Summary: With a global workforce your potential employees are looking for the same things your customers are looking for: - A customized experience - Fair pricing for fair services - Flexibility in location selection - Targeted opportunities for promotion - A differentiated and memorable experience Any of your potential employees will begin asking for the same things. - A customized role - Negotiated compensation - Flexible working environment - Targeted and customized communication - A differentiated and memorable employee experience. - Fair but not necessarily equal treatment Almost all industrialized countries are experiencing a shrinking population. France, UK, Germany, Japan, Italy just to name a few. In the northern countries the percentage of the population that is age 60 and over will be above 20% by 2025. These countries include North America, Europe, Russia, China, and much of northern Asia. Our global population is experiencing increased life expectancy; this increased life expectancy is a recent phenomenon representing better nutrition, health care, and education. The work force that we interact with is complicated by our ability to attract, retain, and motivate the skilled people needed. The global workforce is diversifying in meaningful ways: - Limited in availability, the workforce has been growing at an increasingly smaller rate - Chronologically older, people over the age of 55 are making up a greater portion of the workforce - Lacking key skills, shortages of needed talent, particularly in high skill areas, such as science, engineering and technology - Globally enabled, talent can and must be sourced globally - Diverse workforce race, gender, age, religion and cultural identity; including individuals with widely differing values and assumptions about work itself The work we ask our global workforce to do is also changing: - Technology is empowering small firms who are able to bring competitive capability and customized engagement - The virtualization of both technology and the work force; people are increasingly comfortable with interacting via technology: instant messaging, video, mobile, etc. - Rapid deployment based upon experimentation through minimum viable product. "Give it a try" has become easier with ubiquity and instant gratification being demanded. - BYOD and personal technology has become ubiquitous within organizations. Raising issues of where does IP ownership start and stop. How do you control what is produced for your organization and what the employee produces for themselves. This creates a new medium for work. The younger generations and older generations are looking at work differently. The original model was get a job and work your way of the career ladder. However, the younger workforce has observed patterns of their parents working for companies and realizing layoffs in mid-career. Dedication to a company is not reciprocated and as a result many in the younger generations now realize they want more balance in their lives. They are not willing to commute long distances to work for the dream of owning a home. They are not willing to forego vacations. Rather the new workforce will expect more work life balance now. As the older generation is reaching retirement age, they are more physically fit than previous generations. Many are now saying they may never retire; instead choosing a work life that involves moving back and forth between periods of working and not working. Choosing to make money then take time to spend the money on life experiences including travel. When the time comes, they will return to work for a period before choosing to take time off again. The Career Ladder is now a Bell Curve Previously we saw a trend of building your career from your 20s through your 40s with a peak in your 50s just before retirement. Now with the increased life expectancy your 50s is just a mid-point in your career.
