(16th Dec 2017) BFBM စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲတြင္ ဆရာႀကီး ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ ေဟာေျပာခဲ့သည့္ Presentation File

1. FUTURE OF WORKPLACE
Prof.Dr.AungTunThet

3. MEGATRENDS

5. Megatrends
Five global shifts
• Reshaping the world we live
in
• Implications for
organizations, industries and
wider society
• Shape
• Respond

6. Megatrends • Urbanization
• Climate Change
• Shift in Economic Power
• Demographic Changes
• Digital Revolution

9. FOUR WORLDS OF WORK

11. Key Messages • Act now - change already
happening, and accelerating
• No regrets - plan for dynamic,
rather than static future
• Make bigger leap - Don’t be
constrained by starting point
• Own automation debate -
understanding and keen insight
into changing technology

12. Key Messages • People not jobs - nurture agility,
adaptability and re-skilling
• Build clear narrative – start
mature conversation about
automation

13. Red
World
• INNOVATION
RULES
• Organizations and
individuals race to
give consumers what
they want

14. Red World • Perfect incubator for innovation
• Digital platforms and technology
enable winning ideas
• Allow for specialist and niche
profit-markers to flourish

15. Red World • Create personalization
• Find new ways to serve niches
• Risks high

16. Workforces • Innovation and people
inseparable
• Organizations stripped-down and
nimble
• Supplemented by talent attracted
by next promising opportunity

17. Workforces Red
World
• Most sought-after skills mean
biggest reward package
• Like-minded workers gravitate
towards each other
• Spark bubbles of innovation

18. Workforces • HR does not exist as separate
function
• Entrepreneurial leaders rely on
outsourced services and automation
• Organizations scour to 'acqui-hire'
talent and intellectual property
• Use specialist talent strategists and
AI to identify specialists

19. Role of
technology
• New products and business models
developed at lightning speed,
powered by technology and big data
• Serve niche markets and individual
preferences
• Digital platforms match workers with
employer, innovators with capital,
and consumers with suppliers

20. Blue World • COPORATE IS
KING
• Big company
capitalism rules
• Global corporates
take center stage

21. Blue World • “Bigger is better”
• Size and influence protect profit
margins against intense
competition
• Some more powerful and larger
than national economies
• Individual preferences take
precedent over social
responsibility

22. Workforces • World of extreme talent
• Exceptional people in high
demand
• Core group of pivotal high-
performers offered excellent
rewards
• Bring flexible talent and skills as
and when needed

23. Workforces • Human effort maximized through
sophisticated use of and
technology
• Push performance to limits
• Workers' performance continually
measured and analyzed enabling
new breed of elite super-workers.
• Corporate career divide ‘haves’
and ‘have-nots’

24. Role of
technology
• Extensive use of automation and
AI enhance productivity and
quality
• Humans still in demand
• Rewards high
• Price workers pay – data

25. Green
World
• COMPANY CARES
• Social
responsibility and
trust dominate
corporate agenda

26. Green World • Corporate responsibility business
imperative
• Strong social conscience
• Sense of environmental
responsibility
• Focus on diversity, human rights

27. Green World • Recognition business has impact
well beyond financial
• Workers and consumers demand
organizations do right
• Trust basic currency underpinning
business and employment
• Place societal purpose at heart of
commercial strategy

28. Workforces • Attracted by opportunity to work
for organization they admire and
values match their own
• Incentives package essential tool
in attracting and retaining workers
• Three weeks' paid leave to work on
charity and social projects

29. Workforces • Reflect values of employer, both
at work and at home
• HR function renamed ‘People and
Society’ embrace broad mix of
HR, marketing, corporate social
responsibility and data analytics
• ‘Job for life’

30. Role of
technology
• Automation and technology
essential elements to protect
scarce resources and minimize
environmental damage.
• Technology double edged sword:
allow organizations to meet their
ethical and environmental
agenda
• But at what cost to humans?

31. Yellow
World
• HUMANS COME
FIRST
• Social first
• Community and
business prosper

32. Yellow World • Workers and companies seek out
greater meaning and relevance in
what they do
• Social-first and community
businesses find greatest success and
prosper
• Crowdfunded capital flows towards
ethical and blameless brands

33. Yellow World • Workers and consumers search for
meaning and relevance from
organizations, ones with social heart
• Artisans, makers and ‘new Worker
Guilds’ thrive
• Humanness highly valued

34. Workforces • Like-minded workers gravitate
towards each other aided by
technology platforms
• Collaboration key
• Guilds help workers create scale
when needed
• Provide members with strong
sense of identity

35. Workforces • Workers identify with each other
because of particular skills set,
interests and goals
• Non-financial rewards assessed
fairly in trade-off for less pay
• Work fluid concept
• Regimented 9 to 5, Monday to
Friday working week rare

36. Role of
technology
• Lower barriers to entry
• Providing access to crowdfunded
capital and worldwide market
• Entrepreneurial companies
compete in areas previously
dominated by large organizations

37. Role of
technology
• Conflicts remain around use of
technology
• Disaffection and push-back
against policies that favour elite
grow

38. TALENT CHALLENGE:
HARNESSING POWER OF HUMAN SKILLS IN MACHINE
AGE

40. In age of the
machine, people
matter more
than ever
• Right mix of people and machines
in workplace
• Critical talent question

41. In age of the
machine, people
matter more
than ever
• Relentless march of automation
transform role of people at work
• Different skills needed
• Some roles disappear and others
evolve

42. In age of the
machine, people
matter more
than ever
• Some organizations need fewer
people
• Others need more
• Rebalancing of human capital as
organizations adjust
• Wide-ranging consequences for
HR

43. Playing catch-up
with human
capital
• Willingness to recruit more
workers
• Rebalancing workforce
• Focus on strengthening
innovation, digital and technology
capabilities
• Capitalize on new opportunities
to support skills and investment.

44. Talent Strategy • Complex, risky and difficult to
get right
• Reflect skills and employment
structures for the future
• Improve access to talent
• Attract the people they need

45. Challenging
times for HR
• Finding new and innovative ways
of accessing talent market
• Using full range of HR expertise
and tools to identify skills gaps,
anticipate needs, spot potential
and build workforce for future

46. Five Essentials 1. Plan for multiple futures - in
detail
2. Prepare for recruitment
challenge
3. Work on soft skills
4. Get people experience right
5. Work on trust - with purpose

47. THANK YOU!