The Corporate Lattice TM - PDF Free Download

The Corporate Lattice TM Achieving High Performance in the Changing World of Work IMS Talent Development Seminar Cathy Benko Vice Chairman Managing Principal, Brand Deloitte LLP June 19, 2012

Sweeping changes are dramatically altering the Talent landscape Rise in nontraditional families Converging expectations of men and women Flattened hierarchies Shortage of critical talent Evolving generational needs Changing world of work Virtual, connected workplace Multicultural workforce Copyright 2012 Deloitte Development LLC. All rights reserved. 3

The traditional household structure is a relic of the past Changing Family Structure 1950-2008 Percentage of U.S. family households Male single parents Female single parents Other families Dual-income families Traditional families Source: Catalyst, Two Careers, One Marriage: Making It Work in the Workplace (New York: Catalyst, 1998). With updated data for 2008 from U.S. Census Bureau, America s Families and Living Arrangements: 2008 (Washington, DC: GPO, 2009). Copyright 2012 Deloitte Development LLC. All rights reserved. 4

Women are now a major part of the workforce % Share of Professionals Degrees Awarded To Women 80 70 60 50 40 30 20 10 0 1950 1960 1970 1980 1990 2000 Veterinary Pharmacy Law Medical MBA Dentistry 2006 Source: New York Times, 28 Feb, 2005; US Department of Education; US Department of Labor; Business School Data Trends and 2009 List of Accredited Schools Copyright 2012 Deloitte Development LLC. All rights reserved. 5

and of breadwinners U.S. Working Mothers with Children under 18 39% 37% 24% Primary Breadwinners Co-breadwinners Contributors Source: Center for American Progress, The Shriver Report: A Women s Nation Changes Everything, 2009 Copyright 2012 Deloitte Development LLC. All rights reserved. 6

Men s need for flexibility is rising sharply Percentage of Men and Women in Dual-income Families Reporting Work-life Conflict (1977-2008) Percentage reporting work-life conflict Year Men in dual income families with children under 18 years Women in dual income families with children under 18 years Source: Families and Work Institute, Nation s Study of the Changing Workforce 2008; U.S. Department of Labor, Quality of Employment Survey, 1977. Copyright 2012 Deloitte Development LLC. All rights reserved. 7

Percentage Change The growth rate of the working-age population is slowing dramatically Projected Change in Working Age Population 2010-2050 1970-2010 2010-2050 Country Source: United Nations World Population Prospects, 2008 Copyright 2012 Deloitte Development LLC. All rights reserved. 8

Across generations, career-life fit is a high priority Baby Boomers Generation Y 8% 30% 70% 92% Want to better balance work and personal life Improving work-life balance is not a priority Want a job with a flexible work schedule A flexible work schedule is not a priority Source: AARP, What Older Workers Want from Work, 2004; Belkin Teaching Office Decorum to the ipod Generation, 2007. Copyright 2012 Deloitte Development LLC. All rights reserved. 9

Organizational structures are flatter Management span has tripled 25% decline in levels of management hierarchy 1980s Manager 1 2 3 4 5 6 Current Manager 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Source: Ideal span of control in an organization Source The Flattening Firm, 2003 Copyright 2012 Deloitte Development LLC. All rights reserved. 10

Mean Task Input in Percentiles of 1960 Task Distribution Job tasks have become less routine Non-routine Tasks Routine Tasks Year Source: Gene Grossman and Esteban Rossi-Hansberg, The Rise of Offshoring: It's Not Wine for Cloth Anymore, Proceedings (Kansas City: Federal Reserve Bank of Kansas City, 2006). Copyright 2012 Deloitte Development LLC. All rights reserved. 11

Q: What are the implications on the organization? 80 70 60 50 40 30 20 10 0 1950 1960 1970 1980 1990 2000 39% 24% 37% 59% Men 41% 45% Wome n 35% Copyright 2012 Deloitte Development LLC. All rights reserved. 12

Contrasting ladder and lattice models Hierarchical structure Work is a place you go to Separation of career and life Linear, vertical career paths Individual contributor driven Tasks define the job Many workers are similar Flatter, matrixed structure Work is what you do Integration of career and life Multi-directional career paths Team and community driven Competencies define the job Many workers are different Copyright 2012 Deloitte Development LLC. All rights reserved. 14

Percentage Who are Engaged So what s the payoff 100% 90% 80% 90% 70% 60% 70% 50% 40% 50% 30% 20% 30% 10% 0% No Lattice Way One Lattice Way Two Lattice Ways All 3 Lattice Ways Lattice ways perceived by Deloitte team members Copyright 2012 Deloitte Development LLC. All rights reserved. 20

Mass Career Customization (MCC) is a way to scale career choices Pace Options relating to the rate of career progression Workload Choices relating to the quantity of work output Location/Schedule Options for when and where work is performed Role Choices in position and responsibilities Copyright 2012 Deloitte Development LLC. All rights reserved. 23

It s all about choice MCC s greatest worth is its option value the psychic comfort afforded by the ability to customize the levels of career engagement as priorities change over time. Copyright 2012 Deloitte Development LLC. All rights reserved. 26

Lattice underscores the need to be proactive 1. MARK TO MARKET Take an outside-in approach to development Continually seek feedback from those around you Grow connections sideways, up, down and out Actively manage your reputation and brand both offline & online Copyright 2012 Deloitte Development LLC. All rights reserved. 29

Lattice underscores the need to be proactive 1. MARK TO MARKET 2. THINK OPTION VALUE Take an outside-in approach to development Continually seek feedback from those around you Grow connections sideways, up, down and out Actively manage your reputation and brand both offline & online Build a portfolio of careerenhancing skills and experiences Develop transferable skills Be an agile learner Choose employers wisely Copyright 2012 Deloitte Development LLC. All rights reserved. 30

Lattice underscores the need to be proactive 1. MARK TO MARKET 2. THINK OPTION VALUE Take an outside-in approach to development Continually seek feedback from those around you Grow connections sideways, up, down and out Actively manage your brand Build a portfolio of careerenhancing skills and experiences Develop transferable skills Be an agile learner Choose employers wisely 3. OPTIMIZE CAREER-LIFE FIT Think over time rather than fixed point in time Focus on mutual benefit Periodically revisit your personal time allocation model Copyright 2012 Deloitte Development LLC. All rights reserved. 31

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