PwC

1

Building and Retaining

The Talent of the Future

CAGFO

Harjeet Chahal and Bryannie Kirk, PwC Canada

Building options is important

Individuals over cohorts

Vitality is a focus

Career is a jungle gym not a ladder

The career of a 100 year life

2

Source: Lynda Gratton: “The 100 year life”

Source: https://www.pwc.com/gx/en/services/people-organisation/publications/workforce-of-the-future.html

3

What will the World of Work look like in a decade?

Work is being disrupted by the “Essential Eight”

Artificial Intelligence

Robotics

Internet of Things

3D Printing

Virtual Reality

Blockchain

Augmented Reality

Drones

4

PwC 5

The war on talent is getting more intense

PwC 6

Top 10 most in demand skills in Canada

Skilled trades

electricians, welders, mechanics

Engineers

chemical, electrical, civil, mechanical

Drivers

truck , delivery, construction, mass transit

Office support

administrative assistants, PAs, receptionists

01

03

05

07

Sales representatives

B2B, B2C, contact centre

IT

cybersecurity experts, network administrators,

technical support

Technicians

quality controllers, technical staff

Healthcare professionals

doctors, nurses, other non-nursing health

professions

02

04

06

08

Professionals

project managers, lawyers,

researchers

Teachers

09 10

PwC 7

Lack of applicants, experience and skills are top drivers of talent shortages

24% of employers say applicants lack the

necessary hard skills or human strengths

PwC September 2019

Reconnaissance on Millennials

8

Which of the following things do you believe make an

organization an attractive employer?

The Employee Value Proposition becomes incredibly important in the future

Employee Value

Proposition

Leadership

Development

Employee Experience

Recognition & Reward

Recognition and Reward Programs are evolving

Sharing

Flexibility

Fairness

Purpose & Experience

Simplicity

1

3 4

5

2

10

PwC September 2019

11

Why is it important?

● Jobs will change, but the need for a

workforce won’t.

● Global trends and automation are

impacting the nature of work, demands on

people, and skills employees need.

● ‘Human skills’ become more important for

the future

Goal

● Clarity on the skills allows you to gain

competitive advantage

Leading the Charge – Addressing capability gaps

September 2019

1. Right-brain Thinking

• Creativity

• Imagination

• Human-centred Design

• Innovation

3. Human Connectivity

• Empathy

• Emotional Intelligence

• Listening

• Coaching

2. Change Leadership

• Adaptability

• Performance Management

• Filtering

• Negotiation

• Persuasion

4. Co-boting

• Digital Skills

• Technical Literacy

• Knowledge Management

• Experimentation

• Continuous Learning

What will be important capabilities for success in the future?

PwC

12

PwC September 2019

13

Why is it important?

● Technology will have a big impact on both

people and culture

● Digital and process modernization relies on

people adopting new ways of working

● Employee expectations around easy to

access and easy to use digital solutions

● New digital adoption strategies are replacing

traditional upskilling techniques that are

becoming outdated

Goal

● Engage employees with fun and exciting

experience that demonstrate the desired digital

adoption behaviours.

Leading the charge – Upskilling for digital fitness

PwC September 2019

14

Why is it important?

● More and more people are seeking out a

fulfilling and more meaningful employee

experience that is connected to an

organization's purpose

● Purpose driven organizations with a

positive employee experience are more

able to attract and retain top talent

● Positive employee experience is

correlated to a positive customer

experience

Goal

● Connect people to your purpose and

identify what gets in the way of creating a

fulfilling employee experience.

Leading the charge – Planning employee experience

The customer experience is heavily influencing employee expectations

15

North American companies spend over

$1 trillion on Customer Experience

North American companies spend

1,000 x less on Employee Experience

Source: Diana Dosik: Why we need to treat our employees as thoughtfully as our customers

September 2019 16

Why is it important?

● Agile teams adapt to initiatives and market

faster and with better outcomes

● Communities of practice have product

oriented mindsets

● Empowerment, self sufficient teams, and

collaboration are of focus

● Non-hierarchical management approaches

● Flatter structures, new diversified career paths

and cross functional

Goal

● Build agility and eliminate silos in an

organization.

Leading the charge – Building agile organizational structures

PwC September 2019

17

Leading the charge – Avoid culture killers

Why is it important?

● Culture is as important as strategy and

operating model in determining the success

of an organization

● Culture that fosters the empowerment,

respect, and the full participation will bring

out the full wisdom of teams

● Stagnant culture and human hesitancy get

in the way of full-scale behavior change &

transformation

Goal

● To get to the bottom of the behaviours that

are killing culture and getting in the way of

innovation

PwC

Leaders of the future will need to get comfortable with paradox

Tech-Savvy Humanist

1

Globally-Minded localist

2

Strategic Executor

3

Humble Hero

4

Traditioned Innovator

5

High Integrity Politician

6

Source: Blair Sheppard: Six Paradoxes of Leadership

Thank you!