Community Colleges: Entrepreneurship and Workforce Development
Workforce of the Future is Upon Us - Entrepreneurship 101 (2012/2013)
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Transcript of Workforce of the Future is Upon Us - Entrepreneurship 101 (2012/2013)
WORKFORCE OF THE FUTURE IS UPON US How companies need to rethink their own workforce plans & build unconventional teams.
Agenda 1. The changing workforce landscape
• What is driving change • How are workforces changing • Why does it matter
2. Rethinking your workforce plans • Moving away from conventions • Planning for success – building a strong core, leveraging virtualized
resources
Workforce Models
Features: • Resources hired as employees (full time, part time, permanent or term) • Employees generally work within company’s offices or facilities • Some ability to work outside of the office – but flexibility is limited • Some volume work might be outsourced to low cost regions • May have service partners for some peripheral work
Why this approach: • Conventional – what we know and are familiar with • Secures resources, knowledge and IP • Ability to collaborate “around the water cooler” • Can control, manage and plan the resources
Workforce planning: • Focuses on mix and headcount
Bricks & Mortar
Formation
Technical Milestones
Proo
f of
Co
ncep
t
V.1
Prod
uct
V.1
GA
Prod
uct
V.2
Prod
uct
V.2
GA
Prod
uct
Financial Milestones
Seed
Fu
ndin
g
Seri
es A
Seri
es B
Stra
tegi
c Re
venu
e
+ M
argi
n Re
venu
e
Year
ly
Reve
nue
Gro
wth
Qua
rter
ly
Reve
nue
Gro
wth
Seri
es C
IPO
/M&
A
Customer Milestones
Com
pany
La
unch
Earl
y Cu
stom
er
BD
Cust
omer
Tr
ials
Stra
tegi
c Cu
stom
er
Sale
s
Repe
at
Sale
s
Repe
at
Sale
s
Repe
at
Sale
s
New
Ac
coun
ts
New
Ac
coun
ts
New
Ac
coun
ts
V.1
Sust
aini
ng
V.2
Sust
aini
ng
Organizational Milestones
CEO
R&D Lead
CFO (P/T?)
PLM
Sr. R&D
Marcomms
Int./Jr. R&D
BD/Sales
QA
SE’s Sales
(Hunter) Sales
(Farmer)
CTO
Sales Support
Customer Support
HR (P/T?)
VP Sales
VP Marketing
Admin. Support CFO
(F/T) Accountant COO?
HR (F/T?)
Workforce Planning – mix Company Stage – business inflection points
Pre-revenue Early revenue Repeatable revenue Maturing Products Major Revenue Growth
Time
Corporate Leadership and Operations Build, deliver & support
Design & development
Marketing & Sales
Hea
dcou
nt
Product definition roles
Workforce Planning – headcount growth
Time
Corporate Leadership and Operations Build, deliver & support
Design & development
Marketing & Sales
Hea
dcou
nt
Product definition roles
Workforce Planning Challenges
Revenue projections are challenging
Talent assumptions: • The skilled resources you need are
available WHEN you need them • They are local, or willing to move to your
location(s)
Bricks & Mortar plus some remote working sites. Features:
• Resources hired as employees (full time, part time, permanent or term) • Employees generally work within company’s offices or facilities • Some ability to work outside of the office – but flexibility is limited • Create remote locations to capture other labour pools for talent • Some volume work might be outsourced to low cost regions
• May have service partners for some peripheral work Why this approach:
• Conventional – what we know and are familiar with • Secures resources, knowledge and IP • Access to additional labour pools outside of corporate HQ geography • Ability to collaborate “around the water cooler”
• Can control, manage and plan the resources Workforce planning:
• Focuses on mix and headcount
Workforce Models
Changing Workforce Landscape
$
$
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$ $
• changing labour market demographics
• Economic forces
Changing Workforce Landscape
$
$
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$ $
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• ‘Low-cost’ markets disappearing • Labour market size differences growing
• Economic forces
Changing Workforce Landscape
• Canada has geographically dispersed talent pools • Culture of mobility not strong
• Economic forces
Changing Workforce Landscape
• GTA has additional geographic challenges in attracting talent
• Economic forces
Changing Workforce Landscape
• Economic forces • Technology
Hiring for critical technical skill sets • Essential developer skills change continually • Technical advances • Changing customer demands
• Legacy (‘old’ tools) vs. new products (“newest” tools) Enterprise technology is changing
• How companies work – remote access; cloud computing; any device in any location; etc.
• Security risks will force rethinking of mitigation strategies
Protect: Intellectual Property Information and data
Lock it down strategy • Prevent, detect, shut
down threats • Controlled access • Keep IP, information,
date within corporate ‘walls’
• Utilize security technologies
Changing Workforce Landscape
• Economic forces • Technology
Protect: Intellectual Property Information and data
Employee Information & Data
Customer Information & Data
Corporate business information
Corporate IP (know how)
Technical IP
(patented)
Strategies: • Restrict phone lists • Locked personnel files • Company lap tops • Corporate servers • Limit portable devices • Encrypted files • Patent filing • Confidentiality agreements • IP assignment agreements • Non-competition
agreements • Disaster recovery programs • Redundancy and back ups • Security technologies • Security policies
Cloud computing
Any device
Personal computers
Litigation defense
APT’s (Advanced Persistent Threats)
Social media
Top security firm RSA Security revealed on Thursday that it’s been the victim of an “extremely sophisticated” hack. (Source: Wired Magazine, March 2011)
Challenges:
Employee Information & Data
Customer Information & Data
Corporate business information
Corporate IP (know how)
Changing Workforce Landscape
• Economic forces • Technology
Protect: Intellectual Property Information and data
Technical IP
(patented)
So What?? Bricks & Mortar model
Conventional – what we know and are familiar with
Secures resources, knowledge and IP Ability to collaborate “around the water cooler” Can control, manage and plan the resources
Changing Workforce Landscape
• Economic forces • Technology • Crowdsourcing
Hiring for critical technical skill sets • Essential developer skills change continually • Technical advances • Changing customer demands • Legacy (‘old’ tools) vs. new products (“newest”
tools)
Enterprise technology is changing
• How companies work – remote access; cloud computing; any device in any location; etc.
• Security risks will force rethinking of mitigation strategies
Crowdsourcing through social media
• Connecting, sharing, revealing, interacting through online or data channels
Changing Workforce Landscape
• Economic forces • Technology • Crowdsourcing
Phase 1 – Reaching the Crowd
Changing Workforce Landscape
• Economic forces • Technology • Crowdsourcing
Phase 2 – Crowds gather
Crowds • Share ideas • Influence • Create
Changing Workforce Landscape
• Economic forces • Technology • Crowdsourcing
Phase 3 – Crowds reaches out
Communities
Companies
Political Influence
Funders
Changing Workforce Landscape
• Economic forces • Technology • Crowdsourcing
Phase 4 – Commercial Product/Service Relationships
Communities
Companies
Political Influence
Funders
CROWD PARTNERSHIPS
Contests Collaborative Communities
Complementors Labour Crowds
Problem
Contests Problem
CROWD PARTNERSHIPS
We have seen this before….
Contest: Established by Britain’s Parliament (after esteemed scientist, including Isaac Newton, failed) To search for a way to determine longitude at sea. Prize £15,000 Crowd: 100 submissions Solution: highly accurate chronometer that provided an exact triangulation of location Winner: John Harrison, carpenter and clockmaker from English countryside
The Longitude Prize in 1714
Contests Problem
CROWD PARTNERSHIPS
• Not clear about skills needed or best technical approach to use
• Experimenting with multiple solutions
• Problem is complex or novel • Very good for design
problems • Usually a very narrowly
defined problem • To protect IP – may need to
break down into multiple problems
• Management challenge – defining problem, abstracting it to protect company IP, translating it to be understandable
• Promoted as a problem that will raise stature in community
• Prizes for submissions and winner with clear scoring set up at outset
• Contractual terms around IP • Clear terms around technical
requirements, etc. • Promotion of contest is critical
to raise profile and status in the community
Platforms
Case Studies
Contest: 8 weeks $40K contest prize – to identify most promising chemical compounds for future disease testing. Crowd:
238 team; 2,500 proposals – winner from a computer scientist using machine learning approach
Contest: 8 weeks $17K contest prize – to develop ads for Speed Stick’s “Handle It” campaign. Crowd: Selected submission used for $4M Super Bowl buy Ad ranked 12 out of 36 in Super Bowl ad review
Collaborative Communities
CROWD PARTNERSHIPS
Problem
We have seen this before….
Decision: Decided to drop internal development efforts on web server architecture. Partnered with Apache – community of webmasters and technologists. Aggregated inputs from global community to quickly develop full featured free product that outperformed other offerings.
IBM in 1998
Collaborative Communities
CROWD PARTNERSHIPS
• More projects rather than problems where diversity of ideas and free form collaboration is useful
• Tasks within projects identified, standard routines developed and need technology to help coordinate
• Should need only some coordination – can rely on technology to assist in collaboration
• On-line collaboration to build knowledge, share ideas freely
• Stays away from core IP and not usually where profits come from
• Collaborate open and freely • Contribute to ideas, problems,
information (social, technical, thought leadership, etc.)
• Communities can be customers, market segments, global communities, user groups
• Structure and routines self-govern the crowd
Platforms
Case Studies
Problem
Complementors Poblem
CROWD PARTNERSHIPS
Problem
We have seen this before….
Platform allows the core business to collect licensing or transaction revenues from complementors who sell their products to the customers of the core product (e.g. iPhone users)
Complementors Poblem
CROWD PARTNERSHIPS
• Want to add to your core product or technology BUT where having a volume of solutions matters most
• Instead of one solution to a problem – provide many solutions to many problems (or offerings)
• Different than collaborators because access to core product is required – through APIs
• May be crowds that are connected to company’s platform
• Must have flexible access to platform to design a wide range of solutions
• Usual to have a developer agreement in place
• API developers can develop platforms for these crowds to use
Platforms
Case Studies
Created a standard way of creating aftermarket software and hardware for vehicles. Connects the output from car’s computers and electronics to third-party applications and the web.
+ =
Problem
Crowd Labour Markets
CROWD PARTNERSHIPS
• Match buyers and sellers for services
• Focus is on securing partners for small bits
• Well suited for repetitive tasks or those that need human intelligence
• “spot” markets for resources – match skills and tasks on demand
• Collect a lot of data on performance and feedback and use this for future matches
• Platforms provide reputation and skill level metrics, bidding systems, monitoring technologies, performance recourse, escrow services for payment on delivery
• Crowds from any discipline or community
• Reach is global • Interest is in alternative work
arrangements • Major focus is on micro tasks • Development communities
well suited for programming type tasks
Platforms
Case Studies
THE MICROWORK™ MODEL Samasource defines a unit of work as a small, computer-based task taken from a larger data project. The Microwork™ model fits within the overall field of Impact Sourcing, which aims to create jobs for individuals with limited opportunity in rural or economically depressed communities.
Problem
Harvard Medical School was facing this exact challenge for a complex DNA sequencing alignment challenge. Previously: • Used MegaBLAST – processed 100,000 sequences to
high degree accuracy, but took 2,000 seconds to execute.
• Full-time Harvard resource spent 1 year to develop a solution that reduced computational time to 400 seconds
PROBLEM
SOLUTION Engaged TopCoder for a contest: • $6,000 in total prize money • 733 registrants and 122 members submitting working
algorithms, • TopCoder provided a solution that performed hundreds
of times faster and at a higher degree of accuracy, reducing the time to execution to just over 16 seconds.
• world’s largest platform for digital open innovation
• Platform for a community of over 445,000 global
CROWD PARTNERSHIPS
CROWD PARTNERSHIPS
Source: Harvard Business Review, “Using the Crowd as an Innovation Partner” by Kevin J. Boudreau and Karim R. Lakhani, April 2013 Kevin J. Boudreau is an assistant professor of strategy and entrepreneurship at London Business School and a research fellow at Harvard’s Institute for Quantitative Social Science. Karim R. Lakhani is the Lumry Family Associate Professor of Business Administration at Harvard Business School and the principal investigator of the Harvard-NASA Tournament Lab at the Institute for Quantitative Social Science.
Internal team (employees)
• Traditional incentives- salary, bonuses, equity
• Clearly defined roles and responsibilities
• Use systems, tools, platforms inside the company
• Long term relationship with employer
• Focus is on fit with culture; where interaction, socialized to each other and share a culture
• Specific experiences in narrow fields that align to company area of focus
• Intrinsic incentives – learn, explore, compete with contemporaries
• Explore challenges outside of their day-to-day
• Technology platforms for design, development, collaboration becoming powerful, easy to use, cost effective
• On-line crowdsourcing platforms – help to manage process
• Available on demand • Adds diversity to problem solving
outside of narrow focus areas
External team (the Crowd)
CROWD PARTNERSHIPS
Workforce Models
What is core to your business – what is the critical offering
• IP • Know how/unique skill • Services
• Information Based on this core – who do you need on your core team? • Consider:
• Is your technical IP well protected? Can you segmenting pieces of development to protecting the IP
• Are you relying on hiring for every requirement you have • Do you have the core skill set on the team to manage these
contests and projects • Do you have technology leaders who can integrate solutions
from multiple sources
• Hire for fit, competencies needed at your core, subject matter knowledge that must integrate and be socialized with others on the team
Build around the Core plus “Flex Resourcing Partnerships”
Employee Information & Data
Customer Information & Data
Corporate business information
Corporate IP (know how)
Technical IP
(patented)
market
Run the business
Define ‘What’ technology
Design Build & Test
Reach & Sell
Key Functions
Deliver & Support
Generally External Facing & Sr.
Leadership
“Define & Plan”
CEO
CFO
Prod. Mgmt.
Prod.
Market.
Bus. Dev.
CTO
Head of R&D
Head of R&D
Design Leaders
Head of Ops.
Head of Manufact.
Marketing & Comms
Sales
Bus. Dev.
Prod. Market.
Head of Customer Support
Sales Eng.
Generally Internal Facing
“Do”
Controller Accountant Office Mgr.
HR Purchasing
IT
Market Research
Marketing collateral
Technical planners
Research
Engineers Scientists
Techs. QA PM
PM Manuf Eng.
Supply chain Lab Tech Test Tech Research assistant assembly
Marcomms
Mark. Supp.
Sales Eng. Media
Relations
Sales Supp.
Logistics Install & Test
Product Support Trainer
Customer Support
Values & Character
Critical Competencies
Knowledge (technical, market,
integration)
Core IP (technical, market,
knowhow)
Critically assess what is core….
Workforce Planning Era • Steady core team • Flexible resources used as needed
for: • Peak work • Special skills/expertise • Bench strength
Time
Hea
dcou
nt
• Variable growth – a more ‘flex’ workforce • Employers will stay small as much as possible • Key technical skills change quickly; year over year, or even month over month • Pricing pressures from globalized work force – must become very skilled at controlling costs
• Means smaller teams • Need alternatives to hiring permanently every skill set you need • Cannot spend $$ on building multiple locations
• Need to leverage talent where it exists – a more virtualized work force • Core team needs are changing:
• Strong project managers who can track and plan needs • Strong virtual team managers – with skill set to lead, manage and drive diverse teams • Technical chameleons who can adapt quickly to new technologies • Strategic resourcing specialist – to find core talent and flex talent
• Workforce planning will become establishing a strong core and develop resourceful and engaging flexible workforce partnerships ‘
Plan for the flexible resourcing model….
Build, deliver & support Corporate Leadership and Operations
Design & development
Marketing & Sales Product definition roles
Finding talent: Strategic Sourcing vs. Recruitment
PASSIVE CANDIDATE NEAR-ACTIVE CANDIDATE
ACTIVE CANDIDATE
Career Satisfaction Factors
Like People
Happy in Job
Compensation Satisfactory
Career is growing
Learning/having new experiences
Exciting Work
Fulfilling other needs (altruistic)
Conventional sourcing strategies really only target active or near-active candidates.
BUT this is a very competitive market!
PASSIVE CANDIDATE NEAR-ACTIVE
CANDIDATE
ACTIVE CANDIDATE
Perfect Candidate
This approach ignores a very large addressable market This approach is not
targeted to the perfect candidate for the company.
Most sourcing draws in those actively or thinking about a career change.
PASSIVE CANDIDATE NEAR-ACTIVE CANDIDATE
ACTIVE CANDIDATE
Near Active Active
Near Active
Near Active
Active
Active Near
Active Near
Active Near
Active
Near Active
Active Active
Active
Active
Active
Active
Active
Active
Active
Active Active
Active
Active Active
Strategic Sourcing vs. Recruitment
PASSIVE CANDIDATE NEAR-ACTIVE CANDIDATE
ACTIVE CANDIDATE
CRM – Candidate Relationship Management Program
Near Active
Active
Active
Effective Recruitment Campaigns
Strategic Sourcing vs. Recruitment
Understand your perfect candidate! Same principles as understanding your customer
SEGMENTATION
• Research the profile of the perfect candidate for each role • What are the attributes, behaviours, career patterns and indicators of high
potential • What are the relevant career satisfaction factors
Ø This will inform key messages to these target candidates Ø AND channels to reach them
HOW - Strategic Sourcing vs. Recruitment
Understand your perfect candidate! Same principles as understanding your customer
MESSAGING
• Based on what you know and what you discover – develop the messages and brand that speaks to these passive candidates
• GOAL is to implant the idea of your company as a career choice to all passive and active ideal candidates
• This messaging will be heard through branding, recruitment activities, marketing programs, speaking notes, and on-line activities and promotions
HOW - Strategic Sourcing vs. Recruitment
Understand your perfect candidate! Same principles as understanding your customer
CHANNELS
• Based on what you know and what you discover – develop strategic sourcing programs that address a full spectrum of channels to REACH the active, near-active and passive candidates
• Develop plans and programs with a view to: Ø find talent Ø nurture relationships Ø convert passive candidates to active candidates Ø close on perfect candidates
HOW - Strategic Sourcing vs. Recruitment
Understanding who you are targeting; what they care about and how to reach them will result in:
1. Clarity on what a successful candidate looks like for your organization
2. Creating a compelling job posting that will speak to the best candidates for your company – giving higher likelihood of good matches
3. Allows you to roll out an effective recruitment campaign that will reach the target candidates that are best for your organization
HOW - Strategic Sourcing vs. Recruitment
Tight Execution is Key
Focus in on a tight plan in the context of a bigger picture
Effective Recruitment
• Know what you are looking for and when • Think of a highly targeted approach • Process from start to ‘in-seat’ will generally take no less than six weeks
WITH all stars aligning – plan for 2 months or more if highly specialize role • Think before you act – a little preparation will make the effort much more
productive
Organizational Milestones
CEO
R&D Lead
CFO (P/T?)
PLM
Sr. R&D
Marcomms
Int./Jr. R&D
BD/Sales
QA
SE’s Sales
(Hunter) Sales
(Farmer)
CTO
Sales Support
Customer Support
HR (P/T?)
VP Sales
VP Marketing
Admin. Support
CFO (F/T)
Accountant COO? HR
(F/T?)
Sample Sourcing Strategy & Recruitment Plan
Social networking tools
Pro’s Con’s Tips Huge reach in all geographies Volume is overwhelming Filter your search in terms of
geography and use additional filters
Can reach specific individuals who seem to be a good fit
Will be contacted by many who think they are a good fit
Use In-mails to send customize messages to candidates of interest AND follow up
Can post jobs Any posting will get a huge response from candidates around the world
Compelling description that speaks to the candidate you want to reach will allow for easier filtering
Can target communities by connecting with user groups and using other social media
Some user communities shun recruitment efforts
Preferable to have outreach from someone in the company Some user groups have job boards
Can see recommendations on individuals
Some have become expert at getting referrals from everyone – more noise
Filter the recommendations – which ones do you trust Still do your own reference checks
Lots of statistics to look at about companies and individuals
You have to read into these to understand what is self-promotion vs. legitimate signs of excellence
Read with a note of skepticism – always do your own due diligence
Social networking tools
DIRECT SOURCING
Job Boards User Groups Schools Relevant Associa@ons
Networking Events
Awards of Significance
Post ac@ve (hiring within next 2-‐3 months) opportuni@es on target job boards
Post ac@ve opportuni@es in UG job sites that exist; broadcast opportunity in UG. Note do not overuse this -‐ only when opportuni@es are real.
Post ac@ve opportuni@es in university job boards -‐ target schools with relevant programs. Connect with someone from shcools if possible to properly promot opportunity
Post ac@ve opportuni@es in relevant associa@on sites; make contact with associa@on to see if there is a way to tap into their community.
Only if networking event has known recruitment focus -‐ consider par@cipa@ng with ac@ve opportuni@es.
Explore awards related to employers of choice. Coordinate any promo@on of these with direct recrui@ng opportuni@es
Social networking tools
INDIRECT SOURCING Job Boards User Groups Schools Relevant
Associa@ons Networking
Events Awards of Significance
Examine boards for opportunity to create banner ads and other promo@onal opportuni@es
Prolucid team join relevant groups; par@cipate in group discussions to build presence; when opportuni@es become ac@ve can send message out to group.
Networking with schools, alumni, etc. to raise awareness of Prolucid.
Prolucid team to join relevant associa@ons that have high value in terms of reaching target audience. Will want 'speaking notes around who we are always looking for'
Prolucid team to aUend 'high value' networking events that promote Prolucid; speaking opportuni@es to be explored. Want speaking notes on resources we are always looking for
Explore awards that posi@on Prolucid in a highly valued technical, sector, work environment.
Thank You! Questions?