The Impact Of Work Force Agility On Business
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The document discusses the Computer Society South Africa's Lifelong Learning Programme (LLP) which aims to attract, encourage, and retain members through continuous education. The LLP elements include seminars, workshops, conferences, certification, degrees, and professional education. Members benefit from participating in the LLP and South Africa benefits from developing a computer literate population. The LLP is sponsored by organizations and supported to promote the IT professional.
The Impact Of Work Force Agility On Business
- 1. Computer Society South Africa Lifelong Learning Programme (LLL)
- 2. CSSA Strategy: • Attract more members • Encourage young members •Retain members by increasing member value
- 3. CSSA Approach: • Keep it simple • Utilise existing procedures • Utilise existing infrastructure
- 4. L L L Elements • Seminars • Workshops • Conferences • Certification • Degrees • Professional Education
- 5. L L L Elements ELEMENT MEMBER BENEFIT • Seminars Y • Workshops Y • Conferences Y • Certification ? • Degrees Y • Professional Education Y
- 6. L L L Benefits • CSSA members benefit • South Africa benefits through the creation of a computer competent population.
- 7. This serves to confirm that THABO ATKINSON Member No: A12345 ID No: 123456 7890 123 has participated in the CSSA Lifelong Learning Programme as listed below Date Event/Qualifications Credits 2003-12-20 BSc Computer Science University of Cape Town 360,0 2005-07-13 IFIP World Conference on Computers in Education 1,5 2005-07-13 Organising World Conference on Computers in Education 10,0 2008-02-31 International Computer Driving Licence 60,00 Signed:______________________ ___________________ _________________ Executive Director: CSSA LLL Administrator Date The CSSA LLL Programme is sponsored by ___________________________________ and supported by ________________________________________________________
- 8. Web site: www.cssa.org.zaPromoting the IT Professional This serves to confirm that THABO ATKINSON Member No: A12345 ID No: 123456 7890 123 has participated in the CSSA Lifelong Learning Programme as listed below Date Event/Qualifications Credits 2003-12-20 BSc Computer Science University of Cape Town 360,0 2005-07-13 IFIP World Conference on Computers in Education 1,5 2005-07-13 Organising World Conference on Computers in Education 10,0 2008-02-31 International Computer Driving Licence 60,00 Signed:______________________ ___________________ _________________ Executive Director: CSSA President: CSSA LLL Administrator The CSSA LLL Programme is sponsored by ___________________________________ and supported by ________________________________________________________
- 9. CSSA FEEDBACK FORM Date: ________________ Name: ____________________ Surname: ___________________CSSA No: __________ E-mail Address: _____________________ Employer: _____________________________ Seminar/Conference: _______________________________________________________ RATINGS: Venue Name: Location The Best Excellent Good Average Weak Bad The Worst Quality The Best Excellent Good Average Weak Bad The Worst Speaker Name: _____________________ Topic: ________________________________ Presentation The Best Excellent Good Average Weak Bad The Worst Content The Best Excellent Good Average Weak Bad The Worst I would like talks on: _______________________________________________________ I would like some more information on the Computer Society _______________________ General Comments: ……………………………………………………………………………….. …………………………………………………………………………………………………………
- 10. PRESENTER DATABASE: • Peer Review • Invite the best again • Give credits for organising and presenting.
- 11. Any questions?
- 13. The Impact of Work Force Agility on Business Performance Moira de Roche General Manager Laragh Skills
- 14. But really ….. .. The presentation is more about what it is and how to achieve it!
- 15. 153,000 hits on Google “Workforce Agility: The New Employee Strategy for the Knowledge Economy”. (wikipedia) Ask why not or what if, not yes but!
- 16. People used to work according to the rising and setting of the sun. Reminder
- 17. If a man time-traveled from 1900 to 1950 What would have changed?
- 19. 1950 Social world would still be the same as in 1900 • Same divisions of labour • Same work day • He would wear a suit and tie to work • Few women in the workplace • Marry young
- 20. And if he traveled from 1950 to 2000 …. What would have changed?
- 21. Today …. • Physical landscape not changed much • Still drive his car to work • More “appliances” – Computers – CD Roms, DVD’s – ATM’s – Cellphones – Use of “gadgets” quickly make them commonplace • But he might be disappointed – Why can’t I go to the moon for my holiday? – Where are all the robots?
- 22. Social changes will have the biggest impact … • New dress code • New schedule • New rules • New social networking
- 23. Time travel Conclusion • First time traveler (1900 – 1950) had to adjust to drastic technological changes • Second traveler (1950 – 2000) – deeper, more pervasive change
- 24. The deep and enduring changes of our age are not technological but social and cultural. They are thus harder to see, for they result from the gradual accumulation of small, incremental changes in our day- to-day lives. These changes have been building for decades and are only now coming to the fore. Ponder on this….
- 25. Romanticizing the future • Manage careers as virtual “free agents” – Free from bureaucratic incompetence – Away from the inanities of office life • Come together in online communities • Shop on-line • Give up long commutes in favour of working from wherever you happen to be
- 26. The reality is …. • Working harder than ever before • Destroying human connections • Losing the strong sense of community • We pack every moment full of activities & experiences
- 27. “The workplace is evolving into an increasingly stressful and dehumanizing “white-collar sweatshop” in Jill Fraser’s view, beset by long hours and chronic overwork “ “White-Collar Sweatshop: The Deterioration of Work and Its Rewards in Corporate America “ A matter of some concern
- 28. Time then and now
- 29. Challenges facing business today • Reducing fixed operating costs – Reduce office costs • Confronting the coming talent shortage – Improve work conditions – Reduce stress on workers by using technology to create virtual offices • Institutionalizing innovation – Rise of the “Creative class” – Do you punish failure?
- 30. What is Work Force Agility? • Common goal, with ambiguous meaning • Common thread – the accelerating speed of change • “Work is not a place you go to, it is something you do”
- 31. A definition • An agile business “can move quickly, decisively and effectively in anticipating, initiating and taking advantage of change”.
- 32. Qualities of agile companies • Continual focus on profitability and revenue growth • Understanding central priorities • Sustained commitment to communication that starts from the top • Acquiring & filtering pertinent information from and to key constituents, rapidly • Testing assumptions & frequently measuring results • Having a performance culture • Enabling shared decision making • Adapting rapidly to change
- 33. The role of technology • Core asset or primary obstacle to change? • Becomes more complex over time • Business demanding greater outputs • Service Oriented Architecture can increase business flexibility • Enterprise technology often too rigid
- 34. IT must reinvent itself • Become an enabler for high performers – Enabling workplace • Unstructured, exploratory, creative, collaborative, learning • Let go of the notion that it must manage all IT – Share with other business users
- 35. Some challenges • Fundamental resistance to change: Communication and change management • Managing the programs on an extended scale: Organizational structure and review • Impact of the Programs on day-to-day operations: Accountability and training • Leadership agility – Employees follow leaders actions, not their words
- 36. What I learned from frogs in Texas by Jim Carroll From my perspective, too many people and organizations have lost their momentum; they’re stuck in a rut, spinning their wheels. They are ill-equipped to cope with change, and don’t have the mindset to fuel future innovation.”
- 37. Ask managers, What are your biggest fears? • They would never come into the office—I would never see them again. • They wouldn’t do any work Teamwork would suffer— employees wouldn’t talk to each other. • Corporate culture would get lost; there wouldn’t be any shared values. • I wouldn’t be able to give employees direction or monitor their progress • Clients would think we were unprofessional. • I’d have to spend a lot of money to equip my employees to work from somewhere else.
- 38. Redefining Corporate culture in the Virtual Workplace • 8 principles – Initiative – Trust – Joy – Individuality – Equality – Dialogue – Connectivity – Workplace options • All exist – just have to uncover and nurture
- 39. Leadership Agility The Master Competency
- 40. Leadership Agility • Directly analogous to organizational agility • Ability to take wise and effective action amid complex, rapidly changing conditions. • Fortune 500 Senior executives in companies identified “agility” as a leadership competency “most needed” for future success The ‘hire, fire and welfare’ emphasis needs to switch to a focus on performance
- 41. Training for Agility • Ensure that employees have skills & information they need – Weave learning into how they work naturally – Learning becomes an enable of the corporate mission • Cross-training – Learn new skills – Flexible deployment – Ready to adapt to change quickly • Training must be on-demand
- 42. "Most education and training services have not moved into the 21st century. To do so would mean that everyone could get all their training and skills fully tailored to their needs and personal learning style." “21st Century Skills urgently needed”, Training Zone newsletter, 23 Apr 2008
- 43. Accenture - results of creating agile workplace
- 44. Some evidence When people have the mobility and connectivity to work from remote locations (whether that is a client site, hotel, or home), individual and organizational performance improves. From “Work Naked: Eight Essential Principles for Peak Performance in the Virtual Workplace” by Cynthia C. Froggatt
- 45. Case Study 1 • Marshall Simmonds – search engine specialist • Lives in Oregon, recruited by Company in New York • Wanted job, reluctant to give up outdoors life style • Benefits: – Marshall – does work he loves and keeps his healthy lifestyle – Company – has access to his talents, and does not have to relocate him
- 46. Case Study 2 • Cynthia Doyle, Head of HR for a large New York bank • Husband transferred to Boston • Telecommutes when necessary • Benefits – Bank keeps employee of 10 years standing – Cynthia keeps a job she loves, and has time to spend with her family
- 47. Making the change • Assess business requirements, capabilities, and audit processes. • Define a workplace strategy, complete with a vision of its business value and impact. • Make specific tactical and operational recommendations for change. – Speak to all players, especially workers • Implement a staged plan of action. • Evaluate outcomes and make additional changes as needed. • Create a “Built to Change” organization • Move from HR Management to HE Management Everything should be made as simple as possible, but not simpler. Albert Einstein
- 48. Conclusions • Technology is an enabler – Instead of office space, give your workers technology • Laptop computers • Wireless broadband • Encourage collaboration – Availability of contextual information will be critical • On demand learning • Encourage Social networking • A Flat World Demands Collaboration & Cooperation
- 49. Thank you
- 50. Bibliography • White Papers – “The Impact of Work Force Agility on Business Performance” and “Cross Training for Workforce agility”, by John Ambrose • Corporate Agility: A Revolutionary New Model for Competing in a Flat World, by Charles E. Grantham, James P. Ware and Cory Williamson • The Rise of the Project Workforce: Managing People and Projects in a Flat World by Rudolph Melnik • Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change by William B. Joiner and Stephen A. Josephs • The Rise of the Creative Class: And How It’s Transforming Work, Leisure, Community and Everyday Life by Richard Florida • Increasing profit through Workforce agility – www.smart-workforce.com • Work Naked: Eight Essential Principles for Peak Performance in the Virtual Workplace by Cynthia C Froggatt • Future Business – The game has changed by Guy Krige et al
Editor's Notes
- #4: This is ThinkQuest. Rich schools an unfair advantage?
- #41: Initiative: To encourage this we need to shed the layers of fear of change, the status quo, and “But we’ve always done it this way; why change now?” Trust: To achieve this we need to shed the layers of outdated performance measures and satisfactorily answer the questions, “How will I know they are working?” and “How will I know I am being productive?” Joy: To promote this we need to shed the layers of workaholism and images of work as stressful drudgery; we need to reinforce the philosophy that relaxed, healthy workers who enjoy their work and personal life provide better client service and are more productive. Individuality: To emphasize this we need to shed the layers of fixed work hours, conformity, and one-routine-fits-all thinking, and then help employees understand their individual contribution and discover which workstyles suit them best. Equality: To build this we need to shed the layers of corporate trappings and status symbols that reinforce old hierarchies, encourage territoriality, and waste corporate resources. Dialogue: To encourage this we need to shed the layers of office politics and idea hoarding in favor of open communication and knowledge sharing. Connectivity: To generate this we need to shed reliance on face-to-face interaction and educate employees about how to use current technology to support relationships appropriately and develop a new sense of community. Workplace Options: To develop these we need to shed the layers of long commutes, cubicle-land, and the limiting home office versus corporate office choice; then think creatively about how to reuse and redesign existing places.