1、Quarterly review N6 2022HOW ORGANIZATIONS EMPOWER TALENTNURTURING THEWork is no more what it traditionally has been.Employees,offices,business,none of it is tethered to a single location.Employee experience is now front and center.And freedom and empowerment of employees is top of mind for every bus

2、iness leader.The content and design of this issue reflect this new empowered workplace of the tomorrow-one where the future of work is not bound by closed environments but allowed to blossom and flourish in the open.2Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower T

3、alent3Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentForewordWith over 350,000 employees around the world,Capgemini is,first and foremost,a people company.In light of this,the future of work the theme of this 6th edition of our quarterly journal Conversations

4、 for Tomorrow is naturally close to our heart.The pandemic has reshaped the future of work:Today,millennials and Gen Z dominate the global workforce,demanding better growth opportunities;a flexible,inclusive workplace;meaningful roles and organizational purpose;and a deeper feeling of belonging to t

5、heir organizations.The employer-employee relationship has evidently changed,and leadership styles need to adapt accordingly.Organizations are fundamentally rethinking how they use their office space.The discussion today is far-reaching;rather than debating the merits of cubicles versus open offices,

6、leaders are re-examining the very nature and role of the physical office in a hybrid work environment.In this edition,we look at how organizations can successfully implement the transformations necessary to thrive in the future of work.We evaluate strategies such as refining and strengthening purpos

7、e;empowering talent;nurturing future skills;and instilling a trust-based culture.There are many questions spinning around the future of work,and,as we seek to provide answers,we are grateful to all the leaders and experts who contributed their thoughts to this journal.Our contributors come from the

8、worlds of economics,business,academia,sports,and include:A Nobel Laureate in Economics The CEOs of Schneider Electric and Capgemini The European Commissioner for Jobs and Social Rights CHROs and senior executives from HSBC,Ericsson,Stellantis,ANZ,Microsoft,LinkedIn,and Girls Who Code Academics and e

9、xperts from the Harvard Business School and the OECD A Rugby World Cup winner Plus,an array of Capgeminis own subject-matter expertsBy bringing together key insights from leaders in their respective fields,we aim to help chart a clear course to the future of work that we can all follow.3ContentsP.14

10、P.14THE CEO CORNERP.28P.28INSIDE THE MIND OF A NOBEL PRIZE LAUREATEP.14Jean-Pascal Tricoire Chief Executive Officer,Schneider ElectricP.14 Aiman EzzatChief Executive Officer,Capgemini P.28Sir Christopher PissaridesNobel Prize winner,Economics,20104Capgemini Research InstituteNurturing the Future of

11、WorkHow Organizations Empower TalentP.40P.40EXECUTIVE CONVERSATIONS WITHP.42Elaine ArdenChief Human Resources Officer,HSBCP.52 MajBritt ArfertSVP&Chief People Officer,Ericsson P.62 Xavier ChreauChief Human Resources Officer,StellantisP.72 Amy EdmondsonNovartis Professor of Leadership and Management,

12、Harvard Business SchoolP.82 Nicolas SchmitEuropean Commissioner for Jobs and Social RightsP.94Kathryn van der Merwe Group Executive Talent,Culture and Service centers,ANZ P.104Jared Spataro Corporate VP of Modern Work&Business Applications,Microsoft P.114Dr.Tarika Barrett Chief Executive Officer,Gir

13、ls Who CodeP.124Josh BersinIndustry analyst5Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentP.134P.134LEADERSHIP LESSONS FROM THE RUGBY PITCHP.134Stacey FluhlerNew Zealand Rugby Union InternationalContentsP.170P.170PERSPECTIVES FROM CAPGEMINIREIMAGINING THE PE

14、OPLE EXPERIENCE:THE ROLE OF HRP.172Stephan PaoliniGlobal Head of Intelligent People Operations,Capgemini Business Services,andClaudia CrummenerlManaging Director,Global Practice Lead of Workforce and Organization,Capgemini InventP.146P.146FROM THE DESK OFP.148Sue DukeGlobal Head of Public Policy and

15、 Economic Graph,LinkedInP.158Stijn BroeckeSenior Economist,OECD 6 6Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentBUILDING A FUTURE-READY TALENT ORGANIZATIONP.182Anne LebelGroup Chief Human Resources Officer,Capgemini,Natalie Hugues JacqueminGroup Head Talent

16、 and Learning Officer,Capgemini,andPallavi TyagiEVP and Group Head-People Experience Design and Future of Work Expertise Hub,CapgeminiTECH WORK:A KEY ENABLER OF THE AMAZING PEOPLE EXPERIENCEP.192 Jon HarrimanVice President,Employee Experiences,Capgemini Group Portfolio,andAlan Connolly Global Head o

17、f Employee Experience Portfolio,Cloud Infrastructure Services,CapgeminiUNLOCKING WORKFORCE POTENTIAL THROUGH DIVERSITY AND INCLUSIONP.202Shobha MeeraChief CSR Officer,Member of Group Executive Committee,CapgeminiP.212P.212INSIGHTS FROM THE CAPGEMINI RESEARCH INSTITUTEP.212 People Experience How comp

18、anies can make life better for their most important assets7 7Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentExecutive Summary8Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentExecutive SummaryOver the past few years,our

19、relationship with work has changed forever.Driven by the healthcare imperative,remote working has brought flexibility but also a host of new challenges.Many of todays employees are,to some degree,unsatisfied or unhappy with their experience at work.Even more worryingly,their managers are often unawa

20、re of this:in our research,92%of leaders say their employees are happy at work,while only 30%of individual contributors and 65%of managers agree.Redesigning work around the employee Many organizations are structuring working life and the work environment around their employees,to an unprecedented de

21、gree.How do they want to upskill?What level of autonomy would they prefer?How do we ensure that their work is meaningful?How do they want to see their careers develop?And how much flexibility do they need in their work life?Josh Bersin,industry analyst,comments:”The smartest organizations are redesi

22、gning jobs and working environments around employees,making well-being,skills,and culture core to business design.”Executive Summary9Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentThe smartest organizations are redesigning jobs and working environments around

23、 employees.Josh Bersin,Industry Analyst92%OF LEADERS SAY THEIR EMPLOYEES ARE HAPPY AT WORK,WHILE ONLY 30%OF INDIVIDUAL CONTRIBUTORS AND 65%OF MANAGERS AGREE.Employees want to be in the driving seat,deciding how their work lives are structured and how they will deliver outcomes.Jean-Pascal Tricoire,C

24、EO at Schneider Electric,sees the new working structure as supporting this:“Hybrid work could be the best way to customize working environments for every personal circumstance and career or life stage.”It all boils down to delivering an exceptional employee experience,confirms Kathryn van der Merwe,

25、Group Executive Talent&Culture and Service Centers at ANZ:“We are committed to three core behaviors:create opportunities,deliver what matters,and succeed together while working in a hybrid,flexible manner.”Leading with trustTrust between leaders and employees is paramount.As Josh Bersin puts it:“The

26、 first thing people want from their employers is a sense of trust and belonging the ability to be themselves at work and to have open conversations and relationships with peers,without any fear of negative consequences.”Executive Summary10Capgemini Research InstituteNurturing the Future of WorkHow O

27、rganizations Empower TalentThe rules of engagement have changed,and leadership styles need to adapt accordingly.In the hybrid world of work,successful leaders need to be more empathetic;be willing to grant autonomy to different teams;encourage dissenting views;and be prepared to let go of outdated v

28、alues.Elaine Arden,Chief Human Resources Officer,HSBC,concurs:“Were moving away from traditional targets,like days spent in the office;productivity should be measured in terms of customer outcomes,team cohesion,and social capital.”When it comes to teaming and collaboration,Stacey Fluhler,a member of

29、 New Zealands national rugby union side,one of the most successful sports teams in the world,emphasizes the importance of honesty and candor:“Our success is based on honest discussions-and,when necessary,tough conversations.”Beware of productivity theater The new hybrid environment has brought new c

30、hallenges.Jared Spataro,Corporate Vice President,Modern Work&Business Applications at Microsoft,points out the pitfalls of hybrid working:“Employees want to be seen to be productive,and this can lead to“productivity theater”:attending meetings in order to be seen,making sure they chip in from time t

31、o time,but really their attention is on something outside the meeting.”I can envision a future society where theres simply no unskilled work.Sir Christopher Pissarides Executive Summary11Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentAmy Edmondson,Novartis Pr

32、ofessor of Leadership and Management at Harvard Business School,underlines another major challenge:the negative impact of hybrid working on collaboration.“The shift to remote working has caused the share of time employees spend in collaborative cross-group connections to drop by about 25%compared wi

33、th the pre-pandemic level,”Edmondson explains.Making the workplace fit for purposeSome organizations are already taking drastic measures to address this issue,rebranding their workspace as collaboration zones:“We are evolving our workspaces with 25%of space for individual desks and 75%for creative a

34、nd collaborative work.If you come back on site,it should not be just to sit behind your laptop,but to interact with your colleagues,feed off each others energy,and brainstorm solutions dynamically,in a way that is difficult to achieve online,”says Xavier Chreau,Chief Human Resources and Transformati

35、on Officer,Stellantis.Employees want to be seen to be productive,and this can lead to productivity theater.Jared Spataro,Corporate Vice President,Modern Work at MicrosoftTechnology is at the core of hybrid working and the redesigned employee experience.As Jon Harriman and Alan Connolly from Capgemin

36、i argue in this edition:“Organizations that use technology as an empowering element and offer employees the right tools improve their employees ability to perform their jobs and help them to derive greater satisfaction from doing so.”Non-traditional talent and upskilling There are an estimated 700,0

37、00 to1 million digital-skills vacancies in Europe.This points to a shortage of desired talent and highlights how crucial aspects of organizational culture such as recruitment methods,talent retention,and employee development are to building a capable workforce.It all starts with recruitment.Accordin

38、g to Nobel Prize Laureate Sir Christopher Pissarides:Organizations have to get better at evaluating candidates based not just on their professional experience to date,but also on their characteristics,related skills,and ability to learn.”Organizations are becoming more open to non-traditional recrui

39、tment techniques.Capgeminis CEO Aiman Ezzat says:”Organizations need to be on the lookout for talent,even in non-typical environments.In Brazil,we are upskilling Uber drivers to join Capgemini as junior associates.”Executive Summary12Capgemini Research InstituteNurturing the Future of WorkHow Organi

40、zations Empower TalentUpskilling is a necessary process to empower employees to reposition themselves as automation gains traction across sectors.Sir Christopher Pissarides clarifies the outlook:“I can envision a future society where theres simply no unskilled work.”Upskilling is near the top of the

41、 agendas of many large organizations.Xavier Chreau,Stellantis,agrees:“We have to recruit the right talent for all divisions especially R&D if we want to reinforce the new primacy of our software-based strategy.We launched an electric academy in early 2022 to upskill the entire Stellantis sales workf

42、orce around electric vehicles EVs by 2025.”Companies are using in-house employment marketplace tools to facilitate internal mobility and better prepare managers to act as career coaches and advisors.HSBCs Elaine Arden comments:“We have an internal talent marketplace that 140,000 employees use.Its a

43、game-changer:connecting talent and skills,at scale,across the business.It empowers people and democratizes access to work by disrupting traditional internal hierarchies and breaking down silos.”It starts with the education system,as Nicolas Schmit,European Commissioner for Jobs and Social Rights,poi

44、nts out:“Our education systems have to be more innovative and give people more capacity to learn.”Automation improves quality of working lifeKathryn van der Merwe at ANZ highlights the benefits of automation for the workforce:“Automation is creating new roles as we navigate new systems in cloud,data

45、,process automation,Organizations need to be on the lookout for talent,even in non-typical environments.In Brazil,we are upskilling Uber drivers to join Capgemini as junior associates.Aiman Ezzat,CEO,CapgeminiExecutive Summary13Capgemini Research InstituteNurturing the Future of WorkHow Organization

46、s Empower Talentreport positively on inclusive workplace practices than are women(25%)in the tech environment.”Sue Duke,Global Head of Public Policy and Economic Graph at LinkedIn,agrees about under-representation of women in leadership.She argues that organizations should be providing more flexibil

47、ity to women to build diversity at all levels;as she points out:“Women are 24%more likely than men to apply for remote roles.”robotics,etc.But is also impacts more broadly improvements to engagement and enjoyment of work.”Although some low-skilled jobs are permanently automated,many new roles have e

48、merged.Nicolas Schmit believes that many fears about automation were misplaced:“Everybody feared automation,robotization,the idea of a jobless economy.It is true that a lot of traditional roles are disappearing;but it is also true that there are more jobs in todays economy than ever before and a lot

49、 of these are more interesting,highly skilled and strategic roles.”Fostering diversity and inclusivity Xavier Chreau at Stellantis explains why diversity is good for business:“We have many different types of customers,so it makes sense to draw on as many different viewpoints as possible from within

50、the organization.”Organizations are taking positive action to improve diversity,starting with leadership roles.MajBritt Arfert,SVP and Chief People Officer at Ericsson,highlights how this organization has put in place long-term incentives for management to drive change:“We have linked our long-term

51、variable-pay program for our executives to increasing the percentage of women in line-manager positions.”Dr.Tarika Barrett,CEO of Girls Who Code,believes there is still much work required to arrive at an acceptable level of inclusivity in the workplace:“There is a disconnect between organizations pe

52、rceptions of the level of inclusivity they are offering and that which is experienced by young women in the workforce.HR leaders are almost twice as likely(45%)to We have linked our long-term variable-pay program for our executives to increasing the percentage of women in line-manager positions.MajB

53、ritt Arfert,SVP and Chief People Officer at EricssonThe CEO CornerJean-Pascal Tricoire Chief Executive Officer,Schneider ElectricAiman Ezzat Chief Executive Officer,Capgeminiin discussion with The CEO Corner14Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent15C

54、apgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterJean-Pascal Tricoire has been Chairman and CEO of Schneider Electric since 2013.Over his 35-year career at Schneider Electric,Jean-Pascal has held diverse positions in France,Italy,China,South Africa,and the US,and is curr

55、ently based in Hong Kong.He is a director on the worldwide Board of the UN Global Compact,a UN#HeForShe Corporate IMPACT champion,and a Member of the International Business Council of the World Economic Forum.Jean-Pascal also sits on the Global CEO Council of Chinas Premier Li Keqiang and the Adviso

56、ry Board of the mayors of Beijing and Shanghai.Schneider Electric,a global leader in energy management and industry automation,develops related technologies and solutions for electricity distribution.The company also offers energy and sustainability,automation,cloud,and consulting and training servi

57、ces.With a global presence in over 100 countries,Schneider enables the digital transformation of energy management and automation in homes,buildings,data centers,infrastructure,and industries.Schneiders revenues in 2021 amounted to 28.9 billion euros,with over 128,000 employees.Jean-Pascal Tricoire

58、Chief Executive Officer,Schneider ElectricAiman Ezzat Chief Executive Officer,CapgeminiWith more than 20 years experience at Capgemini,Aiman Ezzat has a deep knowledge of the Groups main businesses.He has worked in many countries,notably the UK and the US,where he lived for more than 15 years.Aiman

59、was appointed CEO in May 2020;prior to that,from 2018 to 2020,he served as the Groups COO and,from 2012 to 2018,as CFO.Aiman is also on the Board of Directors of Air Liquide and is a Member of the International Business Council of the World Economic Forum.Capgemini is a global leader in partnering w

60、ith companies to transform and manage their business by harnessing the power of technology.Capgemini is a responsible and diverse organization of over 340,000 team members in more than 50 countries.With its strong 55-year heritage and deep industry expertise,Capgemini is trusted by its clients to ad

61、dress the entire breadth of their business needs,from strategy and design to operations.The Group reported in 2021 global revenues of 18 billion.The Capgemini Research Institute spoke to Jean-Pascal and Aiman to understand their views on the future of hybrid work,and to ask them how organizations ca

62、n create value through sustainability and deliver outcomes by combining servitization with digitalization.The CEO Corner16Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent16MAKING HYBRID WORK ENGAGINGHybrid working has been a Schneider Electric policy for aroun

63、d two years now.What are the lessons you have learned during this period?Jean-Pascal:Hybrid isnt new to us;we were in a hybrid environment even before the pandemic.Over the past three years,weve learned that you need to be very flexible in your relationship with employees.People have shown that they

64、 can work efficiently away from the office,thanks in part to the technologies that enable this.However,the preference around working location is an individual choice,although weve seen that both culture and geography impacts it.Some are very eager to go back to the office,others struggle with the co

65、ncept of returning.We also learned that our multi-hub model,with four regional hubs in North America,Europe,China,and India,is a strength of hybrid working.It allows individuals to take up global roles close to their families or,if they prefer,experience new parts of the world as they move from role

66、 to role.The conclusion is that for any company,you need to be flexible with employees to work as it is most suitable for them.The CEO Corner17Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent17How do you see hybrid working evolving in the next few years?Jean-P

67、ascal:The future of hybrid work will be about mass customization,allowing every employee to customize working environments to their personal circumstances,career,or life stage.All of us have learned to work remotely,and as a result the processes of our companies have adapted to make way for it.We,ho

68、wever,need to have a hybrid work model which includes relevant time spent together,but is also open to those personal preferences.Returning to offices will be largely determined by function and geography;however,there are some instances where we need to be together.Being in the office is particularl

69、y important for new recruits and employees near the beginning of their careers as it provides a place for them to learn about organizational culture,which can be challenging to understand remotely.By extension,experienced colleagues need to be present to train and mentor younger employees.Such inter

70、action is crucial to fostering loyalty to the company and coaching future leaders.Aiman:Hybrid working is here to stay.At Capgemini,we have introduced team rituals and adapted leadership and management practices to the new work environment.Encouraging the development of attributes such as authentici

71、ty,emotional intelligence,openness to change,and the ability to create a culture of trust in which employees feel empowered will be key to a functioning hybrid workplace.Technological advancements and organizational efforts to improve employee experience will make hybrid work more engaging.The abili

72、ty to create a culture of trust in which employees feel empowered will be key.Aiman Ezzat The CEO Corner18Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat do you think are the root causes of the“Great Resignation,”and what can organizations do to combat hi

73、gh quitting rates?Jean-Pascal:During the pandemic,a backlog of resignations built up,so this might have distorted the rates a little.Moreover,the pandemic brought a whole slew of environmental factors to bear on work-related decisions.People began to question whether they needed or wanted to live in

74、 an urban environment or whether they should be nearer family.Theyve also been questioning whether they are on the career path that is right for them.So,its not all down to what organizations are doing or not doing;in part,its down to the fact that people have had more time and space to reflect.The

75、barriers to Gen-Zs quitting,in particular,are low,as they havent had time to build a strong relationship with their organizations or colleagues.They are generally more flexible in terms of office-based work,usually being free from family constraints.Nonetheless,the workplace experience can be challe

76、nging for younger people as they leave university and cohorts of people in their age range join organizations and have to work with people from different generations.Organizations must ensure they offer inclusiveness and a welcoming workplace by assigning the right mentors.The younger generation als

77、o expects to work in companies that prioritize sustainability and digitization,as well as flexibility and inclusion.Jean-Pascal Tricoire Hybrid work will be about mass customization,allowing every employee to customize working environments for their personal circumstance,career or life stage.Aiman E

78、zzat The Great Resignation is an opportunity to bring in new talent.The CEO Corner19Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentFrancesco Starace Aiman:The“Great Resignation”is not a crisis but a new reality and an opportunity to bring in new talent.In spi

79、te of a very challenging environment and increased attrition,we increased our workforce by 50,000 people in the past 12 months(as of 3Q22).We developed a state-of-the-art talent-management system,incorporating global hybrid-working policies,diversity and inclusion programs,world-class digital traini

80、ng,accelerated promotions,and employee mobility,all of which enables us to reinforce our positioning as an employer of choice.ACCESSING UNTAPPED TALENT POOLSHow are you addressing the skills shortages in your respective sectors?Jean-Pascal:We are living and working with technologies that didnt exist

81、 10 years ago.It means we need to train people.It starts with investing and upskilling your own people,particularly around digital technologies.We also have a long-term engagement supporting internships and vocational training to train people in both academic theory as well as real-life applications

82、.We are also further developing our multi-hub model,which places our SINCE 2021,SCHNEIDER HAS HAD 42%AND 44%REPRESENTATION OF WOMEN,RESPECTIVELY,AT BOARD AND EXECUTIVE COMMITTEE LEVELS.Jean-Pascal TricoireThe CEO Corner20Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empow

83、er Talent20decision makers in different places around the world.This allows us the opportunity to tap into a large pool of talent.Within this model,every individual has the opportunity to access the highest level of the company without leaving their home time zone(if this is their preference),which

84、is a major attraction.Lastly,we embrace diversity in all aspects;for example,accessing a previously untapped talent pool by hiring women who are looking to re-enter the workforce following a career break.Since 2021,Schneider has had a 42%and 44%representation of women,respectively,at board and execu

85、tive committee levels.Aiman:We continue to reinforce our industry-focused skills in areas such as intelligent industry and 5G.Through NEXT,a digital learning experience platform,we are making learning programs from providers such as Coursera and Pluralsight accessible to all our employees.This enabl

86、es our people to continually grow their business,professional,and technical skills and knowledge to be fully empowered in driving their careers.At the height of the COVID-19 pandemic,we launched a program to help women in rural India develop their IT skills,ultimately,to establish careers in the tec

87、hnology sector.In the current labor market,organizations need to be on the lookout for talent,even in non-typical environments.In Brazil,we are upskilling Uber drivers to join Capgemini as junior associates.Aiman Ezzat Organizations need to be on the lookout for talent,even in non-typical environmen

88、ts.In Brazil,we are upskilling Uber drivers to join Capgemini as junior associates.WHY SUSTAINABILITY IS GOOD FOR BUSINESS Schneider Electric is aiming to have in place a net zero supply chain by 2050,with precise steps for 2025,2030,and 2040.How will you ensure that all suppliers/stakeholders contr

89、ibute to these goals?Jean-Pascal:It is teamwork,but the good news is that today this journey is becoming a common goal for many companies.Everyone is realizing that a business built for sustainability is built to last.Companies are also facing increasing pressures with ESG participation,not just fro

90、m investors,but from countries and from other companies too.The CEO Corner21Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentAt Schneider,scope 3 emissions account for more than 99%of our group carbon footprint,so working with our suppliers and integrators is e

91、ssential if we are to meet our carbon commitments.To make sure we meet our goals weve,over the past 20 years,realigned our entire corporate strategy around sustainability.First,with what we do in business,refocusing our portfolio to harness technology for efficiency and sustainability.Secondly,we co

92、nsistently measure our efforts with programs and KPIs to monitor our own performance.In the past 20 years,weve reduced our energy use by 10%every three years.Third,we make sure that our entire ecosystem is engaged on this journey.It means embedding sustainability in our company culture and helping a

93、ll stakeholders advance on this journey.And finally,we have put in place the proper governance at every level to oversee this.Our research indicates that many organizations still view sustainability as a cost driver.How do you convince your clients to invest in sustainability?Jean-Pascal:Theres an o

94、ld perception that sustainability conflicts with performance.In reality,sustainability forces you to streamline your organizational business strategy.Being more sustainable is actually good for a companys P&L.In todays world,sustainability is a license to operate but it is also necessary to attract

95、the best talent,which is the ultimate foundation of the wealth of any company.Our customers are starting to understand that sustainability is an investment,rather than a drag on organizational growth.Lastly,if you want to work with any flagship companies,youre going to have to show your commitment t

96、o being sustainable because you are a part of their scope 3.A companys sustainability efforts are becoming a qualifier to sell to someone else.Jean-Pascal Tricoire Theres an old perception that sustainability conflicts with performance.In reality,sustainability forces you to streamline your organiza

97、tional business strategy.The CEO Corner22Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent Aiman:Capgemini has a longstanding commitment to environmental sustainability,with the strategic aim of mitigating our own environmental impact but also helping our clien

98、ts deliver their ambition.We are supporting the Swiss luxury brand Breitling on its journey to net zero,driving their global carbon accounting by combining our expertise in sustainability measurement with Salesforce Net Zero Cloud.Overall,we are contributing to the digital backbone of Breitlings tra

99、nsformation to a fully sustainable company.And theres ever-increasing client interest in sustainability.We currently have 14 offerings in our sustainability portfolio.We bring sector-specific solutions to drive positive,tangible business outcomes across the whole value chain of our clients organizat

100、ions.Weve built a complete enterprise metaverse capable of digitizing processes,power and energy supply into one 3D model,which is collecting and adapting to real-time data,processed at the edge or in the cloud.Jean-Pascal TricoireThe CEO Corner23Capgemini Research InstituteNurturing the Future of W

101、orkHow Organizations Empower TalentHow is the move from product-led to services-led business models affecting your industry?Jean-Pascal:We welcome digitization,which makes the transition from product-to services-led business much more accessible.At Schneider,around 10%of turnover comes from recurrin

102、g services that were previously transactional.Its a revolution for us,and is by far the fastest-growing aspect of the business.By building our subscription revenue,we are establishing an ongoing relationship with that customer base,making the model doubly valuable to us.The number of connected asset

103、s has increased by at least 50%a year over the past five years.Most of our value propositions develop around the circularity of our systems,recycling and upgrading to bring more appetite for subscription.Aiman:Fueled by the rapid development of technologies,including cloud,artificial intelligence,th

104、e Internet of Things,edge computing,and 5G,servitization is the next growth market.These disruptive technologies,coupled with access to real-time data,enable organizations to offer consumption-based,value-added services.This shift from“product”to Could you highlight a couple of sustainability innova

105、tions that Schneider Electric is working on?Jean-Pascal:In our sector there are two disrupters to the equation of sustainability:digitization,the way to address waste,and clean electrification,the way to eliminate carbon.The big thing is efficiency everywhere and in every direction.Weve built a comp

106、lete enterprise metaverse capable of digitizing processes,power,and energy supply into one 3D model which is collecting and adapting to real-time data,processed at the edge or in the cloud.Weve empowered customers to digitize their resource consumption and tackle scope 3 emissions.Our agnostic softw

107、are and smart-grid architectures contribute to electrification and decarbonization.Weve deployed cloud-based platforms to increase the effectiveness of power usage,improve efficiency,optimize value chains,and supply customers with information.Also,Im proud that Schneider is the first company to elim

108、inate SF6 greenhouse gas from the power grid,instead using only air.THE SERVITIZATION REVOLUTIONThe CEO Corner24Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent“product+services”will improve efficiency,reduce costs,and create new revenue streams for organizati

109、ons.However,by elevating customer experiences,service-led models also raise customer expectations.For instance,if an organization is using robotics-as-a-service for its warehouse operations,it will expect the service to deliver higher productivity by proactively addressing potential maintenance and

110、performance issues.We will deliver Alstoms first software-as-a-service platform to enable digital rail services for its customers.The platform is cloud-based,cyber-secure,data-driven,and delivered in partnership with Microsoft.The project will support Alstoms transformation towards being a smart and

111、 sustainable mobility leader,accelerating the move from product to digital services in alignment with the companys 2025 strategic positioning.Many organizations are driving towards digital services and looking to accelerate their ROI from digital investments.Which changes do organizations need to ma

112、ke to succeed in the move from product-to services-led operating models?Jean-Pascal:Organizations need the courage to abandon legacy models and accelerate new ones.Organizations must be stubborn strategically and agile tactically in order to survive in a volatile environment.They need to have a long

113、-term vision,but also the ability to pivot as they encounter all the obstacles along the way.Every decision or action should be a two-way door,which allows you to go back if the strategy misfires.At Schneider,around 10%of turnover comes from recurring services that were previously transactional.Its

114、a revolution for us.Jean-Pascal TricoireAiman Ezzat Servitization is the next growth market.The CEO Corner25Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhich new technology are you most excited about and why?Jean-Pascal:Our industry is addressing the bigge

115、st challenge of our generation,which is climate change.Going digital is the first step in the clean-energy transition.Digitization improves efficiency and connects every step of the value chain.It allows consumers to make better-informed decisions.Energy decentralization through electrification and

116、digitization fascinates me.Im excited to be leading one of the companies enabling people to take control of their energy use.Aiman:Digital,cloud,and data,combined with AI,offer a compelling opportunity across our clients entire business value chain from customer experience to the design of new produ

117、cts and services,to the digitalization and transformation of manufacturing and supply chains and the radical redesign of business-management systems.From a future-of-work perspective,increased automation,advances in the metaverse,virtual reality,augmented reality,and Web3 are scaling up human capabi

118、lities and accelerating development.What would be your advice to your CEO peers about managing in an uncertain environment?Jean-Pascal:Helping each other,and importantly exchanging points of view with people who are different to you,those that live in different places,or have different educational o

119、r environmental backgrounds.Perhaps youll have disagreements,but we can learn much more through understanding our differences than trying to go it alone.Aiman:Talent,innovation,and sustainability are the top priorities we must act upon collectively to build the future of work and the future of socie

120、ty as a whole.OUTLOOK The CEO Corner26Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent26The CEO Corner27Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent2727Going digital is the first step in the clean-energy transition.J

121、ean-Pascal Tricoire Chief Executive Officer,Schneider ElectricAiman Ezzat Chief Executive Officer,CapgeminiDigital,cloud,and data,combined with AI,offer a compelling opportunity across our clients entire business value chain.Inside the mind of a Nobel Prize laureate.Inside the mind of a Nobel Prize

122、laureate28Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentSIR CHRISTOPHER PISSARIDESNobel Prize Laureate and Regius Professor of Economics,London School of EconomicsInside the mind of a Nobel Prize laureate29Capgemini Research InstituteNurturing the Future of

123、WorkHow Organizations Empower TalentSir Christopher Pissarides pioneered modern understanding of how regulation and economic policies affect unemployment,job vacancies,and wages,work which won him and his colleague,Dale T.Mortensen,the Nobel Memorial Prize in Economic Sciences in 2010.Professor Piss

124、arides specializes in labor markets,macroeconomic policy,and economic growth.He also co-founded the Institute for the Future of Work(IFOW),an independent research and development institute exploring how new technologies transform work and working lives.The Capgemini Research Institute spoke to Profe

125、ssor Pissarides about his work on labor-market frictions;the interplay between automation,job loss,and job creation;and how to expand productive employment opportunities and create a good jobs economy.BUILDING A GOOD JOBS ECONOMYInside the mind of a Nobel Prize laureate30Capgemini Research Institute

126、Nurturing the Future of WorkHow Organizations Empower TalentYou won the Nobel prize in 2010 for your work on labor-market frictions and technology.How do you think the labor market and the implications of technological development for employment have evolved since then?Many people lost their jobs du

127、ring the pandemic,and the new jobs being created are entirely different from those they are replacing.For example,many routine jobs were automated while giving a boost to STEM-related roles.This technological revolution has led to further disruption of the labor market.As routine jobs were replaced,

128、workers had to undertake a challenging transition process if they are to adapt to new opportunities.Today,however,employers have access to more information about the labor market and peoples behaviors;the insights gleaned from this can be used to improve the overall wellbeing of workers.A widespread

129、 skills mismatch is also causing labor-market friction.This is due to rapidly changing skills requirements;information asymmetry resulting from uncertainty;and geographic changes as not many low-skilled jobs are remote and hybrid.EVOLUTION OF WORK AND WELL-BEINGThe new jobs being created are entirel

130、y different from those they are replacing.Inside the mind of a Nobel Prize laureate31Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat is the biggest change currently happening in the world of work?The future of work will be largely influenced by digital te

131、chnologies,and the biggest challenge is to ensure that these developments benefit the environment and humankind,enhancing well-being,working conditions,and work-life balance.The pandemic has emphasized the significance of access to good-quality,safe,secure work,and the value of human skills and coll

132、aboration.Yet,technology innovators seldom consider the impacts on working life itself,and the employee can be forgotten.A WIDESPREAD SKILLS MISMATCH IS ALSO CAUSING LABOR-MARKET FRICTIONTechnology innovators seldom consider the impacts on working life itself,and the employee can be forgotten.Inside

133、 the mind of a Nobel Prize laureate32Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentENCOURAGING GOOD WORKHow would you define good work and how can organizations design jobs to incorporate it?Good work encompasses more than employment.It promotes dignity,auto

134、nomy,and equality.It is subject to fair pay and conditions.And it takes place in an environment that has a sense of community and where people are properly supported to develop their talent.The most important feature of good work is promoting the engagement of the worker by giving them greater auton

135、omy and opportunities to use their own initiative.Workers are looking for jobs that are designed well,offer them incentives,and use their skills to deliver peak performance and contribute towards organizational goals.Are work life and personal life well balanced?Does the company treat all workers fa

136、irly?One of the usual ways to progress at work is to change roles within the company:you do something for a while and move on to work that is related to your current role but requires complementary skills.Workers might ask questions such as,are there other roles within the company available to me to

137、 which my talents are better suited?What obstacles are there to my attaining these positions?Worker ambition also impacts how firms fill their vacancies.Searching for someone who wants to replicate their current job in a different environment for higher pay can be self-defeating.Instead,firms should

138、 recognize that many workers are trying to broaden their portfolios of work experience.The most ambitious,adaptable individuals can be a major asset to any organization,even if they are unconventional candidates for a given role.Firms have to get better at evaluating candidates based not just on the

139、ir professional experience to date,but also on their characteristics,related skills,and ability to learn.Good work promotes dignity,autonomy,and equality.Inside the mind of a Nobel Prize laureate33Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentFirms have to g

140、et better at evaluating candidates based not just on their professional experience to date,but also on their characteristics,related skills,and ability to learn.Inside the mind of a Nobel Prize laureate34Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentHow can

141、you build a good-jobs economy?At macro level,governments should incentivize companies to provide good work through tax relief,for example.People should be educated correctly,both formally and in the workplace,so that they come to expect good working conditions.A recognizably good working environment

142、 with strong employee retention rates can also encourage venture capital investments,which are long-term in nature,because companies with low employee turnover are viewed as less risky.Governments,both by working in partnership with companies and through tightening regulation,must develop a social c

143、ulture of good jobs.There are many areas that can be improved:being stricter in applying anti-discrimination measures,ensuring provision of training programs,promoting lifelong learning at work,and monitoring employee health and general well-being,to name a few.Studies confirm that good work contrib

144、utes to productivity,by allowing the worker more flexibility to choose the role within the company to which they are best suited,resulting in a better match between talents and role requirements.A recognizably good working environment with strong employee retention rates can also encourage venture c

145、apital investments.Inside the mind of a Nobel Prize laureate35Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentThe Nordic countries are a pioneering example of positive investment in good work.When you look at happiness surveys,life satisfaction,the Nordics are

146、 streets ahead.Among larger economies,Germany enjoys high productivity in its manufacturing sector.It has an effective apprenticeship system,which is essentially on-the-job training subsidized by the government.We need to survey the best practices from different countries around the world and extrac

147、t them to build a template for good work.GOOD WORK CONTRIBUTES TO PRODUCTIVITYBRIDGING THE TALENT GAPHow do you see the gig economy maturing over time?The gig economy certainly includes some negative elements:increased worker stress,no sick pay,no holiday pay,no pensions,zero-hour contracts contract

148、s with no minimum number of working hours,and general uncertainty of the flow of work.At the same time,there are positive features that attract workers,such as autonomy,flexibility,and choice in terms of the work you take on.We need to strike the right balance to improve gig-working models,providing

149、 adequate pay and retaining flexibility,while allowing gig workers to maintain a work-life balance.Some companies like to treat them as employees,offering them some benefits.They also judge their performance by long-term results,rather than monitoring their every move.But at present,only larger comp

150、anies can afford to provide this level of flexibility.For small companies,the government should provide protection.Spain was the first country to pass such a law regulating the gig economy;it would be interesting to examine Inside the mind of a Nobel Prize laureate36Capgemini Research InstituteNurtu

151、ring the Future of WorkHow Organizations Empower Talenthow employment has been affected there.So,governments should have a bigger role to play in regulating the gig economy and ensuring that the negative aspects do not outweigh the benefits for employers and employees.How should the education system

152、 respond to labor-market shortages?The education system needs to adapt to the new technologies that are beginning to influence various markets.It has to adapt and teach more STEM skills.More importantly,education should provide learners with a portfolio of skills that can be updated during their pro

153、fessional lives,opening many doors for them.It should,of course,provide you with basic skills such as communication,mathematics,language,and so on,to teach you how to deal with customers and co-workers,as well as how to conduct basic research,or teaching.The ideal is closer to the French Baccalaurea

154、te system.We shouldnt encourage students to specialize too early.Specialization should come in work-based training,as companies understand their specific skills requirements much more than the educational institutions.Each student has different talents,and only a broad education offering exposure to

155、 wide-ranging subjects would appropriately direct them to identify their suppressed talents.Exposure to a set of skills can prepare young people for entry into the labor market.Governments should have a bigger role to play in regulating the gig economy and ensuring that the negative aspects do not o

156、utweigh the benefits for employers and employees.Inside the mind of a Nobel Prize laureate37Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentAutomation technologies have hurt lower-and mid-skilled jobs but have benefited enormously the higher-skilled jobs.THE I

157、MPACT OF AUTOMATIONWhat has been the impact of automation on jobs and workers in the past few years?Automation technologies have hurt lower-and mid-skilled jobs but have benefited enormously the higher-skilled jobs.Unfortunately,this is increasing inequality in the workplace.I can envision a future

158、society where theres simply no unskilled work.However,although many jobs will disappear,work is becoming safer and more interesting.Right now,we still have high employment for unskilled jobs,but I see a lot of these roles,such as warehouse operatives,couriers,and taxi drivers,being automated,or goin

159、g into the gig economy.We should take the opportunity during this transition period to adapt our education systems to ensure that young people leave education equipped with the skills most appropriate to them,which will allow them to find a place in the future of work.Inside the mind of a Nobel Priz

160、e laureate38Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentI can envision a future society where theres simply no unskilled work.Sir Christopher PissaridesNobel Prize Laureate and Regius Professor of Economics,London School of EconomicsInside the mind of a No

161、bel Prize laureate39Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentExecutive conversations withExecutive Conversations40Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentHSBCElaine ArdenChief Human Resources Officerh p.42

162、ERICSSONMajBritt ArfertSVP&Chief People Officerh p.52 STELLANTISXavier ChreauChief Human Resources Officerh p.62HARVARD BUSINESS SCHOOLAmy EdmondsonNovartis Professor of Leadership and Managementh p.72EU Nicolas SchmitEuropean Commissioner for Jobs and Social Rightsh p.82ANZKathryn van der MerweGrou

163、p Executive Talent,Culture and Service centersh p.94MICROSOFT Jared SpataroCorporate VP of Modern Workh p.104GIRLS WHO CODEDr.Tarika BarrettChief Executive Officerh p.114INDUSTRY ANALYSTJosh Bersinh p.124Executive Conversations41Capgemini Research InstituteNurturing the Future of WorkHow Organizatio

164、ns Empower Talent42Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterExecutive ConversationsELAINE ARDENChief Human Resources OfficerHSBCElaine Arden joined HSBC in 2017 as its Chief Human Resources Officer.Prior to that,she was Group HR Director at RBS(now NatWest)and D

165、irect Line.With over 25 years of experience,Elaine has been responsible for various aspects of HR across several business verticals,including IT,Credit Cards,and Asset Finance.She is a Fellow of the Chartered Institute of Banking in Scotland(CIBOS)and a member of the Chartered Institute of Personnel

166、 and Development(CIPD).The Capgemini Research Institute spoke to Elaine about managing talent across geographies,closing skills gaps,and building an inclusive and collaborative culture to improve business outcomes.TAKING A HUMAN APPROACH TO THE FUTURE OF WORKWith assets of$3 trillion and operations

167、in 64 countries and territories at 31 December 2021,HSBC is one of the largest banking and financial services organizations in the world.The company has a customer base of approximately 40 million and employs around 220,000 full-time equivalent staff.Executive Conversations43Capgemini Research Insti

168、tuteNurturing the Future of WorkHow Organizations Empower TalentWhat are the key elements driving the people agenda at HSBC?I think its useful to divide the people agenda into two areas of focus.The first comprises reskilling,restructuring,and growing the business.Reskilling is essential for the fut

169、ure skills we need to deliver on our strategic plan.On restructuring HSBC is constantly transforming.As a recent example,we radically downsized our operations in Europe and the US to support the shift in capital to Asia in 2020.To support growth,we have big hiring plans to build robust capabilities

170、in Asia.The second area focuses on cultural change:fostering diversity and inclusion with our global reach and footprint,future-proofing the workplace culture and strengthening leadership to set the strategic direction of the organization.Elaine ArdenChief Human Resources Officer,HSBCTHE FUNDAMENTAL

171、S OF PEOPLE STRATEGY RESKILLING IS ESSENTIAL FOR THE FUTURE SKILLS WE NEED TO DELIVER ON OUR STRATEGIC PLAN.Executive Conversations44Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentHow does HSBC encourage dynamic talent allocation and skills development?We sup

172、port our employees in developing the digital,data,and sustainability skills that will be most important in the longer term.Were providing our employees with a learning platform that gives us a framework for skill-building at scale.Employees are able to train,upskill,and attain qualifications in a wa

173、y that is tailored to benefit their professional trajectories.We have set a core curriculum that helps them develop structured learning journeys focused on in-demand skills.For instance,the Sustainability Academy offers programs that are accredited by external bodies and instill everything from very

174、 specific change to a high-level understanding of current sustainability imperatives.LEARNING AND TALENT ALLOCATION AT HSBC Executive Conversations45Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWe also have an internal talent marketplace that 140,000 employ

175、ees use.Its a game-changer:connecting talent and skills,at scale,across the business.It empowers people and democratizes access to work by disrupting traditional internal hierarchies and breaking down silos.We are committed to redeploying employees affected by our restructuring programs;almost a qua

176、rter of employees affected in this way found new roles within HSBC in 2021,up from 14%in 2020.How does HSBC use its internal talent marketplace to overcome cultural and geographical barriers and support collaboration?We selected around 10,000 employees from the technology team based in India to intr

177、oduce the digital talent marketplace platform,as,by the nature of their training,they were already thinking of skills and projects in this way.Following a successful pilot,we were able to go live with the talent marketplace for another 90,000 employees across four markets.We will make it available t

178、o all our employees worldwide by Q1 2023.Anecdotally,I have heard a lot of good things,and we are also looking at quantitative data to see how the system is working.We will examine outcomes across markets and verticals as we scale.But,overall,we are keen to keep it loosely structured,giving people f

179、reedom to explore new tasks and roles.We have an internal talent marketplace that 140,000 employees use.Its a game-changer:connecting talent and skills,at scale,across the business.Executive Conversations46Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWe hav

180、e 220,000 people in over 60 countries;thats a lot of different markets and business cultures to consider!THE PRODUCTIVITY PUZZLEHow can organizations improve productivity in the hybrid era?Organizations rely on their people to connect with customers;consequently,they need to make sure that their peo

181、ple are happy with their choice of employer and work environment.Were moving away from traditional targets,like days spent in the office;productivity should be measured in terms of customer outcomes,team cohesion,and social capital.We trusted people through the lockdown,and they delivered.So,why sud

182、denly take that trust away?Its easy to focus on the extremes,pointing to the few employees who did not respond positively to the office re-opening.But its never a good idea to design your whole approach for the outliers.The best way to improve both organizational health and individual well being is

183、to offer a range of flexible working options and support teams in finding the right balance between office and remote working.We trusted people through the lockdown,and they delivered.So,why suddenly take that trust away?Executive Conversations47Capgemini Research InstituteNurturing the Future of Wo

184、rkHow Organizations Empower TalentProductivity should be measured in terms of customer outcomes,team cohesion,and social capital.We want to maximize the autonomy and empowerment that lockdown and remote working brought,and then get the benefits of“together”work and great workplaces I cant stress eno

185、ugh that human connections count.We have learned that one size doesnt fit all;hybrid means employees in most roles can choose the best way to get work done for their teams,their customers and themselves.81%OF EMPLOYEES SPEAK FAVORABLY ABOUT HSBCS APPROACH TO FLEXIBLE WORKING TO FRIENDS AND FAMILY AN

186、D MANY VALUE IT AS A KEY REASON TO RECOMMEND HSBC AS A GREAT PLACE TO WORK.1Executive Conversations48Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent1 HSBCs Future of Work survey,June 2022.Its important to allow teams to take time to try things,discover what w

187、orks best.We have 220,000 people in over 60 countries;thats a lot of different markets and business cultures to consider!Instead of trying to enforce a common framework,we decided to allow managers to implement hybrid working at team level,focusing on flexibility,both for the employee and the custom

188、er.Our engagement survey revealed that our employees worked flexibly evenbefore the pandemic and our hybrid approach takes this a step further;81%of employees speak favorably about HSBCs approach to flexible and hybrid working and many value it as a key reason to recommend HSBC as a great place to w

189、ork.And 86%of people managers say their teams have the balance between remote and office working right.1Instead of trying to enforce a common framework,we decided to allow managers to implement hybrid working at team level,focusing on flexibility,both for the employee and the customer.Executive Conv

190、ersations49Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentHow can organizations nurture a sense of community among their remote workforce?Organizations need to elevate workplace experience by equipping managers to implement the initiatives they know will supp

191、ort their teams,and by creating even more flexible and digitally enabled workspaces.We have redesigned workplaces to build social capital,with a strong focus on new joiners.In our employee engagement survey,we use a“hybrid effectiveness index”to track the benefits of hybrid working.By monitoring the

192、 outcomes,we intend to drive trust between employees and their managers and colleagues,productivity and customer focus,and a sense of social belonging and well being at work.We need to be culturally and geographically sensitive and adapt our approach depending on where in the world our teams are bas

193、ed.For instance,although Hong Kong and the UK arent hugely different in terms of working cultures,Hong Kong is a much smaller city with shorter commute times and a higher proportion of intergenerational households.The UK workforce is geographically more dispersed,and employees are less likely to liv

194、e with their families.So,the work-life balance and requirements for one set of employees could be quite different from that of another,even where there are superficial similarities.We run an executive leadership program to align our leaders personal objectives with corporate goals and foster human c

195、onnections,offering executive education and training,using both internal and external experts.The program has helped leaders build trust and to bring together a global community of leaders who,day to day,are geographically distant.INSTILLING A CULTURE OF TRUST Executive Conversations50Capgemini Rese

196、arch InstituteNurturing the Future of WorkHow Organizations Empower Talent51Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterWe have redesigned workplaces to build social capital,with a strong focuson new joiners.Elaine ArdenChief Human Resources Officer,HSBCExecutive C

197、onversations52Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterExecutive ConversationsMAJBRITT ARFERTSVP&Chief People OfficerEricssonMajBritt Arfert joined Ericsson straight from university.In a career spanning over 35 years,Arfert has held various global executive HR r

198、oles and was responsible for handling international acquisitions,driving change,aligning all people-related initiatives,and managing employee and industrial relations.Arfert was appointed Senior Vice-President and Chief People Officer for Ericsson in April 2017.In this role,she focuses on creating a

199、n exceptional employee experience and a culture that attracts and inspires top talent.The Capgemini Research Institute spoke to Arfert about Ericssons approach to nurturing diversity and inclusion,transforming corporate culture,and designing the new workplace.RECONNECTING WITH OUR ROOTS:STRENGTHENIN

200、G A CULTURE OF DIVERSITY IN THE WORKPLACEHeadquartered in Stockholm,Ericsson is a leading provider of mobile connectivity solutions to telecom operators and to enterprise customers in various sectors.With revenues of approximately$22 billion in 2021,the Company has around 100,000 employees and custo

201、mers in more than 180 countries.Executive Conversations53Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentAs Ericsson plans its hybrid workplace of the future,what is your hiring approach?At Ericsson,since the onset of the pandemic,the percentage of newly hired

202、 employees co-located with their managers has fallen dramatically,from 75 to 50 percent.The organizations hiring approach has been refined to focus on finding the best fit for the role in question,rather than the best candidate from the talent pool of a given location.However,hiring team members fro

203、m totally different time zones is not ideal for roles that require close collaboration and extensive office time,potentially having a negative impact on employee work-life balance and,ultimately,well-being.MajBritt ArfertSVP&Chief People Officer,EricssonINFUSING THE WORKPLACE WITH DIVERSITY AND INCL

204、USIONExecutive Conversations54Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentMoreover,over the past two to three years,it has become clear that remote work does not necessarily hinder productivity as Ericsson had around 85,000 employees working from home duri

205、ng the pandemic.Ericsson continues to deliver on its strategy and is experimenting with a 50/50 hybrid model.How is Ericsson increasing representation of women in technical roles?Ericsson aims to increase representation of women companywide,to 30%by 2030,up from 25%in 2021.We are partnering with oth

206、er organizations in the ICT/tech industry to encourage more people from different backgrounds to apply.Post-recruitment,organizations must ensure that women in technical roles are given sufficient support and opportunities to allow them to grow,both in their roles and in the organizations.Ericsson l

207、aunched its Altitude Program,to offer mentorship,networking,education,and training to allow employees to fulfill their career aspirations.We follow up closely on the impact of our initiatives.Our data shows that about one-quarter of graduates from the Altitude Program have moved to new positions in

208、their organizations,demonstrating its effectiveness in facilitating career progression and mobility.We have also linked our long-term variable-pay program for our executives to increasing the percentage of women in line-manager positions.We have linked our long-term variable-pay program for our exec

209、utives to increasing the percentage of women in line-manager positions.Executive Conversations55Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentCULTURAL TRANSFORMATION,GROWTH,AND INNOVATIONCould you outline the progress and impact of the organizations cultural

210、-transformation program,Ericsson on the Move?The program is part of our effort to transform Ericssons culture.It is centered around our five core focus areas:empathy and“humanness”;cooperation and collaboration;executing with speed;fact-based and courageous decision-making;and creating a speak up en

211、vironment.Cultural change is not about sending around a memo or pinning up a poster;its about changing day-to-day work habits and attitudes.Recognizing this,rather than seeking to enforce cultural change,we designed the program to foster it through positive inquiries.We put around 7,000 of our forma

212、l and informal leaders through intensive,hands-on workshops,during which they are not only provided with training and resources but are also encouraged to experiment with different ways of using them in their day-to-day jobs.We wanted to create awareness about why change was necessary and what it sh

213、ould look like.This methodology focuses on continuous experimentation,which in turn fosters agility and adaptability.How are you changing the habits and attitudes of the whole workforce?This upskilling and awareness-raising process equips our leaders to drive change in the organization.At the same t

214、ime,we have begun to build awareness across the workforce and engage employees in the journey.We invited all 100,000 employees to participate in a 72-hour discussion about our transformation journey and the role each of us can play in it.Executive Conversations56Capgemini Research InstituteNurturing

215、 the Future of WorkHow Organizations Empower TalentCULTURAL CHANGE IS ABOUT CHANGING DAY-TO-DAY WORK HABITS AND ATTITUDES.In 2021,we moved this globally driven transformation program to be operationally driven by our leaders in our local units.We have also launched a digital platform called the Move

216、 Journey,through which internally trained leaders can deliver team workshops.By end-2021 over 15,000 people had used the Move Journey,and over 8,000 had participated in our workshops.Executive Conversations57Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat

217、 have been the impacts of this cultural-transformation program?Weve been on the journey for more than three years,and we have already seen the impact.The data shows a clear correlation between customer experience and employee feedback across the five focus areas.Teams that engage with the program ha

218、ve 1.5 times higher overall employee feedback scores than those with no awareness.We saw similar results when people feel psychologically safe to speak up about different topics.For“aware”teams,positive results were 1.4 times higher.In relation to the dimension of executing efficiently,teams that we

219、re aware of Ericsson on the Move scored 1.8 times higher than teams with no awareness.DESIGNING WORKPLACES FOR THE HYBRID WORLD OF WORKHow has Ericsson adapted its workplace strategy to the new working environment?To inspire workers,the office should have a demonstrable purpose.External data tells u

220、s that people quit their jobs when they are asked to return to offices full time.Our people said they wanted to come to the office to collaborate,network,share knowledge,build social capital,and rediscover a sense of belonging.We are redesigning our offices to support these aims.We invited all 100,0

221、00 employees to participate in a 72-hour discussion about our transformation journey and the role each of us can play in it.Executive Conversations58Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentPeople will be able to return home to concentrate on their pers

222、onal workloads.Collaborating in the traditional,siloed office environment can be tough,so we are now piloting new designs in several offices globally.We believe that the right environment will enhance employee well-being and improve productivity;in a collaborative team environment,people will want t

223、o contribute.In the office,more experienced employees can more easily help newcomers,support colleagues,and just have the usual conversations around the coffee machine or copier,which we have all missed.We are experimenting more with open spaces,too.There are mini meeting rooms and quiet areas for f

224、ocused work.But people will be able to return home to concentrate on their personal workloads.Executive Conversations59Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent SKILLS OF THE FUTURE How is Ericsson adapting its skilling strategy to meet its long-term go

225、als?We have defined the critical skills using four standardized proficiency levels and have embedded skilling strategies in our annual business-and financial-planning cycle.Each critical skill area has a designated lead who curates various experiential up-and reskilling journeys.We have set targets

226、for skill shifts to measure progress.Our most mature journey is on artificial intelligence(AI)and automation,where we have upskilled 19,000 employees across the four proficiency stages,and we expect to double that number of employees during the next year.How are you preparing Ericssons people to lea

227、d in the future?Leaders need to be able to bring clarity to communicate complex ideas and messages clearly to the whole workforce.The second priority is optimization:how does a leader balance the needs of individuals in their team with the needs of the team as a whole,in order to optimize productivi

228、ty and impact?Third is demonstrating empathy and humanness.Leaders need to stay close to their people,especially now;in a hybrid model,you cannot distance yourself.Of course,all these three elements are underpinned by good understanding and effective use of digital tools to maximize efficiency,where

229、ver and whenever work is done.19,000We have upskilled 19,000 employees on artificial intelligence(AI)and automationExecutive Conversations60Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent61Capgemini Research InstituteBreathe In(novation)Uncover Innovations th

230、at MatterPeople want to come to the office to collaborate,network,share knowledge,build social capital,and rediscover a sense of belonging.We are redesigning our offices to support these aims.MajBritt ArfertSVP&Chief People Officer,EricssonExecutive Conversations62Capgemini Research InstituteBreathe

231、 In(novation)Uncover Innovations that MatterExecutive ConversationsXAVIER CHREAUChief Human Resources&Transformation OfficerStellantisXavier Chreau was appointed Chief Human Resources&Transformation Officer and a member of Stellantiss top executive team in January 2021.He has built his career in HR,

232、alternating between head-office roles and operations activities within different sites and divisions,including R&D,Manufacturing,and support functions.The Capgemini Research Institute spoke to Xavier about Stellantiss transformation into a tech company through upskilling and reskilling,and how the o

233、rganization is attracting young talent in the hybrid world of work.SKILLING FOR THE MOBILITY ERAStellantis is a global automotive group with 14 brands including Alfa Romeo,Chrysler,Citron,Fiat,Jeep,Maserati,and Peugeot.In 2021,Stellantis shipped 6.1 million vehicles earning net revenues of approxima

234、tely$159 billion.The company has over 282 thousand employees.Executive Conversations63Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentUnder the New Era of Agility initiative,Stellantis enables employees to work 70 percent from home and 30 percent from the offi

235、ce.How are you helping your workforce adapt to these new ways of working?Our New Era of Agility program was launched in 2020 with the aim of improving employees work-life balance,boosting their motivation,and protecting their well-being.It was also designed to spur the use of digital and collaborati

236、ve tools,reduce bureaucracy,and reinforce autonomy and flexibility.To achieve these objectives,we took a 360-degree approach to employee well-being,comprising five axes:physical,mental,professional,social,and financial well-being.Xavier ChreauChief Human Resources&Transformation Officer,StellantisTR

237、ANSFORMING OFFICES INTO COLLABORATIVE SPACESWE ARE EVOLVING OUR WORKSPACES WITH 25 PERCENT OF SPACE FOR INDIVIDUAL DESKS AND 75 PERCENT FOR CREATIVE AND COLLABORATIVE SPACES.Executive Conversations64Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWe have mobil

238、ized stakeholders from HR,Real Estate,ICT,plus employees and leaders,to evolve ways of working,behaviors,and the mindset within the company.The most important aspect is to change peoples mindsets and,through that,their behavior especially among our managers.How will we create team cohesion and insti

239、ll a feeling of belonging to the company?How will the organization need to be led in the next normal?For example,we are using digital skill assessment to profile 50 percent of our managers by end-2022 and the remaining 50 percent by end-2023.We want to help them help us to make our work relevant to

240、employees,giving them more autonomy in decision-making and offering opportunities to make meaningful impact,for example in addressing climate change.We are using digital skill assessment to profile 50 percent of our managers by end-2022 and the remaining 50 percent by end-2023.Executive Conversation

241、s65Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhy is diversity such a strong focus at Stellantis?Diversity is in our DNA we see ourselves as“powered by diversity”and one of our great strengths,with 270,000 people across 170 nationalities from 42 countries

242、.This is a real competitive advantage.We have an ethical obligation to ensure that talent from anywhere in the world is given the same opportunities and treated equally;there are also great commercial benefits to this approach.Our objective is to drive real advantage,both locally and globally.With t

243、he new way of working,we can draw on our collective intelligence,from many different perspectives and geographies.We have many different types of customers,so it makes sense to draw on as many different viewpoints as possible from within the organization.We want to give people the automobiles that t

244、hey want,and the most effective way to achieve this is to gain access to as many different market viewpoints as possible.Are you redesigning your offices to adjust to the new hybrid work requirements?We are evolving our workspaces with 25 percent of space for individual desks and 75 percent for crea

245、tive and collaborative spaces.If you come back on-site,it should not be just to sit behind your laptop,but to interact with your colleagues,feed off each others energy,and brainstorm solutions dynamically,in a way that is difficult to achieve online.We have decided to redesign our technical centers

246、using this approach in areas such as France,Brazil,Italy,the US,and Germany.If you come back on-site,it should not be just to sit behind your laptop,but to interact with your colleagues,feed off each others energy,and brainstorm solutions dynamically,in a way that is difficult to achieve online.DIVE

247、RSITY MATTERS Executive Conversations66Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWe have many different types of customers,so it makes sense to draw on as many different viewpoints as possible from within the organization.270,000 270,000 people across 17

248、0 nationalities from 42 countries.Executive Conversations67Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentStellantis has a stated goal of achieving 35 percent representation of women in its leadership by 2030(up from 24 percent in 2020).Which strategies are y

249、ou adopting to reach this goal?Gender equality is a clear priority for us,as is equality among nationalities,ethnicities,and disability levels.To bring this about,we need to improve our HR processes to promote meritocracy.Meritocracy is the foundation of diversity.We have dedicated governance under

250、the leadership of the CEO and me to manage the diversity,and inclusion(D&I)policy in the company,with a specific D&I committee at the top level.We are aiming for a minimum 20 percent of employees from diverse backgrounds at middle-manager level by end-2022;this target will increase to 24 percent nex

251、t year and continue to rise by 2 percent every year.We are aiming for a minimum 20 percent of employees from diverse backgrounds at middle-manager level by end-2022.Executive Conversations68Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentSKILLING FOR THE FUTUR

252、EHow does Stellantis create an agile workforce with future-ready skills?We have a global employee expertise community,connecting experts in specific domains throughout the business,which is designed to strengthen the evolution of skills.This community plays a key role in research and experimentation

253、,building external relationships and partnerships to develop technical knowhow,all of which supports our strategic plan.For example,the transition from combustion engines to electric is transforming our skills requirements throughout the value chain and leading to new“professions”at all levels,inclu

254、ding that of blue-collar workers.By 2024,Stellantis has targeted developing a network of 4,500 software engineers,creating talent hubs around the globe.How have you invested in upskilling and reskilling your workforce to prepare for electrification and“softwarization”of the automotive industry?We ha

255、ve established a dedicated Software Division to manage the shift to becoming a sustainable mobility-tech company.Stellantis is creating a software and data academy to retrain more than 1,000 of our engineers every year to fulfill multiple roles within our software community.We aim to hire top softwa

256、re and AI talent from technology and other Executive Conversations69Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talentindustries globally.By 2024,Stellantis has targeted developing a network of 4,500 software engineers,creating talent hubs around the globe.These

257、 engineers will be crucial to Stellantis software ambitions.We have to recruit the right talent for all divisions especially R&D if we want to reinforce the new primacy of our software-based strategy.We launched an“electric academy”in early 2022 to upskill the entire Stellantis sales workforce aroun

258、d electric vehicles(EVs)by 2025.We will also double the number of leaders with direct responsibility for the bottom line and provide entrepreneurial training to our identified high-potential leaders to encourage value creation across the business.My main objective as CHRTO is to unleash the talents

259、of everyone.Every employee should feel they can contribute on the journey.We launched an“electric academy”in early 2022 to upskill the entire Stellantis sales workforce around electric vehicles(EVs)by 2025.Executive Conversations70Capgemini Research InstituteNurturing the Future of WorkHow Organizat

260、ions Empower Talent71Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterWe will double the number of leaders with direct responsibility for the bottom line and provide entrepreneurial training to our identified high-potential leaders to encourage value creation across the

261、 business.Xavier ChreauChief Human Resources&Transformation Officer,StellantisExecutive Conversations72Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterExecutive ConversationsAMY C.EDMONDSONNovartis Professor of Leadership and ManagementHarvard Business SchoolAmy C.Edmo

262、ndson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011,and was ranked#1 in 2021.She received the organizations Breakthrough Idea Award in 2019,and Talent Award in 2017.Professor Edmondsons research focuses on teaming,psychological safety,and organizatio

263、nal learning.Her articles have been published in numerous academic and management outlets,including Harvard Business Review and California Management Review.Her most recent book,The Fearless Organization:Creating Psychological Safety in the Workplace for Learning,Innovation and Growth(2018)has been

264、translated into 15 languages and its blueprint for creating a fear-free culture has revolutionized how organizations think about workplace culture as a means to thrive in the Future of Work.The Capgemini Research Institute spoke to Professor Edmondson about building a psychologically safe workplace,

265、embracing failure,and how leaders can steer their organizations through the new business environment.A PLACE OF GREATER SAFETY:GIVING PSYCHOLOGICAL REASSURANCE IN THE WORKPLACEExecutive Conversations73Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat is psy

266、chological safety and how does it drive organizational performance?A psychologically safe workplace is an environment where behavior traditionally perceived as incurring interpersonal risks,such as posing challenging questions,making objective observations,proposing out-of-the-box ideas,and expressi

267、ng dissenting views,is actively encouraged and made explicitly penalty-free.When organizations create such a work environment,they are rewarded with a greater degree of candor in terms of employee responses and questions,which translates into higher quality of output especially when the work is know

268、ledge-intensive.This has been confirmed in a well-publicized study by Google called Project Aristotle,which set Amy C.EdmondsonNovartis Professor of Leadership and Management,Harvard Business SchoolPSYCHOLOGICAL SAFETY AND ORGANIZATIONAL PERFORMANCEThe highest-performing teams are those with the str

269、ongest elements of psychological safety.In a hybrid set-up,leaders should go out of their way to encourage dissenting views.Executive Conversations74Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talentout to find the“secret sauce”of high-performing teams.They foun

270、d that the highest-performing teams were those with the strongest elements of psychological safety.An important disclaimer here is that psychological safety enables high performance,but it doesnt inherently motivate it;greater psychological safety will perpetuate a sense of freedom and relieve inter

271、actional tensions but will not provide incentives to perform.However,research suggests that motivation is not the problem;most often,employees feel motivated but are stymied in their attempts to act on that motivation.Here,psychological safety comes to the rescue by encouraging behaviors such as ask

272、ing questions,experimentation,and giving candid feedback.It releases people from the constraints of interpersonal fear.When employees have both motivation and psychological safety,a learning zone is created,which quickly develops into a high-performance zone.A psychologically safe workplace is an en

273、vironment where behavior traditionally perceived as incurring interpersonal risks,such as posing challenging questions,making objective observations,proposing out-of-the-box ideas,and expressing dissenting views,is actively encouraged and made explicitly penalty-free.Executive Conversations75Capgemi

274、ni Research InstituteNurturing the Future of WorkHow Organizations Empower TalentBUILDING FEARLESS ORGANIZATIONSWhat does psychological safety look like in practice?It looks energizing.We see less hesitation,and greater participation and inclusivity,meaning that planning and performance benefit from

275、 a range of diverse perspectives.There might be an increase in overt work-related“conflict,”but it will be healthy,impersonal,and productive.More voices will be heard,regardless of the status or role of the speaker;ideas will be received and assessed based on their own merits,rather than the positio

276、n of the speaker in the organizational hierarchy.How can organizations create a psychologically safe work environment in a remote setting?Hybrid working arrangements present an additional challenge to organizations seeking to create a psychologically safe workplace.In a remote setting,organizations

277、need to rely more on an effective structure than on the strength of informal interpersonal relationships.This structure should provide a platform for everyone to speak and employ techniques such as a devils advocate or pre-mortem assuming the project will fail andidentifying the potential causes of

278、failure.In a hybrid setup,leaders should go out of their way to encourage dissenting views.In a psychologically safe workplace,there might be an increase in overt work-related“conflict,”but it will be healthy,impersonal,and productive.Executive Conversations76Capgemini Research InstituteNurturing th

279、e Future of WorkHow Organizations Empower TalentAs well as demonstrating them through their actions,leaders should be open and explicit about their intentions to be inclusive and helpful.By establishing a psychological as well as an operational framework,the safe environment can be transferred to th

280、e hybrid structure.Which managerial practices help foster a culture of psychological safety across the organization?Recognize fear as a risk;make it discussable,make it okay to ask for help,and welcome diverse views.Then,the most important thing is the use of inquiry the explicit,proactive,persisten

281、t use of good questioning techniques.When managers or colleagues ask thought-provoking questions,it gives employees the stage and lends implicit credibility to their opinions and ideas,while demanding high-quality thinking.My interest in psychological safety stems from a more profound interest in co

282、llaboration.The quality of the product or outcome depends,inevitably,on effective collaboration.Empirical research by Microsoft has concluded that the shift to remote working has caused the share of time employees spend in collaborative cross-group connections to drop by about 25%compared with the p

283、re-pandemic level.We are still collaborating but have become more siloed.We are communicating just as much and sending more emails,but we are less likely to boundary span link internal networks with external sources of information in potentially practical ways.This issue should be identified in indi

284、vidual organizations and steps taken to overcome it,such as identifying points in each project for productive cross-departmental collaboration,rather than leaving everything to email.25%DROP The shift to remote working has caused the share of time employees spend in collaborative cross-group connect

285、ions to drop by about 25%compared with the pre-pandemic level.Executive Conversations77Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentHow to avoid underperformance and innovate better by embracing failure?I have identified three broad categories of failure:ba

286、sic,complex,and intelligent.Basic failure occurs when deviation from a set formula results in a bad outcome.Complex failures result from multiple events in different departments or disciplines,or at different levels of the organization;it is analogous to a breakdown in a vulnerable system.During the

287、 pandemic,supply-chain breakdowns offered examples of complex failure.Intelligent failure can result from positive actions,such as venturing into new territory,exploring new opportunities,experimenting with hypotheses,and(as a result of these positive behaviors)making small mistakes.Organizations mu

288、st get comfortable with these types of failure and learn from them in order to create new knowledge and promote innovation.Companies must celebrate intelligent failure and do whatever they can to mitigate,reduce the frequency of,and(ideally)eliminate basic and complex failures.It is also sound polic

289、y to seek to avoid intelligent failures of a magnitude where they can no longer be considered intelligent.THREE CATEGORIES OF FAILURESFear-based management leads people to hide,striving to provide the illusion of performance,rather than real excellence.Executive Conversations78Capgemini Research Ins

290、tituteNurturing the Future of WorkHow Organizations Empower TalentWhat sort of relationship should a leader have with failure?Many leaders are highly tolerant of intelligent failure because it drives innovation,but,understandably,they are intolerant of incompetence and sloppiness.The best leaders th

291、ink like scientists,rather than old-fashioned command and control managers.They are no longer under the illusion that they can just set targets and goals and,if people try hard enough,they will achieve them.The best leaders set a clear direction and have a very high ambition about what can be done t

292、hrough productive collaboration.However,at the same time,they keep open minds about how the ultimate destination will be reached and which milestones will be passed on the way there.Is fear really a motivating factor?Fear fundamentally motivates people to withdraw,rather than participate and strive

293、for excellence.If employees are afraid in the work environment,they will be keen to show superficial competence but will aim little higher than that.In some environments,the former attitude will suffice.If Im doing something standardized repeatable widget-making,say then looking good and being good

294、will be the same.But,if the work requires ingenuity,judgment,and collaboration,looking good and being good will not be the same thing.Fear-based management leads people to hide,striving to provide the illusion of performance,rather than real excellence.Eventually,all illusions are discovered and bec

295、ome expensive,embarrassing,and potentially highly damaging.Fear can motivate adequate performance of highly standardized,highly routine,highly objective work tasks.However,it does not serve as a motivator for knowledge-intensive work or any task that requires ingenuity,creativity,and teamwork.How ca

296、n organizations use agility hacks?Large established companies often use“agility hacks”shortcut responses that alleviate a problem temporarily allowing a more measured response to the underlying causes to bypass temporarily their standard processes and act quickly and effectively,while leaving the ov

297、erall system undisturbed.Executive Conversations79Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentOrganizations unleash high-powered teams to pursue a new market opportunity or respond forcefully and creatively to severe performance problems(such as an alarmin

298、g decline in revenue).These teams use unorthodox methods to achieve results quickly,which act as workarounds to get things done outside the organizations established architecture and standard operating processes.The case studies where these were employed differed in size and duration,but we encounte

299、red commonalities in their approaches:they were connected to their purpose,they received permission to cut through bureaucracy,and they could bypass the disciplined,iterative processes used in their usual operations.Other companies seeking to create agility hacks should build them around these princ

300、iples.Agility hacks will not necessarily alter how the overall structure of the company works,but I argue that this is no bad thing.It is more a case of mobilizing various teams to provide effective quick fixes that buy time in which long-term solutions can be developed.LEADING THROUGH THE NEW NORMA

301、LWhat are the top three attributes that you would like to see in leaders?Leaders need to be vulnerable,curious,and empathetic.None of us knew we were about to face a global pandemic;we need to admit to this state of vulnerability.Leaders who acknowledge reality are stronger than those who dont.I see

302、 you as a less strong leader if you say,“Get it all under control;we are solid in our knowledge of what were doing and whats going to happen next.”That,to me,is an unrealistic and ill-informed stance.As I say,leaders should have the mindset of a scientist:growth and learning come from a place of cur

303、iosity.And empathy is a powerful place to come from,too,because,if you want to inspire and engage others in challenging activities that lie ahead,you need to understand human behavior and have a generous attitude to your employees,both as colleagues and as people.Leaders need to be vulnerable,curiou

304、s,and empathetic.Executive Conversations80Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent81Capgemini Research InstituteBreathe In(novation)Uncover Innovations that MatterThe best leaders think like scientists,rather than old-fashioned command and control mana

305、gers.They are no longer under the illusion that they can just set targets and goals and,if people try hard enough,they will achieve them.Amy C.EdmondsonNovartis Professor of Leadership and Management,Harvard Business SchoolExecutive Conversations82Capgemini Research InstituteBreathe In(novation)Unco

306、ver Innovations that MatterExecutive ConversationsNICOLAS SCHMITEuropean Commissioner for Jobs and Social RightsNicolas Schmit has been European Commissioner for Jobs and Social Rights since 2019.He is responsible for strengthening the EUs social dimension and developing an action plan to implement

307、the European Pillar of Social Rights.Before starting at the European Commission in 2019,he has held the position of Minister for Labor,Employment,and Immigration in his home country of Luxembourg.The Capgemini Research Institute spoke to Nicolas about creating new opportunities for Europeans to thri

308、ve in a digitalized,greener economy.FOSTERING A COMPETITIVE EUROPEExecutive Conversations83Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talent*Difference between the employment rates of men and women aged 2064;pps means percentage points,or one-hundredths of a wh

309、oleSource:Eurostat,EU labor market quarterly statisticsWhat are your key priorities as European Commissioner for Jobs and Social Rights?In this role,I must respond to diverse challenges in the labor market in Europe.Firstly,we have to make an enormous effort to reskill and upskill people.Secondly,we

310、 need to address labor shortages,which are partly due to mismatches in the labor market,adverse demographics due to an aging society,and labor resignation,although this last issue is easing as people return to the labor market in response to a perceived worsening of economic conditions.We need to su

311、pport peoples reintegration into the labor market by providing fair conditions and helping them develop the required skills.We also have to monitor geopolitical developments and their effect,for example with respect to the energy crisis,inflation,etc.We need to monitor market conditions at both gran

312、ular and big-picture levels.Nicolas SchmitEuropean Commissioner for Jobs and Social RightsEuropean labor market statistics,June 2022Number of people employed aged 2064 years193.9 millionEmployment rate of people aged 2064 years74.8%,up 0.3 pps QoQSeasonally adjusted unemployment rate5.8%,or 12 milli

313、on people,up 0.2 pps QoQGender employment gap*0.2 pps decrease QoQExecutive Conversations84Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat are the biggest trends impacting the European jobs market?The biggest trend is the request for certain skills.Digita

314、l skills is one significant area:there are an estimated 700,0001 million vacancies in Europe related to digital skills.To bridge this skills gap,the European Commission(EC)has named 2023 the European Year of Skills.This initiative will help us progress our goals to have 80%of Europeans equipped with

315、 basic digital skills and 20 million information,communication,and technology(ICT)specialists in Europe by 2030.Another focus is cybersecurity;we are aware that this is a growing area in need of expertise and we need to train more specialists.We also need to address skills shortages in sectors beyon

316、d digital,such as hospitality.With the greening of our economy,too,we are focusing on the renovation of buildings which can deliver a great deal of energy savings,but we need more people who are trained to work in this field.THE FUTURE OF JOBSWe aim to have 80%of Europeans equipped with basic digita

317、l skills and 20 million information,communication,and technology(ICT)specialists in Europe by 2030.Executive Conversations85Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentWhat do you see as the main impacts of automation on jobs in Europe?Everybody feared aut

318、omation,robotization,the idea of a jobless economy.It is true that a lot of traditional roles are disappearing;but it is also true that there are more jobs in todays economy than ever before and a lot of these are more interesting,highly skilled,and strategic roles.So,again,its not a lack of jobs th

319、at is the issue,its the need for lifelong learning to adapt to new types of jobs.How has the concept of labor flexibility developed in the past 2-3 years?In the past,flexibility meant that labor markets must be flexible,which meant short-term contracts;this was too heavily weighted in favor of emplo

320、yers,who could dismiss workers at short notice.We need a system that benefits both sides of the employment equation.700,000-1 MILLION vacancies in Europe related to digital skills.Executive Conversations86Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentFirst,w

321、ith the technology-driven shift in jobs we have just discussed,we need to support organizations in the up-and reskilling of employees,so that they are ready to take on new opportunities and new roles.We can then help with managing the transition when they do take these on.We also need to support org

322、anizations,through regulatory means and otherwise,in helping people work in a more flexible manner that suits their lifestyles,whether that be through hybrid working or another way.Working towards both of these improvements is what I call a“positive flexibility”mindset.BRIDGING THE SKILLS GAPIs the

323、European Commission looking at any specific initiatives to address the shift to digital?Owing to the digital transition,a number of new jobs will emerge in the next 10 years,but we cannot predict exactly the form they will take.This is a challenge,because we have to prepare people for jobs we are no

324、t sure about.This means that our education systems have to be more innovative and give people more capacity to learn.Lifelong learning is one of the major issues.At the European Commission,we have made two proposals.One is called EASE Effective Active Support to Employment;this concerns our recommen

325、dations on how to design labor-market policy and support role transition,both within and between companies and sectors,to assuage concerns around potential loss of employment.There are more jobs in todays economy than ever before and a lot of these are more interesting,highly skilled,and strategic r

326、oles.Executive Conversations87Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower TalentOur education systems have to be more innovative and give people more capacity to learn.Another issue concerns European citizens not currently participating in the labor market,which

327、 include over 8 million young people.The European Commission launched the ALMA Aim,Learn,Master,Achieve program,which offers participants intensive tailored training in their home countries,followed by a supervised stay,including work placement with accompanying mentoring services for 2-6 months in

328、another EU member state.Upon their return,they will receive ongoing support in applying these newly acquired skills in their home countries to gain employment or further their education.How is the European Commission managing the transition to a green economy in relation to jobs in traditional indus

329、tries,such as oil and gas or automotive?The people aspect must,of course,be considered in the transition to clean energy.Automotive organizations,for example,must prepare their staff to work with new technologies as combustion engines are replaced by electric systems.We created the European Battery

330、Academy to help identify the skills needed in the battery ecosystem The people aspect must,of course,be considered in the transition to clean energy.Executive Conversations88Capgemini Research InstituteNurturing the Future of WorkHow Organizations Empower Talentand how we can reskill and upskill emp

331、loyees through high-quality training.These are the challenges with the green transition:changing mindsets and,giving people a sense of security.Thats also about encouraging positive,productive social dialogue within organizations.Labor unions will play an important role in this transition.We see thi

332、ngs going comparatively smoothly in organizations where there is strong social dialogue,focusing on solutions and helping people to transition into new roles.These are the challenges with the green transition:changing mindsets and,giving people a sense of security.How is Europes aging population res

333、haping the labor market?We have to take a new approach to seniors in the labor market.There are some countries where the number of people above 60 who are still working is low.If you take somebody at 50 years of age,he or she still has more than 10 years,perhaps 15 years to work.These later working years are still an important part of ones active working life.We cannot consign seniors either to lo