Digital HR - Trends in Digital HR and the Future of Work

Munich, July 2017
Digital@HR
HR Trends and the
Future of Work
Joerg Seufert
Partner @ Roland Berger

22017-07-12-Digital@HR_clean.pptx
Agenda
1 Why is digitalization disruptive and not just evolutionary?
2 What determines the development of the future world of work?
3 How will digitization increasingly automate jobs in the future?
4 What are the main challenges and key trends for HR in a digital world?
5 How does Roland Berger deal with digitization?

1. Why is digitization
disruptive and not just
evolutionary?

The spread of information is accelerating –
much faster responses will be necessary
Time between launch and 25% utilization rate in the US population [years]
Facebook 4 Year
World Wide Web 7 Year
Electricity 46 Year
Radio 31 Year
Phone 35 Year
Smartphone (iPhone) 1 Year
16 Year
TV 26 Year
Mobile phone 13 Year
PC
Source: FAZ; Roland Berger
1873
1876
1879
1926
1975
1987
1991
2004
2007
!
Faster response rates

Digitization is regarded as the main driver for the cross-industry
need for adaptation of established business models
Digital Trend
"too small
to create
impact"
Digital Trend
"too big to
tackle"
10%Other
Complex stakeholder
structures
4%
Strong political
restrictions/regulations
5%
34%
10%
Strong dependence on com-
modity price developments
High market concentration/
consolidation pressure
25%
Strong dependence on
economic fluctuation
Digitization,
disruptive innovation
12%
§
Main drivers for the current need for adaption
Source: Roland Berger restructuring study 2016;

Due to those drivers new business models are emerging – at the
same time established business models are being challenged
Industries/companies impacted by digital transformation Illustrative
2000 2010
Source: Roland Berger

2. What determines the
development of the
future world of work?

Three megatrends will determine the development of the future
world of work
Working in the digital
network economy
Digital leadership
and organization
Dissolution of
the organization
Source: Study - Deutsche Telekom & University St. Gallen; Roland Berger

Traditionally closed organizations will dissolve more and more
in the future
Dissolution of the organization
Peer-to-peer instead of hierarchy
> Communication across organizations
between professionals in special
interest communities
> Loyalty through professional expertise
instead of organizational affiliation
Liquid instead of rigid
> Dissolution of fixed organizational structures
> Networking between competitors on
a project basis
> Creation of jobs without organizational
affiliation
Assigning instead of hiring
> Increase of hiring on demand due to the transparency of
skills and availability of professionals
> Shift from employment relationships to work assignments
Open instead of closed
> Opening and delimiting of formerly closed
corporate structures
> Integration of the crowd as part of the
value chain
Prosumers instead of
professional producers
> Replacement of professional employment
by voluntary digital work (e.g. Wikipedia)
> Blurring of borders between consumers
and producers

In the digital world new ways of working, cooperation and skills will
be required
Working in the digital network economy (1/2)
Machines as colleagues, cooperation
partners and controllers
> Merging of responsibility areas for human and
machine work
> Development of collaborative working forms
Work without frontiers
> Significant decrease of importance of
the spatial location of professionals
> Approximation of labor mobility
towards capital mobility
Monitoring instead of execution
> Transfer of physically demanding work
to machines
> Transformation of the role of humans
towards monitoring of machines
Blurred lines between
profession and privacy
> Dissolution of traditional working schedules
and places
> Shift from working hours based performance
measurement to a results based approach
The data wizards
> Development of key qualifications in the
fields of combination, analysis and
interpretation of data
> Dissolution of hypothesis-based data
analysis by Big Data - "end of theory"
Non-linear thinking as a
human domain
> Automation of work limited to
non-creative activities

In the digital world of work new forms of work, forms of cooperation
and skills are needed
Working in the digital network economy (2/2)
Self-management as
core qualification
> Assembly of micro-orders according to
needs and abilities of workers
Consolidation of
creative and producing work
> Direct implementation of creative and
intellectual work through e.g. 3D printers
Digital inclusion
> Integration of previously
unavailable social groups
into the labor market
Strengthening of personal services
> Appreciation of activities with immediate
human interaction
> Amplification of pressure for efficiency on
standardized and anonymous processes
Wir Wunderkinder ("wonder childs")
> Enabling new career paths through changed
requirements profiles for managers and
leaders
> Increased importance of technical skills in the
recruiting process

This results in new management approaches and
organizational forms
Digital leadership and organization (1/2)
Challenge latte macchiato
workplace
> Flexibility of workplaces
> Physical offices as temporary anchor points
for human interaction and networking
Leadership over a distance
> Shift from control to motivation culture
> Building personal commitment through
technical channels as an additional
challenge to the management
Bread and games
> Integration of gamification principles into
standard IT applications
Explore while exploiting
> Acceleration of the transformation of
existing business models due to
shortened innovation cycles
> Amplification of pressure for efficiency on
existing core business

This results in new management approaches and
organizational forms
Digital leadership and organization (2/2)
Matching by click
> Matching of employees through digital profiles
> Facilitation of the matching of employees to specific tasks
Good data, bad data
> Utilization of sensors around digital work to determine
improvement potentials
> Increased conflict between the practical use of data and
ethical considerations
Job-hopping und cherry-picking as new
challenges for HR
> Dissolving the link between employer
and employee
> Complicating systematic personnel development

Culture of innovation
Redeem claims for participation,
professionalize knowledge management,
use open innovation, encourage
intrapreneurship
Six theses for human resources to master future challenges
Future work
Sovereignty over location, working hours
and breaks, result driven rather than
presence culture
Leadership
Strengthening of network and dialogue
skills, change from control to
empowerment
Labor policy
Connect time and place sovereignty with
"content sovereignty". Enable personal
interaction and breaks from digital
activities
Organization
Flat network structures, integration of
social media. Create platforms and
communities inside and outside
the company
Skills
Focus on creativity, non-linear thinking
and entrepreneurship, but simultaneously
strong ICT skills

3. How does digitalization
increasingly automate
jobs in the future?

Three dimensions determine the probability that jobs will be
replaced by automation
Social
intelligence
> Social perception
> Negotiation
> Persuasion
> Support and care
Creativity
> Originality
> Fine arts
Perception &
handling
> Dexterity
> Workmanship
> Limited working space and
unfamiliar positions
> Technology leads to an increase of automation, but not all dimensions defining work are equally interchangeable
through automation
> The dimensions "social intelligence", "creativity" and "perception & handling" are limiting factors for the
automation of work
Source: University of Oxford; Roland Berger
Probability of
digitalization
1
0
Social
intelligence
Dishwasher
0 100
Public
relations
Event
planer
Probability of
digitalization
1
0
Creativity
Court clerk
0 100
Fashion
Designer
Biologist
Probability of
digitalization
1
0
Perception &
handling
Cashier
0 100
Surgeon

Certain professional groups exhibit a high probability to become
automated/digitalized in the future
Barkeepers
81.0%
Doctors and surgeons 0.4%
Teachers
48.0%
7.4%
11.0%
58.0%
Musicians and singers
Lawyers 3.5%
Reporters
Software developer
Personal financial advisors
77.0%
0.4%
Retail shop assistants
Paralegals
98.0%
96.0%
Security staff
92.0%
Taxi drivers and chauffeurs 89.0%
Loan officers
Receptionists
94.0%
Cooks (fast food)
84.0%
Automation probability
Social intelligence
Employees in social
psychology
Nurses
Trainers and scouts
0.4%
1.0%
2.7%
17.0%
Creativity
Choreographers
Curators
Art directors
0.4%
0.7%
2.3%
Perception & handling
Oral surgeons
Make-up artist
Chiropractors
Firefighters
0.3%
0.9%
1.3%
Source: University of Oxford; Roland Berger

The top 10 most endangered jobs in Germany represent
approximately 8.7 million employees
Top 10 of the most/least endangered jobs in Germany
Most endangered Jobs [Mio. employees] Least endangered Jobs [Mio. employees]
Professions in accounting 0.3
Professions in metalworking 0.4
Professions in the stock market 0.4
Bankers 0.5
Chefs/cooks 0.7
Professions in postal-
and delivery services
0.7
Professions in commercial/
technical business administration
0.9
Professions in the
catering industry
1.0
Professions in transportation 1.1
Office and secretarial staff 2.7
Source: AT Kearney; Roland Berger
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
0.2
0.2
Professions in university teaching
and research
0.3Professions in the care of the elderly
Professions in construction electronics
Professions in social work and
social pedagogy
Professions in sales
(purchasing, sales and trade)
0.3
0.3
Automotive Engineering 0.4
Mechanical engineering and
industrial engineering
0.4
Supervision and management
(company organization and strategy)
0.5
Health and nursing 0.7
Professions in childcare and education 0.8

The state of development of a country determines the risk to which
extent jobs will be automated
Source: World Bank Development Report (2016); Roland Berger
OECD
Ø
57%
Thailand
72%
Nigeria
65%
Argentina
65%
China
77%
US
47%
South
Africa
67%
India
69%
UK
35%

4. What are the main
challenges and key
trends for HR?

Three key drivers are impacting HR organizations:
Modern working world, digitalization and transformation
> Digitalization of
businesses is gaining
speed
– New qualifications and
skills of employees
– New leadership methods
of managers
> Transformation and reorganization projects are no longer rare events but are fixed component of daily
business
> HR needs to provide the right competencies, solutions and instruments for a continuous change process
> Generation "Z" ('95-
2010) enters the labor
market in the upcoming
years
> Generation "Z" places
high demands on their
employer regarding work
content and ways of
working; at the same time
they feel much less bound
to their employer
HR
strategy
TalentLeader-
ship
Change
Culture
and
engage-
ment
Strategic
personnel
planning
Results of the latest Roland Berger study

HR Trends Survey 2017
Six HR capabilities show an urgent need for improvement as
aspired maturity is high but current ability comparably low
Talent Management
Change Management
Strategic workforce planning
Leadership
Culture & engagement
Digitalization – HR services &
systems
Low Hoch
High
LowHigh
Compensation
& benefits
HR & people
strategy
Employer
Branding
Recruiting
Performance
Management
Talent
Management
Learning &
Development
Culture &
engagement
Labor
relations
Diversity
& Inclusion
Leadership
Change
Management
HR Business
Partnering
Digitalization – HR
services & systems
Strategic workforce
planning
Current
ability
Aspired maturity

Talent and change management as well as strategic workforce
planning are the top 3 concerns for HR executives
> Specific requirements on
qualification
> International competition for
talents
> High expectations of the
Millennial generation
> Increasingly more difficult
talent acquisition
Talent
Management
Change
Management
Strategic
workforce planning
Situation &
challenges
Strategies
> Change in the work
environment (digitalization,
industry 4.0)
> Necessary acquisition of
Change Management
competences in the
organization and HR function
> Specific qualification profiles
> Demographic change
> Talent shortage
> Need for strategic personnel
planning & analysis and
acquisition of appropriate skills
> Coverage of the entire
employee life cycle
> Introduction of strategic
succession management
> Focus of talent acquisition
strategy towards
"active sourcing"
> Implementation of "Centers of
Excellence"
> Promotion of interdisciplinary
and HR-external skills
> Introduction of change
management as a continuous
support function
> Enhanced cooperation with
other departments to share
resources
> Use of separate teams for
analysis, planning and "People
Analytics"

Leadership (skills), corporate culture & employee engagement as
well as the digitalization of HR are also key challenges
> Changed collaboration in a
virtualized work environment
> Empowerment of executives
to enable change
(Leadership 4.0)
Leadership
Culture &
engagement
Digitalization –
HR services & systems
> Identification of a relevant
management model and
transfer of model implications
into specific HR measures
> Evaluation of leadership
quality through regular
employee feedback
> Shift of balance of power from
employer to employee
> Building a strong
organizational culture that
fosters employee participation
and motivation
> Definition of transformation
targets in a holistic change
roadmap
> Introduction of programs to
mobilize the organization
> Increase in cloud and app-
based solutions and interactive
real-time dashboards
> Implementation of HR tools and
systems tailored to the needs of
the employee
> Implementation of tools for
evaluating employee
engagement and feedback,
individual learning and ensuring
a healthy work-life balance
Situation &
challenges
Strategies

In regular publications Roland Berger covers new HR trends and
market developments

5. How does Roland
Berger deal with
digitalization?

Roland Berger has developed an outstanding position to master the
digital revolution for European companies
Extensive publications on digital
transformation and HR trends
outline the challenges and
opportunities for businesses
Thought
leadership
Roland Berger's digital company
platform as the core of a broad
corporate network in Europe. It
connects stakeholders of different
sizes and industries and helps them
to cooperate and accelerate the
development of new business models
through digital innovations
Terra
NumerataTM
Spielfeld
digital hub
Innovation and co-working
laboratory with well-known
companies, innovative start-ups,
recognized and leading companies
in the field of digitalization and
experts from Roland Berger
TERRA
NUMERATATM
Digital revolution – our expertise and knowledge base

282017-07-12-Digital@HR_clean.pptxSource: Roland Berger
The combination of theoretical and practical learning enables to
experience the digital world in an inspiring way

Besides, clients can benefit from innovative lectures and speeches
by thought leaders, startups and our partners
External impulses
External impulses
Listen to external
speeches
Network with other
companies
Discuss with
thought leaders
Get inspired
by startups
…

In addition, projects at Spielfeld enable new ways of working, quick
ideation and deliver tangible results
Working at Spielfeld
What's in it?
Inspiring work space
Crowd
innovation
Rapid
prototyping
External
impulses
One
team
Agile
management
Creative
methods
> Acceleration of own innovation
projects independent of traditional
silo structures
> Open space or private meeting
rooms
> Feedback from other startups at
Spielfeld
> Various Spielfeld events, e.g.
cross-industry disruption sessions
> Agile project management tools,
e.g. morning stand-up meetings,
scrum board tracking
Why Spielfeld?
Source: Spielfeld; Roland Berger

We recently hosted the "HR in the Digital Age Bootcamp" at our
digital hub Spielfeld…
Impressions
HR in the Digital Age
-Bootcamp
3HR Bootcamp Agenda_Experten_print.pptx
Digital HR Bootcamp Agenda
Tag 2 – 7. Juli 2017
Zeit Sprecher/ExperteThema
09:00 – 09:10 Jörg SeufertIntro in Tag 2
11:15 – 11:30 Grab a coffee
11:30 – 12:30 Habib LesevicEntrepreneurial Leadership &
Entrepreneurial Organisation (Vortrag)
12:30 – 13:15 Mittagessen
13:15 – 14:00 Franziska NeumannWie emotional war das Bootcamp?
Auswertung und Implikationen
16.30 Verabschiedung
09:10 – 10:10 Dr. Reza Moussavian
(Deutsche Telekom)
"EAT - INNOVATE – LOVE" | HR going
digital@ Deutsche Telekom
10:10 – 11:15 Young Talents PanelPitch your idea! – Was erwartet die
GenY/GenZ wirklich? Millennials-Panel
14:00 – 14:30 Philipp LeutigerDer Digitalisierungsansatz von Roland
Berger
14:30 – 15:30 Jörg Seufert,
Jakob Mathe,
Kristina Dengler,
Philipp Leutiger
Was bedeuten die Insights für die HR-
Arbeit?
Drei parallele Workshops :
1) Digital Leadership
2) Digitalisierung von Prozessen
3) HR Strategie und Transformation
Vorstellung & Diskussion der Ergebnisse
im Plenum
15:30 – 16:00
16:00 – 16:30 Jörg SeufertWrap up
2HR Bootcamp Agenda_Experten_print.pptx
Bootcamp Agenda
Tag 1 – 6. Juli 2017
Zeit Sprecher/Experte
09:30 – 10:00 Registrierung und Kaffee
Thema
10:00 – 10:30 Kristina Dengler, Jörg
Seufert
Begrüßung und Agenda
10:30 – 11:00 Jörg Seufert"Zukunft der Arbeit" - Vortrag
11:00 – 11:15 Franziska Neumann
(HHL)
Einfluss von Emotionen in strategischen
Entscheidungen - Experiment
11:15 – 11:20 Grab a coffee
11:20 – 11:30 Jörg SeufertEinführung in die Workshops-Sessions
11:30 – 12:30 Dirk Gratzel (Precire),
Kay Ackermann
(HRLab), Daniel
Bodonyi (Flow) RB
Team
Experience Workshop 1:
Kennenlernen von digitalen Tools und
deren Möglichkeiten
12:30 – 13:15 Mittagessen
13.15 – 14:15 Dirk Gratzel (Precire),
Kay Ackermann (HRLab),
Daniel Bodonyi (Flow)
RB Team
Experience Workshop 2
14:15 – 15:00 Experience Workshop 3
15:00 – 15:30 Jörg SeufertIdeation
15:30 – 16:30 Constanze Buchheim
(i-potentials)
Re-Think Talent Acquisition – Vortrag
& Diskussion
16:30 – 17:15 Jonas Rehmet (j2c)Einführung in "Agile Working Methods"
17:15 – 18:45 Coaching: Jonas,
Constanze, RB Team
Case Study und Workshop: Wie spreche
ich New Talents an? Workshop
18:45 – 19:15 Kristina DenglerFührung durch das Spielfeld & Aperitif
19:30 – 22:00 Networking Dinner at Spielfeld

… where we shaped the future of HR with our clients supported by
latest research, practical experience and innovative speakers
HR in the Digital Age Bootcamp - Speakers
Jonas
Rehmet
Project manager & coach
Journey2 Creation
Dr. Reza
Moussavian
SVP Digital & Innovation
Deutsche Telekom
Constanze
Buchheim
Founder & CEO
i-potentials
Kay
Ackermann
Co-Founder
HRLab
Nora
Heer
MD & Co-Founder
Loopline Systems
Daniel
Bodonyi
Director
Flow
-Bootcamp
Franziska
Neumann
Scientific co-worker
HHL Leipzig
Habib
Lesevic
Executive Speaker & Coach

We propose a digital curriculum for management teams to become
models, creators and advocates of digital change
The !
!
!
!
!
idea
Approach
Understand
technical innovations
Become digital
transformation agent
Understand digitalization
of processes
Send key executives through a comprehensive digital curriculum
Provide them with first-hand experiences and foster exchange with pure digital players,
digital startups and venture capitalists
Let the management team understand and apply digital methodologies like "Design
Thinking" or "Scrum Meetings"
Provide the relevant know-how on digital technologies, esp. around data and analytics
Make the management understand and discuss disruptions ahead of
the organization
Give room to develop and drive forward own digital initiatives
Leverage the occasion to build cross-functional and cross-regional communities
Combine on-site experience with off-site learning and community building measures like
eLearning or virtual group work to experience "work tech" innovations first-hand
Achieve
digital awareness
Digital Driver's License

The Digital Driver's License fosters digital competence development
and enables employees to become digital change agents
Independent
Learning 1
Compiling results and
preparing hand-over
Verifying a
solution
Developing a solution
Becoming
an expert
Group work on
respective idea
(competitors'
solutions, start-
ups, studies,
etc.)
Community
building
Online course
"Digital Leader-
ship"
Webinars
Group work on
key idea –
Evaluate new
solution with
experts and
customers
Welcome to the
digital age
> Digital Disruption Day
– Startup visits and
pitches
– "TED" Talks with
entrepreneurs and
experts
1 Independent
Learning 2
Setting the scene
The digital way of
working
> Design Thinking workshop
> Selection of "digital
challenge" and generation
of first solutions
2
Creating a digital
mindset
> Agility & failure tolerance
> "Develop solution" –
Finding out optimization
potential, developing
blue print, defining MVP1)
3
Digital tools and
technologies
> Competing on analytics
> Marketing in the digital age
> "Test solution" – Detailing
blue print, start initial
testing1)
4
Developing digital
leadership
> Required change at client
> Personal roadmap
> Finalizing group work and
preparing hand-over
5
Final convention
of bootcamp classes
> Gathering of all classes
> Learnings for client
> Presentation of group work
results
6
Content
1) If applicable for business idea
Individual digital hotspot Berlin Stuttgart
Mo-
dules
Days
Break before convention
Project example –
AutomotiveImpressions - 5 bootcamp presence days + 1 day final convention
Digital Driver's License

Please contact me for further questions regarding Digital@HR,
Change Management or Transformation
Speaker
JÖRG SEUFERT
Partner
> Expert for Human Resources,
Change Management and
Transformation
> 10 years experience as Human
Resources executive in a large
DAX company
> 8 years experience as partner in
management consulting
+49 160 7448666
Joerg.Seufert@rolandberger.com

Digital HR - Trends in Digital HR and the Future of Work

Digital HR - Trends in Digital HR and the Future of Work

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