manager„, every day, a life long: as a „prosumer“ co-creating your own path.

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