10 years ago, Lynda Gratton and Hot Spots Movement set out to figure out what the future of work would look like. Lynda had a hunch that there would be a massive transformation and was keen to understand 1. what was changing, and 2. how it would impact organisations, people and ultimately 3. how work would change as a result. We gathered an enthusiastic group of companies who would spend an academic year with us coming up with answers to these three questions.
You could argue, and we would agree, with the wisdom of hindsight, that it was rather optimistic to expect that after less than one year, we would have clear and concise answers.
10 years on, we’re still at it, and it’s getting more exciting by the day. In fact, it turned out that what we had started wasn’t a one-year research consortium, but a journey with an open-ended ticket, where the destinations and the routings are being defined as we move along.
The first leg of the journey was about identifying the major forces that would impact and partially or significantly define what organisations and work would look like, as well as the shape and form of future talent. We looked at technology, globalisation, societal change, demography and low carbon.
The second leg of the journey was spent on understanding how these major forces challenge fixtures of work such as – ‘work has a place’ – we work in an office or in a factory; ‘work has a time’ – we work from 9-5 or we work shifts’; and ‘work is a job’ – we’re employed to do a defined role, on a permanent basis. We explored what happens if these fixtures would no longer hold up, and we quickly moved from ‘if’ to ‘when’ as it rapidly became clear that the jury was no longer out on whether it would happen but only on how quickly.
The third leg was when we turned to investigating in detail what was happening in people’s lives, based on the understanding that at some stage (generally it should happen sooner than it does), work and organisations need to adapt to what is happening in people’s lives. We saw lots of evidence that rather than expect people – talent – to conform to how work had been organised, largely unchanged, since the 1950s, the organisation of work would need to change to attract and engage talent. So, we dove into shifting identities – how notions such as gender, family structures, age are now much more fluid and diverse. We established the need for organisations to create workplaces that embrace the whole selves of their talent and how they evolve, in all facets, over time.
All along the way, we have focused on how companies need to adapt their legacy people policies and processes. One of our favourite images to illustrate the status of people processes in many global organisations is an archaeological excavation site with multiple layers. To
understand how companies can address the challenge of having to attract and engage talent with/despite multiple era processes, we studied the Future of HR and particularly the importance of identifying and saying parting with sunset processes.
Are we at our final destination? Absolutely not! Because the future of work is impacted by how people’s lives change, by technology and by societal change, all of which remains in the making, our final destination is not yet in sight. There is so much we still need to understand, and over the next 12 months, we’ll be researching Agile People Strategy, the High-performing Organisation, and Digitising the Organisation. We’ll be looking into why so many big organisations are struggling to adopt flexible working widely, what digitalisation means for organisations, talent and work.
So my prediction is that in five years’ time, we’ll be as excited about the future of work as we were 10 years ago and as we are now.
Please stay in touch – this co-creational project is only possible thanks to great members of the Future of Work Research Consortium (www.hotspotsmovement.com).
Guest blog by Siobhan McHale, CHRO at Dulux Group
“Anne Lewis” mulled over a problem she was having with a staff member as she queued for her morning coffee at the city’s popular Hole In The Wall Café. She was the executive in charge of a retail loans department at “BlueStoneBank (BSB)” and she had an issue with one of the employees in her team. Jack had been working at the bank for 6 years but had seemed quite disengaged recently. He was bright and others in the team liked working with him but he had been in the same position for over 3 years now. He seemed stuck in a rut. Indeed, over the past few months she noticed that Jack had been so leisurely in his ways that others in the team had to wade in to help him get through his workload.
Anne was meeting with her boss Lee later that afternoon and she knew he would be demanding more from her team. The recent performance stats were not looking good and she needed everyone in the Department, including Jack, to pull their weight. If they didn’t all lift their game Lee would start micromanaging her again!
The Chevy Corvette Sting Ray
As Anne stood in line she wondered whether Jack was simply bored with work or just disinterested in life in general. She remembered a recent work social event when he had spoken animatedly about his passion for antique cars. He seemed to spend every waking hour, when he wasn’t at work, tinkering with that Chevy Corvette Sting Ray sitting in his garage. She wished Jack had the same level of enthusiasm for his job as he had for his beloved collectible car.
Jack seemed much more engaged in working on his Chevy Corvette Sting Ray than he was in his role at BSB
Anne’s mind went back again to the meeting with her boss Lee later that afternoon. She knew that her Department was coming under scrutiny and Jack’s recent listless manner wasn’t helping one bit! She wondered if she should take a different approach to unleashing some of his discretionary effort at work.
The coffee catch-up
Anne ordered her usual cappuccino and decided to get Jack a latte which was his favourite morning brew. Five minutes later she bounded into his office and, as she handed him his coffee, she asked “Jack how do you see your role, you know your job here at BBS?” He took a long sip of the latte, leaned back in his chair and responded “Hey, thanks for the coffee! Well my role, as I see it, is to help our customers complete their loan applications and then submit them to the Risk department for approval. As you know it’s all about driving the revenue line I suppose.”
Anne enquired “What loans do you have on your ‘to do’ list for today?” Jack stretched his arms out above his head and responded “One couple, the Mendozas, want to try and buy their first home in a cool suburb near the bay. Another loan is for a recent graduate Sofia who has just gotten her driving license and wants to purchase her first car. The last high priority one for today is for this guy Liam who is a fanatical sailor and wants to buy a boat so that he can try his hand at fulfilling his dream of sailing around the world!”
“That’s a pretty interesting and diverse group” Anne responded. “And it seems to me from those stories that you’re actually helping to make these peoples’ dreams come true in your role, eh?’ Jack looked at her over the rim of his coffee cup. He raised his eyebrow and nodded slowly. “Yes I suppose you could say that.”
Over the next few week Anne noticed a spring in Jack’s step. He was getting to work on time, she was finding fewer mistakes in his applications and he just seemed, well, happier. He was also a lot more productive and even made time to help out others in the Department. All of this had led to an increase in the team’s productivity which has not gone un-noticed by the boss Lee, who was once again singing Anne’s praises.
The power of reframing
When I caught up with Anne at The Hole In The Wall Café later that month she talked about the shift in Jack’s attitude. “What’s changed to create a happier and more engaged employee? I asked. Anne explained the work that she had been doing over the past few months to reframe the role of her team and to connect them more closely to the difference their work was making in the lives of customers. She went on to say “I reframed Jack’s role from ‘form filler’ to ‘dream maker’ and that, I believe, has made all the difference.”
Reframing verb (transitive) 1. to support or enclose (a picture, photograph, etc) in a new or different frame. 2. to change the plans or basic details of (a policy, idea, etc)
Reframing is about looking at the world through a different lens and is a powerful way to transform our thinking by giving a different meaning to our experience. Reframing the role of employees can lead to higher levels of engagement especially if connected to the difference that your company makes in the lives of others.
How are your employees framing their role at work? Is there an opportunity to reframe how they see the part they are playing in meeting the needs of customers?
Jack had reframed his role from ‘form filler’ to ‘dream maker’ and that had made all the difference
Thank you for reading my post. I’m passionate about creating better workplaces and regularly write about culture and change. If you would like to read future articles please ‘follow or send me a LinkedIn invite. Want to read more?
There has been a fundamental disruption of influence and power over the past few years. Historically, power and influence were in the hands of a chosen few at the top of hierarchies such as politicians, CEOs and public figures. Today we see a different picture. A great example of this is the meteoric rise of Vloggers. These are often teenagers, posting videos from their homes somewhere quite remote. They can command viewers in the their millions and make – or break – a brand or product purely through the influence of a 50 second video. Just last week celebrity influencer Kylie Jenner appears to have wiped roughly $1.5 billion off the market value of Snapchat with one tweet.
The interesting point for organisations to take away is that this isn’t just happening in the outside world. It’s happening at work too. Enterprise social networks such as Yammer or Chatter, as well as a tendency towards flatter hierarchies in many organisations, means that your influencers aren’t necessary all sitting in the executive team. At work, influencers are ‘people who can, because of their knowledge, skills and position in the company network, and not their formal hierarchical power, shape the views of multiple colleagues’. These influencers can become powerful change agents, most particularly in the face of culture change or a major transition your organisation is undertaking.
A challenge for organisations is to identify these influencers, and ensure they can leverage them to support organisational needs and outcomes. While I find that most of the organisations I speak with are aware this should be on their to do list, I sense that many are struggling to find a route to achieving it. So I’ve drawn out three ways to illustrate how to identify influencers, focus on them to nudge behaviour and leverage them to change micro-behaviours.
- Identify influencers: Tata Consultancy Services (TCS), a long-standing client of ours, has made public communication the default through an internal social networking platform the norm called Knome. By using Knome in place of email, a private form communication they aim to unleash unstructured collaboration, innovation and creativity. Interestingly, TCS have also used this tool to identify influencers within their organisation. By using a platform, they can see beyond the traditional hierarchy and identify those with social capital or bright ideas, wherever they might sit within the organisation
- Focus on influencers to nudge behaviour: Nudge theory is a concept in behavioural science where positive reinforcements and indirect suggestions influence the motives, incentives and decision making of groups and individuals. As you can imagine, if organisations focus on changing the behaviours of influencers and leaders, these nudges become all the more powerful. This is due to the multiplier effect of highly visible or influential people on their peers
- Leverage influencers to change micro-behaviours: Enabling workplace culture change requires an understanding and altering of micro-behaviours. It is important for influencers and leaders to call out negative micro-behaviours in the workplace. Equally, leaders and influencers should provide micro-affirmations, that is congratulating the efforts and achievements of employees when they engage in the right kind of work or behaviours. In doing so, employees’ behaviour becomes conditioned through negative repercussions and positive reinforcements, provided by both leaders and influencers
Identifying and leveraging influencers requires subtle and thoughtful work, but research indicates that the outcomes can be significant, particularly in the context of culture change. I have certainly seen the results in the crowdsourcing projects that I run with clients – both in engaging influencers to raise awareness and engagement before the event, and in identifying hidden influencers during crowdsourcing events themselves.
If you’d like to find out more about how to identify and leverage influencers in your organisation, feel free to contact me on firstname.lastname@example.org
 Shu, L. Gino, F. Bazerman, M H., (2011) Ethical Discrepancy : Changing Our Attitudes to Resolve Moral Dissonance, Behavioral Business Ethics: Ideas on an Emerging Field. Taylor and Francis Publishing
 Workwire, (2015) Workplace Nudging Persuade People To Desirable Behaviour
We hear this phrase echoing around the corridors of Canary Wharf and Downtown Manhattan, but are we really unleashing the potential of all the great people in our organisation? Well, in our experience, we find that companies often recruit talented, high performing individuals, but then fail to empower these individuals to affect change.
So what are the levers that organisations must activate if they are to enable their people to unleash their full potential?
1. Speaking up – We spend a lot of time thinking about this at Hot Spots Movement, as well as working on this capability with clients, and what we’ve found is that speaking up is far more likely and powerful in organisations which create an environment of psychological safety. What do we mean by psychological safety? This is an environment in which people’s views are valued, no matter their seniority or function, where people can challenge the status quo and are free to build on each other’s ideas. In addition to creating psychological safety, we find it’s crucial that organisations act on the insights given. People will only speak up if they feel they are being listened to, and that their views are being acted upon.
2. Collaboration – Here, we are looking at tapping into collective people power. Research shows that innovative and impactful ideas tend to come from cross-enterprise collaboration, rather than one team from a research lab or company department working on an issue in isolation. Additionally, new workplace technologies have allowed organisations to bring people together in a many-to-many communication model, inspiring innovation as well as giving employees greater agency when it comes to decision-making.
3. Innovation and Productivity – Organisations often find themselves tasked with doing more with less, and have to constantly reinvent themselves in the face of disruption. As such, innovation is no longer a department or function, but instead a mentality that must pervade the entire organisation. Interestingly, our experience from running innovation projects with clients indicates an innate desire and capacity to innovate which is latent within many employees. What these employees are lacking, however, is the time to do so, or the incentives to ensure they make time for innovation.
4. Organisational Structure and Values – Research shows that strong values and purpose are effective in unleashing the people power of current employees, as well as becoming an increasingly important role in the attraction of new talent. The challenge that organisations face here is to ensure that the rhetoric matches reality. That is to say, if you have a set of values in your office lobby, you need to ensure that they are being reflected in the processes and practices that underpin the everyday behaviour of your employees, and be sure that employees are rewarded for living those values.
We’re undertaking ongoing research into this topic through the Unleashing People Power Survey. This 10-minute survey allows you to pulse-check how your organisation is performing on each of the above four levers, as well as how this compares to the benchmarking of 60+ multinationals. Perhaps take a moment today to complete it, and send it to your colleagues too – the more responses, the more insightful the data.
If you’re interested in taking the Unleashing People Power Survey or would like to learn more about how to unleash the energy of your people, please contact Harriet Molyneaux email@example.com.
 Wuchty, S., Jones, B. and Uzzi, B. 2007. The Increasing Dominance of Teams in Production of Knowledge, Science 316, no. 5827: 1036–1039
 Nally, D. (2015). Five reasons diversity and inclusion matter to every business and every employee. PwC CEO Insights.
Last week I was speaking at an event for an energy company in the Nordics.
The night before the event we were having dinner together and I noticed people avidly checking their phones for the latest score in a sports match of seemingly national significance. When I asked what sport it was I was surprised to learn that it was a chess match. How could a potentially slow-paced game attract so much attention in real-time I pondered?
Now contrast this with another sports event, when FIFA took football (soccer) to the USA. They were asked to shift the pace of the match from two 45-minute halves with a break (standard football timings), to more of a basketball format, with 20-minute sessions and three breaks. The US television channels claimed that an American audience shouldn’t/couldn’t/wouldn’t watch 45 minutes straight without a breather.
While these are just anecdotes rather than careful analyses of each of the countries or cultures in question, they do hint at something we should perhaps pay more attention to in our lives: pace.
This is something I’ve examined in myself in recent years, when I’ve thought about what I’m good at and why I struggle with other endeavors. One example is when I first started speaking at events. My biggest challenge was to talk at a slower pace so that I could be clearly understood, but no matter how hard I tried, I couldn’t do it.
I eventually realized that the speed at which I spoke was innately tied up with the speed at which I approached just about everything in life, perhaps under the impression that that made me more productive. This meant that in order to speak more slowly, I had to practice just ‘being’ at a slower pace. I made myself walk slower, breathe slower, eat slower…. and only by doing all of those other things was I finally able to master presenting at a coherent speed.
It turned out that what I really needed to do was step outside of my comfortable pace of being, and learn to operate in another rhythm. It was a realization that for me, made the difference between excelling at something that was critical for my role, or continually falling short.
Now, pace isn’t something we talk much about at work, but perhaps it should be. We all have a natural pace that makes us great at certain things, but holds us back in other respects.
Maybe take a moment today to consider your natural pace – are you a chess match or a basketball game? And then practice ‘playing the other sport.’ What does it feel like when you simply walk a little faster or slower? What would you be better at if you sped up or slowed down at work? It may be that getting comfortable with a different pace, a different rhythm is the key to helping you master something you’ve been grappling with for years.
 Surely a turn of phrase that gives away how little I know about sports, let alone writing about them
 I appreciate the advertising community may have had something to do with this narrative
A close friend invited me to this year’s MozFest. If you’ve never heard of it, don’t worry, you haven’t been living under a rock. It is Mozilla’s annual 3-day event that seeks to drive innovation on the web. It is also a networking opportunity for the hugely diverse and incredibly creative tech community. Mozilla’s vision is that “learning should be hands-on, immersive, and done collectively”. And no doubt, the event itself reflected this vision with a vast array of talks, games, demonstrations, creative group work, and spaces for innovative ideas. One of the main inspirations I took away was about digital badges.
Up until two weeks ago, I didn’t even know what digital badges were. But the more I look into the topic, the more I find that they are actually becoming quite established in the learning landscape. In fact, IBM recently launched its Open Badge Program to attract talent and keep people engaged. At MozFest, a whole floor was dedicated to Mozilla’s Open Badges project, which was launched already in 2012.
In case you don’t know, digital badges are a type of certification for a skill, accomplishment or capability, much like the badges handed out in the military or the Scouts. Universities, online course providers, companies, museums – any learning provider really – can issue badges, which recipients can add to their profiles like LinkedIn and showcase their skills and capabilities to their peers and potential employers. As there are no limits to content or the submission process (at one museum, you can get a badge for cockroach handling), digital badges aim to disrupt traditional approaches by facilitating informal learning, providing alternative learning pathways, and supporting lifelong learning.
Within organisations, badges are already being used to support performance management, drive collaboration and innovation among employees and enhance employee engagement. Unisys, for example, developed an internal platform that provides each employee with a profile where they can display their badges, allowing them to establish a company presence, connect to other employees with similar skills and search for those with specific subject expertise. IBM is also using badges to provide credentials to external talent, for specific learning journeys, and thereby creating a global pool of talent that it can draw upon. Within IBM, employees who felt recognised for learning achievements (e.g. through badges) were three times more engaged than those who didn’t.
In MozFest’s session on Architecture for Learning Pathways, experts discussed next steps for the badge project. How can badges lead to specific jobs, careers, and help people achieve certain goals? How do different badges relate to each other with regard to the types of achievements they represent? How can they be grouped together to create different learning pathways? Do learning pathways always have to be linear? How can high achievers be differentiated from low achievers?
While these questions are certainly relevant for the education sector, they are also relevant for the corporate world. Training and development is already a major factor in the war for talent while new technologies are transforming the landscape of required skills. In this respect, companies must rethink the value of qualifications, alternative career pathways, and continuous learning. Can badges be used to address some of these challenges, for example, to facilitate lateral career moves? This is something high on our research agenda at the Future of Work. Over the next four months we will be analysing the future of employability and learning to find out more about the big disruptors in this area.
Image: Badges from the Royal Observatory Greenwich, UK Antibiotic Guardian, Amazon and Siemens
By Sarah Elsing, researcher, Hot Spots Movement
Employee Voice is often linked to employee engagement. While employee surveys are used to assess employees’ levels of engagement, Employee Voice can be understood not only as a way of assessing people’s engagement levels but also as one way of enabling this engagement. It also reaches far beyond the realm of employee engagement. A two-way conversation with employees can help boost staff morale and productivity but it can also be useful in the problem-solving process, create innovation, and help an organisation’s leadership renegotiate the deal with its changing workforce.
Despite these wide-ranging uses and benefits, Employee Voice mechanisms are still most often applied in a reactive manner. Only when staff morale or productivity are already low do organisations start engaging their employees in a conversation. When this is the case, they often focus on understanding what is causing the problem rather than allowing employees to voice their ideas on how to improve the situation. As a large, diverse group of problem-solvers and innovators, employees remain largely untapped. At Hot Spots Movement, we therefore find that the best Employee Voice tools allow their participants to move from a reactive, negative and reflective state of mind to a more proactive, constructive and future-oriented conversation.
If you would like to find out more about Employee Voice and how it can work for you, simply leave your details on our contact form using the keyword ‘Employee Voice’. Our white paper on Employee Voice draws on the latest insights from our client-based research and provides best practice tips on how to make it work particularly in an era of digitalisation.