Shaping the future workforce

As customer and employee needs change, transforming your workforce is key. We’ll discuss the practicalities of getting people back to work while keeping employees engaged, supported and vested to do their best. And we’ll talk about the skills and people you will need to succeed in the future.

Donna Lehman

And now I would like to introduce you to your host Laura Manson Smith.

Laura Manson Smith

And a warm welcome again to you to accelerating through the turn. And this edition of our webinar series is focused on helping organizations come out of covert 19 stronger with a future fit workforce.

Now if you go back six months in time. Think about how the future of work was being talked about. To me, it was almost portrayed as science fiction, you know, something that would happen someday in the future.

But there were indications that this was starting to change. Do you recall, for example, the discussions about millions of truck drivers who would become unemployed replaced by driverless vehicles.

One of the implications of code 19 is that some of these future work trends will for sure accelerate and digitalization is definitely one of them.

But some predictions may not play out as we originally thought perhaps will be impacted less by the mega trend of globalization and rather by regionalization

Now in yesterday's webinar we covered organizational topics, including how you can preserve the really positive behaviors that you've seen you in your organization, despite all the difficulties and these are things like agility customer centricity and empathy.

Today is focused on the people in your organization.

And again, we recognize that many of you might be taking really tough decisions right now about your people and indeed many may be impacted by those decisions right now.

We also know that lots of you are thinking about the future. And that's what we're going to focus on today specifically three topics.

First we'll look at how to transition your employee back on site, whether that's into an office building, or a factory or a store, recognizing that some of your people may continue working remotely.

A second look at how work the workforce and the skill that your people have in the jobs that they do will need to change as we enter a completely new business context and social context.

And then finally we'll look at immediate steps that you can take to start to reshape your workforce for the future.

Here with me today I have my colleagues, Melissa, Jeff. Tracy and Tim and they bring a lot of experience in workforce transformation and organizational change, but first I'd like to introduce to you. Gary Burnison, our CEO from Korn Ferry.

Gary Burnison

Hello everybody, you know the the topic is is the future of work. But for me, that the futures today.

You know, as I've as I've looked at this, it's really been a triangulation of cash biology and psychology and

You know, the more cash that you have as a company or even personally, you know, the more freedom, you're going to have to maneuver into AP

Biology will determine, you know, the pacing of this. And eventually, there will be a vaccine and there will be a solution. But realistically,

That's out there and and I think people are quite naive in looking at their businesses. I mean, this is probably you know 18 months 24 months and then the middle is psychology

And it's full of change. And so this thing about the future of the workforce. The future is actually here to, you know, people don't change unless there's a reason to change. And what I found is a CEO.

And it, look, this is a nightmare that there's no question about it and the decisions that people have gone through that we've gone through are absolutely you know their gut wrenching they're, they're terrible things

It's a little bit like you know fire here in Southern California. Last year it was, it was just unbelievable. In terms of the loss of, you know, of houses of lives of

Of acres of property. And one night, it was, it was midnight, and I was out you know that I could see that the hills are around us.

They were ablaze. And you know, I was stupid. I was out trying to hose down the house. You know, I don't know what I was thinking like, you know, maybe pretending I was in control when actually

I was at my wife to shell me. She goes, you know, we're out of here.

And and we were gone in in literally minutes and just as we were leaving the fire department was coming and saying, you know, you need to you need to evacuate. And as we were driving out we saw

You know that the literally the flames were coming down to the street and then to watch over the next few days as, as you know, neighbors homes burned down. I mean it was just

It was terrible. It was really, really hard. And I think the past few weeks have been exactly like that they've been hard.

But, you know, an amazing thing happened. It was probably four or five months later there that the fires were followed by really heavy rain.

And one day I was I was headed to the beach and it's probably four or five months after after the fire, and it was unbelievable what I saw in the sky. I mean, there were

There were all these butterflies. I mean literally millions of butterflies flying, you know, over the car never hitting the windshield and and it was amazing to look at the earth that was charred and just to think of the resilience of nature, the resilience of

Humanity. And I think that's what we're going to see here on the other side is that I would venture to say

That there's going to be more change here in the next couple years. Then there's been in the last 20 years change is going to be all around us.

And as a CEO. Once you get past the fire and the devastation. You want to drive change because actually this is a time where where you can do it, culturally,

And so what I would say in terms of the future of the workforce, it's it's today. And there's one thing, by far, that we would say the Korn ferry would say is the number one predictor of executive success and that's learning agility.

Strategic agility change agility mental agility, we would we would hang our hats that that's the number one predictor of success and so

As we would be looking at a workforce, even for ourselves. And we're going to drive tremendous change.

That by far is the number one characteristic. I mean, I'll give you an example. I, I looked at a Korn ferry a psychometric assessment we use this

What we call 4D. We look at people's traits drivers competencies and experiences and I looked at what a few days ago for a potential candidate and it showed that the person was was very linear in their thinking.

And, you know, I'm not going to go forward, because in this kind of environment. This is a unique moment in time to create an incredible amount of change.

And so, yeah, that's what I would be looking for as a CEO, I recognize this has been a very, very tough time but but like those you know that the fire here in Southern California.

There can be a metamorphosis and change can be incredibly positive. So without a thank you for, for joining us and have a great webinar.

Melissa Swift

Thanks so much, Gary, I think some some great thoughts there about resilience and rebirth and the future and and

Really wonderfully positive notes that kick us off. So, you know, let's let's get right to it. Let's talk about sort of the first step.

In in what has to happen for workforces and it's really about creating a secure environment as as workers comp air quotes here, come back. So just share some thoughts with us about how we're looking at this issue.

Jeff Durr

Thanks, Melissa.

It's important to understand that it's very much different industry and by region. And so for example, if you're not going to see the same things.

In a plan in Tokyo, as you would a hospital in New York City. And what that is context. There are four broad based groups that we see as organizations, think about bringing people back

In the first is thinking about people that never left. So these are your heroes, you see on TV, your doctors, your nurses grocery store workers.

And the activities around this group are really about building employee engagement and well being work continuity, as several of them, and several organizations are running short staffed.

Continuing to make sure they feel safe and supported and recognizing them for the heavy burden and the courage, they display in the time

The second group for people that won't be coming back, but that are going to work from home, and this has kind of been the world's largest work from home experiment.

And many organizations are seeing productivity stayed intact and with a down economy organizations are looking to save money on real estate.

These are usually but not only accounting finance, marketing. Inside Sales traditional office roles.

And for this group of people, organizations are really looking at setting expectations for working from home.

Measuring productivity, making sure it is something that's available and people are comfortable with their setups.

And then building a sense of community. You know, there's been research that we've seen and done around loneliness from working from home.

Making sure that as humans that interaction that social interaction that network still exists for those that are going to work from home after the pandemic.

brings us to our third group and this is the vast majority of folks. And when people say back to work, who they're typically talking about or thinking about

And these are folks that are going to come back likely in waves, but from being at home or several months, depending on where they are from a geographic standpoint to the office.

And there's really two sets of activity two buckets of activities that we're seeing organizations, think through, and we were advising them on.

One is to assess the readiness of employees confirming their health status both mentally and physically. Are they ready and willing to come back.

And have they been in contact with a co good positive patient addressing privacy concerns you know there are going to be many situations where there's a potential for

A pre existing condition the employee wanted to keep confidential. How is that going to be handled within organizations.

There's a lot of thought around legal action, you know, are there going to be new compliance policies and waivers of immunity. And what happens if people come back to the work and get sick. What role does the employer.

Play in that scenario and then broadening benefits, particularly around sick leave and child care to address the changes that would likely will come

The next bucket within this big group is really changes to the actual work environment.

Most organizations right now are thinking about an ab return schedule where a group will come in Monday, Wednesday, Friday, a group a separate group would come in Tuesday, Thursday.

To divvy up and create smaller groups. So there's not that widespread gathering of employees and to give an office where a plant.

They're going to be policies around monitoring monitoring visitors and making sure that they are tracked with a lot of structure and discipline.

We're going to see offices be separated by distance where appropriate shutting down of common areas encouraging employees to bring their own food from home.

Providing hand sanitizer. And so this encouraging large gatherings and really developing a plan for a scenario, if there is a positive case.

And so it brings us to our final group. It was talking about people who never left people who might come back and this big returning group.

We believe there's going to be a second way or a large wave that comes in after that returning Vanguard

Hits the economy and in the second group. It's hopefully going to be the case that they are more impacted by the economic elements of this versus the health elements.

And because of that we're seeing clients, think through happened we offer resiliency training and counseling.

Both for anxiety and stress from this incident, but also is very likely those employees are going to come back and find many of their friends and colleagues have been laid off or furloughed

A real emphasis on cross training to make sure that we're continuity continues and if there is an outbreak work can go on.

Succession Planning for key roles you hate to think about it. But there's been at least two examples of prominent executives that have tested positive for coded and passed away, making sure organizations aren't vulnerable in that respect.

And they're real redefinition of goals and performance metrics, as everyone operates under these new conditions. So those are the four broad based groups, we're seeing

And again, from a content standpoint, we are seeing big differences in industries and geographies. That's how most leaders are navigating. But back to work concept.


Thanks, Jeff. I think there's a lot of really good concrete suggestions there and some great observation. So

Let's think about, you know, as we've kind of we're going through this huge wave of change. And then we believe the next wave is actually kind of even bigger in a way and more seismic then

There are a couple of great questions in the chat about, you know, are people really ready for change right now with everything that's going on emotionally. How do you break down resistance and

You know, with everything. We're going to talk through. I just wanted to give kind of two quick headlines around kind of number one, the role for leadership empathy.

And number two, really the role for employee listening and employee dialogue and not kind of broadcasting messages out and then we'll get into

A bit more of how to make that change happen but I just wanted to call that out. So I thought those were excellent excellent questions.

What we'll be talking about for the rest of the webinar is three things. Number one, how will work change.

Number two, how will your workforce change coming out of all of this. And then number three.

What are some strategies to make those transitions and we'll talk about some examples from our experiences. I'm really trying to get pretty practical in terms of the actions you can implement in your own organization.

So let's start with that first kind of most fundamental question, how will work change.

So the caveat here is we've been talking about work changing for a long time. Right. You know digitization has been changing work fast and

You know, business and society and people's preferences are changing, but we wanted to really highlight in this kind of in the coven context.

How are these things changing quicker in many ways. And what are some of the unanticipated changes so

First of all, the content of work is changing different work actually needs to be done organizations are

Realize, they need to know their customers better if they're interacting with them intimidated by technology they might need to pivot to a more

Tech enabled business model. You hear Bob Iger talking about a Disney with fewer employees that automation to drive health and safety for both park visitors and and for their employees themselves.

Different work being done is only one piece of the puzzle. We also need people to work in different ways.

So that's, you know, do you need to engage your workforce around different ways of working, not just remote work, but maybe quicker decision making more fluid to

Do you need to enable a more virtual or a more distributed workforce going forward. A lot of companies have

Kind of everyone at headquarters right it does that model blow up. And I think this will be very interesting for some of the large tech companies that have done such a wonderful job with

Employee experience, kind of on these campuses. Right. How do they recreate that experience in the virtual World. And then finally people's preferences change people want the way they work to be different. And here there's actually a really interesting, you know, kind of intersection of interest between organizations and employees, if you think about it.

A lot of this kind of interesting disruptive talent, you know, might be tied to a particular locality.

And so a lot of our clients are saying, well, you know, we become more remote. We're not tied to the talent pool in a particular regional area we can recruit from across the country or around the world, so there's there's some excitement there in terms of people wanting to work differently.

So if these are the changes and work. And again, these are trends. We've seen that are really accelerating.

How does this change the workforce.

So we think about the workforce in terms of six right

Into that kind of form the components of what you should think about for the workforce. So, you know, what is the right source and here you know we've talked about

Increasing automation. Right. And so that's everything from contact list ordering where most of your ordering experience at let's say a coffee shop that you know is digital and then you just kind of pick your coffee up from the window.

All the way through to things like you know there are many cities right now where industrial robots actually out number human workers. And if you think about safer factories battle escalate as well.

That's one piece of how to think about the workforce and the other piece would be the right skills and and this piece is really critically important. So I'm going to ask my colleague Tim to talk a little bit about just a deep dive on what skills are going to be important going forward.

Tim Edwards

Thanks, Melissa. Now, if any of you will on the transform to perform webinar yesterday.

You remember that we discussed organizational capabilities quite a bit. And we highlighted that we're seeing new behaviors arise out of necessity, such as agility.

Collaboration customer centricity and innovation, but we also anticipate that there will be a need for different skills in the future.

So on the technical side look at percent the roles that we're currently recruited into fall into five key categories.

Digital cloud computing and agile information security mobile and data and analytics. And these are just some of the roles organizations are currently struggling to fill

because of a shortage of high skilled talent and we believe this is going to become more difficult as time goes on.

Now on the behavioral side, we've done some research based on thousands of assessments, which shows that people with high learning agility.

Which is knowing what to do when you don't know what to do, is more important than ever. And this is what Gary was referring to. At the top of the webinar.

And this stuff is like gold to organizations, you know, particularly as they need to become more nimble to meet evolving customer preferences and the moms.

But you know what does learning agility look like it's someone who learns fast somebody can pick up new tasks and functions, it's someone who thrives on ambiguity and complexity and indeed manage both very well.

And they're highly motivated that had this kind of maniacal focus on continuous improvement their self aware they reflect on the impact they have, but also deeply insightful about people.

They're tolerant of risk as well. They love to try new things and take different approaches. And finally, they're accountable. You know, they like to take the heat when things go wrong as they can.

Now we also believe there are set of leadership skills that are critical for the future and tune into tomorrow's webinar to hear more about that.

But before we move on. I just wanted to share a couple of really interesting examples and how skills are changing.

So for example, you know, Verizon is retraining and redeploy thousands of his retail employees so that they can provide customer support and tele sales from their homes.

And a Chinese cosmetics company was forced to close 40% of its stores during the crisis, but a very cleverly have redeployed 100 beauty advisors from the stores to become online influences

And those influences are using digital tools such as we chat to engage customers virtually and drive online sales and as a result, sales are up to 100% on the previous year. So these are really powerful. Examples of what's possible.


Great. Thank you, Tim. Alright so that was our deep dive on skills and coming back to some of the other six right

In the right shape. This is one that again was changing kind of pre coated that we're hearing a lot of organizations and you would have heard about this on yesterday's webinar.

Looking at a transition from a more hierarchical setup to really teams and pools of fluid talent and I think TBD. How that that plays out in the post-COVID environment. You know how many managers do you need, what kind of structure open questions.

There's also the idea of the right side and in the current climate, we tend to think about this in terms of, okay, well this is this is layoffs this what's furloughs, but the truth is it's a more mixed bag and that's why

There's kind of a huge role for scenario planning, you know, you've got folks like Amazon hiring 100,000 people right now to me to increase demand requirements. So right size is, you know, can go one way or the other.

There's also the right site and here questions might arise around, you know, concentration of people in a particular building and a particular

Geography. Do we need to move to a regional rather than a global bottle. Again, a lot of a lot of transitions and you're seeing organizations set up some of these, you know, kind of interim site.

Which may or may not become permanent in some ways. And finally, there's the idea of the right spend. And again, that's not all kind of just one direction, let's let's cut spending.

We've also seen some organizations, both in the financial services industry and in the tech industry say we're going to take the short term cash burn and actually retaining

At least a very meaningful chunk of our current workforce, if not all of them because we think it will be more expensive on the back end to hire back the people we need once your recovery starts

So some really interesting choices about right then and also organizations are thinking a lot right now about how do we really redirect funds toward creating the capability again that we need for the future.

So we've talked about a lot of change taking place and probably thinking, how's my organization ever going to keep up. And we think a good place to start is to ground and changes at the job level.

So, my colleague, Tracy is a real expert in this kind of work and and quite passionate as well. So Tracy, tell us about what you're seeing in terms of of job change it as organizations are transforming. What do they do it.

Tracy Bosch

Yeah and you know it's a really good point. Melissa. I think sometimes it's really difficult to get our heads wrapped around how the work needs to change when there's such a

Gigantic magnitude of of overall business transformation that's taking place. So let's talk about the jobs and and and I want to start with the two categories that are at the top of the slide.

I know that that's very top of mind for many of us at the moment, right. These are the jobs that are lost. It's the jobs that are for load or the contingent jobs and you know sometimes jobs are eliminated entirely

And and I mean, not just the position, not just the employee but the actual job itself.

So when the work is no longer core to the business or when it's replaced entirety by technology.

So, for example, photocopy technicians or mail room clerks. Those are jobs. We don't tend to have anymore. Many assembly line workers or even leaders of business units that have been disassembled

And sometimes there are other jobs, internally, where we can safely and successfully re skill and sometimes we need to think about outplacement support.

So that's that category. And then in the second category. Some jobs will become contingent and I think we need to think creatively about

The type of work that really does need to be permanently fixed to an org chart right and what can we learn what can we take away from our experiences with furloughs

Retail has always been a really good example of their ability to scale the workforce with contingent workers to meet seasonal demand.

And of course, many of those retailers are now facing some widespread furloughs. So as an example, if you're an employer, the size of Walmart. This ebb and flow is massive.

So their sales search nearly 20% in March, bringing on a hiring spree of more than 150,000 people and they've got plans to hire another 50,000

And in the meantime, there's another around 200,000 of their employees nearly 10% of their workforce that are actually currently on leave, so you know, incredible what you can do when you learn to flex the workforce in that way.

But we're going to go into a little bit more detail on the bottom three categories here since these are really important to business transformation. And I'm going to start on on the left because

It more often than not jobs actually evil, right, it results in it in a shift of focus for the job. So the work here is still core to the organization, but how the work gets delivered changes.

Or the job starts interfacing differently with others. The sales roles are really good example here, we're still selling, but perhaps selling different products or we're connecting with customers differently.

And here you want to get under the mindset that needs to change behaviors, you know, often the skills are still core, but the mindset really needs to change.

Then some jobs actually through business transformation get elevated they get bigger jobs.

So there's a category of job can't at the moment where there are parts of jobs that are being automated or that the procedural parts of the tasks are being outsourced

And here, when you take the pieces of the job out better the more straightforward pieces the human work that remains is usually more complex. So often when we take work out of the organization, the jobs that remain are in fact elevated

And then finally, the brand new jobs are being created. Okay, so there are jobs that we hadn't even imagined before and brand new capabilities that are needed. So, for example,

Our blockchain analyst machine learning specialist Scrum masters and here we need to define and level. The accountabilities the new skills, the new behaviors with some really great clarity and then use data to map internal and external candidates.


Great. Thanks, Tracy. I think that's a really helpful kind of taxonomy of the different kinds of changes we're seeing. So let's dive deeper into those bottom three situations and

Tim, I think it would be great to just talk us through some some examples here. And also we had some great questions about, you know, these require real mindset shifts. So, you know, talk us through a little bit of kind of how that can be accomplished, even in fairly linear organization.


So let's take a step back and remember that before the crisis supply chain functions were under tremendous pressure to transform anyway.

From changes in consumer habits, the impact on the environment and digitalization

And now, in the midst of crisis. We've seen governments around the world, closing borders, take a look at Sony, the Japanese electronics firm.

They've been unable to send their engineers to their manufacturing hubs in China, and that means they can't support new product launches.

Or provide critical instructions to factory workers. We've also seen suppliers running out of capacity.

So in Australia. Right now we have the freight industry that's under tremendous pressure warehouses and container parks literally overflowing with goods have been shipped in from China.

And these kids, of course, can't be sold. Because all of the retail outlets are closed.

And we've also witnessed a gigantic peak in demand for certain products take face masks and surgical gloves. For example, you know, who would have thought three months ago, we'd be walking around the supermarket wearing nose.

And these of course are becoming increasingly essential items for billions of consumers.

So, you know, the planning function which is really the brain of the supply chain organization needs to be more agile than ever. And if we take the role of the center of this function which is the planner. As an example, this means big shifts in the ways of working


Terrific. Now can you spend a lot of time in the supply chain space for for the rest of us just remind us what a planner does. And then how that role is changing.


Sure. Well, a planner is accountable for having material and products delivered on time to the right place. And traditionally, the focus has been mainly on customers.

Rather than consumers working mostly alone or within the confines of the supply chain function, but the role is changing.

I was talking to a supply chain executive about disruption recently. And he said to me, you know, Tim, I want my planners to disrupt my business before anyone else does.

And what he means by this is that planners are now not only accountable for architects in the process and system transformation within the supply chain function.

But also their role is critical to driving the growth of the business.

And that's because they as much as anyone else in the organization, need to be focused on the end consumer embracing change collaboration increasingly working with partners beyond the frontier of the organization to deliver growth.

You know. And right now, above all, planners need to have a huge level of resilience and empathy to connect with their people as the organization transform in the most difficult circumstances.

Finally, they need to be comfortable managing data scientists, because you know data and technology are a huge part of what they do now.


Right, so that that's a terrific example of an elevated job. Let's, let's look at a change in focus. Let's look at the sales world. How is that playing out there.


Yes, it's interesting. We're kind of seeing an evolution of the sales role. So if you think visiting clients and prospects to generate more product revenues and absolutely no no in the moment.

And you know, we can see that business travel is going to become very difficult. After the pandemic.

But at the same time, of course, many organizations rightfully are more interested in creating deeper relationships with their own customers, rather than just being a vendor of a good or service.

And as he certainly what we're seeing in the former industry with medical sales reps.

You know there are being encouraged to leverage data insights in order to build a compelling value proposition for clients and prospects.

You know, rather than just relying on their charm or their personal presence, you know, to win business.

And that's a really big shift in behavior, you know, practically, it means an increased focus on the customer by acting as a partner. It means working independently with colleagues so customer problems, but also thinking deeply about about what happens after the sale.

Okay, so if there are new skills and mindsets required, you know,

What organizations actually do to get there. Maybe you can talk us through, you know, using the example of the planner. Yeah. So I've taken the planning example. And we've just been helping a large MCG business to do exactly this, you know, the first essential step, Melissa here is to create clarity, you know, for what good looks like in a row, we call our success profile of the key skills and behaviors.

Then we've assessed there the community planners against it given them some feedback some space to reflect you know where they're strong into the role and where perhaps they're all development gaps.

And then we've helped write a program of development, because this is about behavior change and that takes time mindset shift is not an overnight overnight change. It takes a bit of time and investment.

And, you know, at the same time we've used that assessment data to look at the organization to kind of see if there are any immediate talent gaps that they have that can be plugged with

Finding recruitment from the external market. And actually, we find that running recruitment activity as well as internal assessment and development activity. The same time can be very powerful.


Okay, so if that's you know what we think about as jobs are changing. What about when new jobs are created, Tracy walk us through what happens that


Yeah, sure. Melissa and and you know what, let's start with the job design itself when we create jobs. I think it's, it's very important that we start with purpose.

So the first thing to get clear on when you're creating new job is like, what are you trying to achieve for the organization in adding this job. How is this job going to create value.

And and it's also important to think not just about this new box that you're adding into the org chart, but also the white space in the work charts. So how does the job relate to the other jobs around it.

And I'll give you a really great example here, which is the data scientist right these are

new breed of analytical data experts who have the technical skills to solve complex problems and they've got the curiosity to explore what problems need to be solved.

So they're part mathematician part computer scientists and part trend spotter and they play a very key role in enabling our digital transformation.

But the irony here is that these expensive data scientists often feedback that they feel very underutilized in their rules.

They feel like they're doing kind of baseline analytical work and they're not really clear what's expected of them.

So they're missing this sense of job purpose and they're not well tied to the business.

And Melissa. I know you and I have talked about this before this sort of

Organ rejection of data scientists, where they're simply plunked into an organization without clear direction and

People aren't really sure how to how to use them and how to get the most out of that insight and it is one of the barriers that we see getting in the way of business transformation.

So the lesson here is that when you create a new job. It's always important to engage stakeholders in having the conversation around what how you're going to define what the role is accountable for

And then carefully align the skills and the capabilities that are needed in order to deliver on that kind of work. So what are the personality traits of a person who would be successful in such a role.

And then once you know what good looks like for that role. You can better identify how to fill it will you hire read skill, will you upscale

And so in the middle of this slide, there are three options to consider when when you're filling a role and each of these has different implications.

Of course, your first option is going to be at hire someone right you can look outside the organization find talent that's going to fill this new technical role.

And if you do this, there are a few things you need to keep in mind. First of all of course market scarcity.

So data scientists are very hot highly sought after skill set right now. We talked about that earlier. How hard would it be defined this resource.

And then costs to hire. This is expensive talents that you're going to be paying a market premium for, you know,

On the plus side, you're going to be filling the gap quickly when you're hiring someone with previous direct experience in a similar role elsewhere. And so if you really need that skill set. Now, you may be prepared to pay more. And that's okay.

But then, option two is to read skill right find someone who's been an adjacent rule somewhere in your organization.

And recycling makes the best sense when the work in the new role.

Is similar to the work in another role. So just adding a new skill or technology to existing work. So for example, you may have marketing analyst that have experienced in analyzing trends in in customer buying patterns.

Or looking at the success of digital marketing campaigns and you can scale them up and new technologies like tablo had do for spark and they could generate more powerful insights with that reskilling

So the work might be graded at the same level just using new skills, instead of old ones. So overall rescaling is easier than upscaling and it's because the work isn't necessarily any more complex and the work that's being done today is just being done differently with different skills.

So other things to think about when rescaling i mean

Really, it's a fantastic strategy from a talent management perspective, providing these new learning opportunities for your top talent is one of the best ways to engage your people when you really need to, especially now, and to groom those future stars.

You do need to be wary of internal page differentials when you're moving people around sometimes that gets in the way.

Even though jobs may technically be at the same level of work. They can often be paid differently or have a different kind of pay trajectory

So for example, you might have risk analyst in your risk management function that might move into data science, but the pay opportunity can sometimes get in the way of that transition. So that's important to keep in mind.

And then the third option for your newly created a data scientist is to upscale

And we call it upscaling and the new work is more complex than the work that that the people are currently doing so it adds an element of risk in the transition

So it's really important when you're talking about upscaling that you quantify the job stretch so understand the nature of the new job demand and the capabilities that are needed to deliver on that.

So, for example, we're seeing more and more work in the finance function that's being automated so you may find that you've got some excess

Supply in your accounting team, you might have an accountant that you want to upscale into a data scientist and the first thing to consider is that likely the data scientist is a more complex role.

I mean, you might have a very talented high potential accountant that you think is up to the task, but it's really important to perform

A proper job analysis to measure that job stretch so that you can better assess whether an internal candidate is likely to have the horsepower for that bigger job.

And this is why it's so important to have job architecture as an underlying tool when you're expecting to launch a significant rescaling or up going program.

It just helps you to better manage the transition risk and better identify potential theatre world that you might not have initially thought of.

For upscaling also helps you to better manage the pay implications of these transitions when you're moving some inexperienced talent into more challenging role.


Great. So let's just, you know, very quickly, as, as we're, you know, running to our clothes here. Just give us a few quick highlights on how we should be thinking about something that's top of mind for a lot of folks right now, which is pay


Yeah, no, for sure, Melissa. Pay’s really tough right now right restructuring the business redesigning jobs people's first question is, how is this going to impact my pay opportunity.

So, just briefly, then starting on the left side of the slide. These are the really critical things that organizations need to set straight right away.

Aside from the immediate actions around layoffs around pay cuts. It's really important that we continue to carefully monitor comp

Compensation spend against the business performance. So plan, what you can afford when it comes to bringing people back off for low and securing the talent that you need.

You know some of the talent might have become

Very business critical you might actually be looking at retention awards spot incentives, but it's important, really, to make sure that we are properly rewarding. So it's frontline employees who are working harder than ever before.

In some cases, risking their health and so finding a way to recognize today's everyday heroic is really critical to building the trust and the engagement that we need to harness people's energy moving forward.

Some incentive decisions need to be made right away, Salesforce, in particular, for sure.

Incentives are meaningless. When the goals and targets are no longer relevant. So you may or may not need to restructure the entire program but recalibrating the targets the payouts especially the plan funding.

Really key in the short term, and then going forward. The right side of the slide just really start by getting base salary. Right.

People need the stability right now and base salary is the core part of the reward mix that people count on to make ends meet.

So they really need to know that their pay is fair. So this is a time to pay attention to internal equity.

To rely on your job architecture to make sure that job grades are accurately reflecting what people need to do and then kind of step back and check that we're rewarding the right things right.

You know rewards strategy needs to be revisited when there's a change in strategy and this is not an ordinary change in the business.

So people have been through a lot of examining what's important to us. So it's really important that rewards engage people in a meaningful way, especially now.

Might even mean taking a close look at your performance equation how you define performance now and how you tie that to pay

So team based incentives can really help people rally around a common goal and shorter term spot rewards can help to build momentum encourage agility. Like, I think we need to really start getting creative here.


Great, great. So we're going to just headline, we're going to run a couple of minutes over, so people can stay on with us for Jeff is going to as he opened us up close us out by just talking about some practical action.


Thanks, Melissa.

There are a series of things we think about from an organizational standpoint around hitting the globe hitting the gas really getting things

Off to a strong start, you know, the first is certainly understanding that

Returning to work needs to be customized for each population group that we talked about on the open particularly understanding the differences and appreciating the differences between full time work from home, and those are turning to the office.

Also support of management is becoming a big issue that organizations are having to do with in a more acute way and originally thought. Primarily because

Managers are having to work long hours and make some very tough decisions on staffing, which has been emotionally draining across the last several weeks.

So supporting managers. Understanding the situation they're in making sure they've got the tools they need and that they're balancing their personal wellness with performance. The organization. It's going to be a key imperatives.

Melissa talked about capturing real time learning and employee listening, we believe that employee engagement surveying is going to increase in frequency and value and at the focus is going to be around driving change and not scoring or benchmarking.

We leave the job architecture is going to likely evolve anchored in how people do the work. Tracy mentioned how job design job architecture is going to change.

We're seeing already hybrid roles evolve or employees are taking on more responsibility or cross functional responsibility in the short term, and in many cases for less compensation.

Performing quick higher and re skill assessments again being data driven as Tracy had mentioned

The largest mistake. We're seeing being made there is not fully capturing and appreciating where employees currently are and making sure that transition is a smooth one

And then finally, making sure that rewards are addressed. There are many cases in this environment we're benefits packages and salaries that makes sense in the short term.

Are not the same as in the past, and there are likely going to be reduces reduction rather

And increases in different elements of the benefits package for most workers. So those are the things that we see from an organizational structure that if leadership focuses on and gets right and we believe they'll be well positioned to accelerate through the term.


Thanks, Jeff. And I'd like to wrap it up with a few key points.

First of all, if you weren't on yesterday's webinar. Then I just wanted to let you know that we have made a version of our Korn ferry organization scan diagnostic available on our website. And basically this is where you you take your phone and hold it up to the organization scan.

The QR code and it will take you through to to that diagnostic which you're going to report back on straightaway.

And secondly, everyone who registered for this particular webinar will get an email with a link to the recording and the slides right after

I saw a couple of people in the Q AMP. A said they didn't get it from yesterday. If you didn't, if it got held up somewhere in the ether. Don't worry, it will be on our website. Monday at the latest, and you can you can get access to that.

And finally, we just like to remind you that we have our final webinar in this series tomorrow at the same time, and I'll be back with another set of colleagues, so very much hope to see you tomorrow. And until then. Goodbye. Thank you.

  • Talk to an expert
Contact Korn Ferry today