Managing People &

Performance in Organizations
Session 19

Debolina Dutta
The Workplace
of the Future
What are the future trends likely to impact you?

• 15-minute discussion in groups :

– What are the emerging trends ?
– How will it impact you?
– As a leader, what will you do differently ?
Implications of Introducing Technology

What are the implications of technology introduction?

 A Tech and AI-driven Future

Job Increase in jobs requiring algorithmic Whither Humans?

losses design and computation + judgment
Social high-touch point jobs will be
relevant
Jobs requiring complex perception,
manipulation, creative intelligence and
social intelligence
Tacit knowledge and judgment,
courage, counter-intuition, emotions,
empathy, diplomacy, dexterity
 Post-Covid work – emerging trends
Individual Management Organizational

'Hybrid' Work-From-Home Model

Need to acquire critical Employee support systems Uberization of workforce
skills Shifted focus on employee Digitalization of workplace
mental and emotional Cloud-enabled work infrastructure
Multi-dimensional wellbeing Transition from designing for
career development Employee monitoring efficiency to designing for
Performance management resilience
Employee engagement Re-skilling and changing priorities
in training
Time frame of Crisis management

Respond Recover Thrive

How an organization How an organization How an organization

deals with the present learns and emerges prepares for and
situation and manages stronger shapes "the new
continuity normal"
Dis-intermediating HR…
Pre-joining induction = Predicting joining ratio
 Did you ever imagine…..

AI Recruitment: Wade & Wendy

Artificial Intelligence: The Robots Are Now Hiring | Moving

Upstream

https://www.youtube.com/watch?v=8QEK7B9GUhM
 AI and machine learning improves efficiency
5 Forces on sourcing and fulfilment time.
Recruitment through talent relationship
Five Forces Effect of Force Business Need
building, mapping and identifying
Exponential Disruptive breakthroughs Network Skills
Flexibility;
communities management,
of talent and
Technology Change via Big Data, AI boundary-less careers. Integrated
obsolescence
HRIS systems to enable work
Social and Shift from hierarchy to Blended
Enhance workforce; part-
employee experience,
Organizational democratized work across
time, he
contractual globe. Team
workerscommunity
orchestration of culture,
Reconfiguration productivity to be incentivised
engagement and collaboration; Purpose and
Truly Connected Work from anywhere; meaning
Global
Global in work;
talent
talent Trust on employee and
identification,
management
World go-to-market strategies development.
systems; LargeCollaborative
manager self-service
networks
and ideas social learning; Focus on
developing insights from
Diverse yet Seamless distribution of Customization;
performance segmented
on for
innovative
Use of analytics trend
Inclusive Talent work; greater inclusivity and directed
learning tools
forecasting
to best talent
on talent, enable
Market & diversity technology for personalized
Increased Advanced automation & experienceof
Migration ontasks
HR from
Collaboration Analytics; improved administration
humans functions and
to machine;
between Man and productivity for training.
External partnerships
Machine

Source: Adapted from HR at the Tipping Point : The paradoxical future of our profession, Boudreau (2015), pp. 48
 Talent
Management in
2022

What has changed after the

pandemic and what it means for
organizations from a talent
perspective?
What do you think are the
current biggest people challenges
?
Over 55%* of
executives
share these
workforce
concerns

*Rise of the relatable organization | 2022 Global Talent Trends | Mercer

What is the key driver towards remote working?
Is Hybrid
Working Model
Feasible?
The Future
of Work is
about
The Fundamental Shift in Employee Motivators
The Fundamental Shift in Employee Motivators
Shifting to the future: Opportunities for HR to take the
lead, helping enterprises to reimagine the future—today

*Reimagining Human Resources | The future of enterprise demands a new future of HR. Deloitte
Networking in a
Virtual World
A short exercise: My class Bingo
• Who are the artists in my class?
• Who are the sportspersons in the class?
• Who are binge Netflix watchers?
• Who speak foreign language?
• Who are Great cooks?
• Avid Reader, movie buff and married ?
Virtual networking
• Building mutually beneficial professional relationships
• Self interested networks are out!!! No one has time or head space!!
• Nurture and deepen existing relationships
• In pandemic times, networks can be built deliberately or serendipitously
(private chat on a zoom session on a comment made by someone)
• Don’t bombard people with messages; send two or three gentle reminders.
Stop after that. Send a greetings after a break!!
• Your Class is your network!! We often go looking outside when we have the
networks we need within, if only we looked inside!
• Take the time to know people in the next year!! Use Summer as an
opportunity.
Here’s how to invest just 30 minutes a
day to networking online using LinkedIn:
• Skim your LinkedIn homefeed to see what’s being shared
• Comment on interesting articles related to your industry or type of job
you are looking for
• Re-share articles that relate to your career (but always write something to
explain why you are sharing the article)
• View your notifications for birthdays or work anniversaries and send
those connections a message on LinkedIn
• Find new companies of interest to follow
• Track down employees who might be able to refer you for a job you are
interested in
• Look for people you may know but haven’t connected with yet.
(https://www.linkedin.com/pulse/networking-virtuallytips-new-normal-
hannah-morgan/)
Looking at my career
Leadership Pipeline
Getting results through
comprehensive Enterprise
Leadership & Statesmanship.
• Framework
upon which Getting results through Business
orgs can be Scope and Complexity Increases Managers.
built while
reconfiguring Getting results through
old ones comprehensive business
• Specific management.
values,
compulsory Getting results through a function.
skills,
necessary Getting results through managers.
time
applications
at each Getting results through others.
passage
Getting results through personal
effort.
Support systems model

Experience Support type outcome

Confusion Role models clarity
Isolation Common interests Social contacts
Aloneness Friend Caring
In crisis Action oriented Supportive
Self esteem Affirm strength Confidence
Plateau Challenging Cutting edge
 • Who is in your support systems?
• Do you have all the support systems?
• If not, who and what do you need?
• How will you seek this?
Questions
(Triple Impact coaching, Patwell & Seashore, 2006.
Bingham)
Leading a purposeful
life
Concepts - Team
Exercise
• What were your two key takeaways from the course?
Course Recap
 Introduction Biases & Emotions at Conflict Managing Groups &
Heuristics workplace Teams
7
1 9
3 5

4 6 8 10&11
2
Leadership
Personality Motivation Negotiation Simulation
Perception
(LDGM)

Employee Rewards & Simulation

Talent Management Managerial Role in Presentations
Recognition
Change Management
15 20
13
17

Introduction to Managing Careers Future of work &

Managing Diversity & Inclusion
HRM Simulation Course wrap-up
Performance in Organizations
18
12
14 16 19
Concepts - Individual
Thank You