21st Century Skills p p The KPMG perspective Wouter Van Linden Corporate HR Director KPMG June 2012
Agenda Inleiding 21st Century Generation at KPMG 21st Century Skills at KPMG Conclusie
Hoe reist U van Antwerpen naar Parijs?
Wat gebruikt U om te schrijven?
Hoe verzendt U uw brieven vandaag?
Wat gebruikt U om met iemand te spreken?
Hoe werken we vandaag?
Snelheid van informatie en innovatie
Bent U klaar voor de werkrevolutie?
Bent U klaar voor de werkrevolutie (1)? Vijf krachten die de werkwereld zullen veranderen: Technologie (cloud internationaal teamwerk) Globalisering (BRIC: nieuwe talent pools) Demografie (generatiemanagement werk-leven) Maatschappelijke trends (creativiteit tevredenheid samenwerking) Energiebronnen/duurzaamheid (virtueel; tele-thuiswerken) Bron: The Shift Linda Gratton 2012 9
Bent U klaar voor de werkrevolutie (2)? Pessimistische kijk Fragmentering (doorlopende werktijd is er nog tijd om te excelleren?) Isolatie (nood aan netwerk) Uitsluiting ( nieuwe armen ) Optimistische kijk Samenwerken, samen creëren (hiërarchie performance management) Sociaal engagement, betrokkenheid, W/L evenwicht Micro-entrepreneurship, creativiteit Bron: The Shift Linda Gratton 2012 10
Bent U klaar voor de werkrevolutie (3)? Drievoudige shift 1. Van oppervlakkige generalist tot serial master 2. Van eenzame concurrent tot innovatieve samenwerker 3. Van gulzige consument tot gedreven producent Bron: The Shift Linda Gratton 2012 11
21 st Century Generation at KPMG
KPMG in België Diensten in Audit, Tax & Legal, Advisory and Accounting 950 medewerkers Gemiddelde leeftijd: net geen 30 67 % Generation Y Drie generaties onder één dak (Babyboomers, X en Y) Klaarstomen voor een volgende generatie (Z/M) Hoogopgeleide werknemers, die willen leren, ontwikkelen en groeien Crisis: eerst shock, maar dit zal de attitude niet veranderen Elk jaar 100/150 graduates/onervaren starters De kleinste van de Big 4, maar small is beautiful 13
Y/Z Generation: karakteristieken Traditionalisten Silent Generation (1925-1945) Babyboomers (1945-1965) Generatie X (1965-1980) Generatie Y - Digital natives (1980-1995) Scherm generatie Techno-freaks Multi-taskers Why -generatie Generatie Z (1995- ) Internet generation
Y/Z Generation: karakteristieken Hoog engagement en ambitie voor de eigen doelstellingen Geef me meer verantwoordelijkheid Laat me doen waar ik goed in ben Wie ben ik? Kan ik het? Vertrekken simpelweg als het werk hen niet aanstaat (survival rates) Willen leren (vooral over zichzelf) Milieu en sociaal-bewust I like green CSR Be patient with the ipod/earphones multitasking. It s the Millenials way of life, and they are much better team players then we ever were. (Marion E. Glick, senior vice-president Health Care Media Relations)
Y Generation: hun verwachtingen Ze willen alles : Vrijheid Werken: waar en wanneer ze zelf willen Genieten van werk en familiaal leven Nieuwe jobs uitproberen Geïndividualiseerd L&D, informeel overleg Teamwerk / Doelen bereiken met anderen Werk = plezier Let s make things happen, now! Ontdekken + innoveren Maar paradox: hoog-opgeleid, bereisd, cultureel en technologisch verbonden maar ze wonen nog bij hun ouders = KIPPERS! Bron: Grown Up Digital, D. Tapscott, 2009 16
Naar een nieuw organisatie model TYPE A People need to be directed Bureaucratic, formal Low trust Command and control Reward time Managers decide Follow precedent TYPE B People are self-motivated Casual, informal High trust Enable and empower Reward output Teams decide Be creative Bron: Future Work, P. Thomson, 2011 17
The challenge
Naar een nieuw management model 19
Naar een nieuw communicatiemodel
21 st Century Skills at KPMG Global Behavioural Capabilities
Leadership cross Source: http://www.blessingwhite.com/blessingwhite_engagement_model/blessingwhite_engagement_model.html
Evolving to a high performance coaching culture What our people need to demonstrate Beliefs KPMG Values Inputs What our people p demonstrate Outputs How we are seen by our clients Impact How this benefits KPMG Lead by example Work together Respect the individual id Seek the facts and provide insight Open and honest communication Global Behavioral Capabilities Market Knowledge Technical Capabilities Expert Global Mindset Forward-thinking Value-adding Passionate Sustained: Competitive advantage Market leadership Superior business results Increase margin Extend client portfolio Committed to our communities Above all, we act with integrity
Global Mindset Forward-thinking Value-adding Expert Passionate
Voorbeeld: Makes an Impact Fundamentals (Staff) Accomplished (Manager) Advanced (Leader) Leading self Adapts communication and influencing style to suit different situations, individuals or teams Sells their ideas by linking them to the values, needs and goals of their audience Deals confidently with challenges by responding with a rationale to support their argument Provides prompt and clear communication that addresses the needs of others Communicates in a clear, articulate and audible manner Produces clear, structured and concise written communication Uses appropriate methods of communication Leading people Actively listens to others in order to address their views/concerns Builds support for views and ideas Leading self Proactively gains commitment to move initiatives forward Develops an influencing plan tailored to different audiences/groups Negotiates effectively by emphasizing potential benefits of a suggested approach Provides persuasive and self-assured responses in a credible manner Deliver difficult messages confidently using clear and simple language Anticipates the view points of others, listens and addresses concerns Simplifies complex messages; highlights and summarizes key points Sets an open and constructive environment for negotiation Leading people Enthuses, motivates and generates commitment from others through style of communication Fosters a sense of self belief and confidence in others Leading self Builds confidence and gains acceptance of ideas and strategies by adapting communication style and content to different stakeholder groups Develops and maintains a credible and influential profile in their industry sector/specialism Is highly persuasive and credible in situations where strong opposition or potential conflict exists Demonstrates personal presence and commands respect Leading people Coaches and mentors others to impact effectively both internally and externally Communicates a compelling vision that motivates and inspires others Influences key stakeholders in the firm to change their thinking Negative indicators: Influence is based upon stating own position and does not account for the needs, views and opinions of others Tactless in their communication style Uses a single influencing style regardless of the audience Uses power and authority to persuade rather than trying to get people to buy in to ideas Responds defensively when ideas are challenged by others
GBCs in onze HR processen Sourcing & Selection Training PDP Global Behavioural Capabilities Coaching Development Performance
Performance Development at KPMG Performance Management Performance Development Predefined goals based on grade Goal setting based on matching talents with ambition Loosely aligned goals Alignment of individual goals to business objectives One-off annual process Continuous feedback Focus on systems compliance Manager s role as enforcer of standards Focus on quality of conversation Manager s role as development coach Forced distribution and Guided distribution and simple 5 complex 9-box rating Guided distribution and simple 5- point linear rating
Impact of feedback
Conclusie
21st Century Skills: Conclusie Bent U klaar voor de werkrevolutie? Generatiemanagement Visie, strategie, talent, ambitie Creëer een feed-back cultuur Laat werknemers bloeien 30
Presenter s contact details Wouter Van Linden Corporate HR 0032 (0)2-708 3669 wvanlinden@kpmg.com @woutervanlinden woutervanlinden The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 2012 KPMG Support Services ESV / GIE, a Belgian firm providing services to the local member firms of KPMG International, a Swiss cooperative. All rights reserved.