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)
B Bron: ‘The ‘Th Shift’ – Linda Li d Gratton G tt 2012
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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 p kijk j • Samenwerken, samen creëren (hiërarchie – performance management) • Sociaal engagement, betrokkenheid, W/L evenwicht • Micro-entrepreneurship, creativiteit B Bron: ‘The ‘Th Shift’ – Linda Li d Gratton G tt 2012
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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
B Bron: ‘The ‘Th Shift’ – Linda Li d Gratton G tt 2012
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21st 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, (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 generation” Generatie Z ((1995-…)) – “Internet g
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 p g als het werk hen niet aanstaat ((survival rates)) Willen leren (vooral over zichzelf) Milieu en sociaal-bewust sociaal bewust “I like green” CSR
“Be patient with the iPod/earphones multitasking. It’s It s the Millenials 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 M Maar paradox: d 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
TYPE B
People need to be directed
People are self-motivated
Bureaucratic, formal
Casual, informal
Low trust
High trust
Command and control
Enable and empower
Reward time
Reward output
Managers decide
Teams decide
Follow precedent
Be creative
Bron: ‘Future Work’, P. Thomson, 2011 17
The challenge
Naar een nieuw management model
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Naar een nieuw communicatiemodel
21st Century Cent r 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
Inputs
Outputs
Impact
KPMG Values
What our p people p demonstrate
How we are seen by y our clients
How this benefits KPMG
• Lead by example
• Global Behavioral Capabilities
• Expert
Sustained:
• Global Mindset
• Competitive advantage
• Forward-thinking F d thi ki
• Market M k t lleadership d hi
• Value-adding
Superior business results
• Passionate
• Increase margin
• Work together • Respect R t th the iindividual di id l • Seek the facts and provide insight • Open and honest communication • Committed to our communities • Above all, we act with integrity
• Market Knowledge • Technical Capabilities
• Extend client portfolio
Global Mindset g Forward-thinking Value-adding Expert Passionate
Voorbeeld: Makes an Impact Fundamentals (Staff)
Accomplished (Manager)
Advanced (Leader)
Leading self
Leading self
Leading self
Adapts communication and influencing style to suit different situations, individuals or teams
Proactively gains commitment to move initiatives forward Develops an influencing plan tailored to different audiences/groups di /
Builds confidence and gains acceptance of ideas and strategies by adapting communication style and content to different stakeholder groups
Negotiates effectively by emphasizing potential benefits of a suggested approach
Develops and maintains a credible and influential profile in their industry sector/specialism
Provides persuasive and self-assured responses in a credible manner
Is highly persuasive and credible in situations where strong opposition or potential conflict exists
Deliver difficult messages confidently using clear and simple language
Demonstrates personal presence and commands respect
Communicates in a clear clear, articulate and audible manner Produces clear, structured and concise written communication
Anticipates the view points of others, listens and addresses concerns
Coaches and mentors others to impact effectively both internally and externally
Uses appropriate methods of communication
Simplifies complex messages; highlights and summarizes key points
Communicates a compelling vision that motivates and inspires others
Actively listens to others in order to address their views/concerns
Sets an open and constructive environment for negotiation
Influences key stakeholders in the firm to change their thinking
Builds support for views and ideas
Enthuses, motivates and generates commitment from others through style of communication
Sells S ll th their i id ideas b by lilinking ki th them tto th the values, l needs d and d 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
Leading people
Leading people
Fosters a sense of self belief and confidence in others Negative indicators: Influence is based upon p stating g own p position and does not account for the needs, views and opinions p 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
Leading people
GBCs in onze HR processen
Sourcing & Selection
Training
PDP
Global Behavioural Capabilities Coaching
Development
Performance
Performance Development at KPMG
Performance Management Predefined goals based on grade Loosely aligned goals
One-off annual process
Focus on systems compliance Manager’s role as enforcer of standards Forced distribution and complex 9-box rating
Performance Development Goal setting based on matching talents with ambition Alignment g of individual goals g to business objectives
Continuous feedback
Focus on quality of conversation Manager’s role as development coach Guided distribution and simple 5 5point linear rating
Impact of feedback
Conclusie
21st Century Skills: Conclusie
Bent U klaar voor de werkrevolutie? Generatiemanagement Visie,, strategie, g , talent,, ambitie Creëer een feed-back cultuur L t werknemers Laat k bl bloeien i
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Presenter’s contact details Wouter Van Linden Corporate HR 0032 (0)2-708 3669
[email protected] @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.
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