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Future of work by SD Worx
The document outlines a 4-step process for organizations to transition to a future of work model based on autonomy, strength-based work design, and collaboration. The steps include: 1) establishing a sense of urgency, 2) defining a future state with changes to culture, jobs, structures and time/place, 3) creating a project plan, and 4) embedding the changes in HR processes like development, staffing, performance and reward. The goal is for organizations to transition to a more flexible, team-oriented and self-directed way of working.
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Future of work by SD Worx
- 1. The Future ofWork Future-proof ways of managing, organising and collaborating dimanche 25 septembre 11
- 2. Is not only… dimanche 25 septembre 11
- 3. But surely is.. A complete new way of organising Starting with 3 core principles… dimanche 25 septembre 11
- 4. Autonomy by minimizing hierarchical structures and rules dimanche 25 septembre 11
- 5. Strength Based Workdesign Organising work matching individual strenghts and organisational objectives dimanche 25 septembre 11
- 6. Collaboration Amplifying collaboration by stimulating dialogue, interaction and knowledge sharing dimanche 25 septembre 11
- 7. Collaboration Strength Based Autonomy Workdesign Leadership 2.0 Crucial condition for the future of work dimanche 25 septembre 11
- 8. How to getstarted? dimanche 25 septembre 11
- 9. Who has tolead a future of work project? 0 % 17,5 % 35,0 % 52,5 % 70,0 % CEO 67 % HR 44 % IT 5% Facilities 2% dimanche 25 septembre 11
- 10. Step 1: Whydoing 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 dimanche 25 septembre 11
- 11. Step 1: Whydoing 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 dimanche 25 septembre 11
- 12. Step 2: Whereare we going? Future state Which parts of work organisation will change… Culture & leadership | How? Jobs & career | Wat? Structures & organisation | Whereby and with whom? Time & Place | When and where? dimanche 25 septembre 11
- 13. Step 2: Whereare 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 dimanche 25 septembre 11
- 14. Step 2: Whereare we going? Wat? 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 dimanche 25 septembre 11
- 15. Step 2: Whereare 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 dimanche 25 septembre 11
- 16. Step 2: Whereare 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 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 dimanche 25 septembre 11
- 23. Sense of urgency Future state Project plan Embedding Culture & Implementation Anchor the change Automony Leadership in development, Strength Based Jobs & Career staffing, Workdesign Structures & Performance, Collaboration Organisation Reward - processes = Leadership 2.0 time & Place dimanche 25 septembre 11
- 24. Mobility Increased quality of work Environment Society Stronger economy More labor participation Higher employability Longer careers … dimanche 25 septembre 11
- 25. [email protected] @annemiesalu [email protected] @fredericw dimanche 25 septembre 11