1. Talent Management - Informing the Future Keith Stopforth Leadership Facilitator and Business Coach 10Eighty www.10Eighty.co.uk

2. Looking back – the past 5 years Trends and Realities in the UK Market Talent Management in a VUCA World Looking forward - Talent Management in 2020 Q&A Focus for Our Session

3. Looking Back – The Past 5 Years

4. Lots of boxes- 9/12/15/32- Which One? Debate over Transparency For the few or the many? HR Driven or Business Owned? How many companies dedicated to this role via people or reliant on a system? Technology shift - away from people and mixed compliance to data gathering Success - real or imagined or just not told?

5. Trends and Realities in the UK Market

6. Gen Ys as Managers want a career/life fit value technology to enable working smart use tech to communicate more informal

7. Baby Boomers and Gen X Managers: seen as unwilling or simply unable to adapt to the new expectations of GenY often managing a long term health issue at work or those of a dependent relative

9. By 2022 700,000 fewer people aged 16-49 in the UK By 2023 the UK will need 200,000 more people per year to fill gap left by retirees

10. There is a now an unprecedented generational gap characterised by a digital divide The Baby Boomers face retiring later or not at all Advances in Healthcare mean Baby Boomers are able to work longer but also means they have to focus more on the needs of others - such as elderly parents Benefits such as pensions, healthcare and seniority are slowly being eroded as Companies seek to manage costs

11. The Digital World means that the time between work and home is becoming increasingly blurred Gen Y and now Z are seen as lacking in basic numeracy and literacy, often insular and not very emotionally intelligent whilst lacking the work ethic of Baby Boomers and Gen X Immigration is changing the face of work, workers and workplaces

12. Generational and Digital Divide - Truth or Reality? – We can debate or do something about it..

13. Talent Management in a VUCA world…

14. Over 55s - Mentoring Young People as part of their role - examples in Gas and Other Utilities Mid Life Career Reviews for the over 55s Sodexo - UK and Ireland - “ Generations Network” – bringing people together to share experiences and ideas as well as break down intergenerational differences Offering over 50s flexible working, sabbaticals and short learning courses (but not just online!! - 70/20/10 is failing a large population of learners) Moving from Career Discussions to Life Goals for Young People

15. Reverse Mentoring - Gen Y working with Gen X and Baby Boomers Targeting potential employees at schools and colleges - CBI now calling for the scrapping of GCSEs Barclays/National Express- Apprenticeships for over 50s Virgin - 12 months paid paternity leave Investing in Leaders - the model needs to be revisited in the VUCA world

16. Looking forward Talent Management in 2020

17. Leaders will need to be much better equipped to manage Talent HR will be an enabler not the doer Companies will have to re-evaluate their view of older workers and restructure work to fit The Digital Divide needs to be addressed and harnessed SMEs will have to get real about Talent Management

18. The line between education and employers will become blurred Technical Recruitment will become even more challenging and new ways of working will have to be created “Growth Conversations” for GenY - focused on skills and knowledge development Leaders will need to be able to work with multi cultural, multi-generational, diverse and technically savvy teams

19. Any Questions?

20. Thank You! Contact Details – Keith Stopforth Mobile: 07809 511592 Email: keith.stopforth@10Eighty.co.ukkeith.stopforth@10Eighty.co.uk Website: www.10eighty.co.ukwww.10eighty.co.uk Twitter: @10Eightycareers LinkedIn: uk.linkedin.com/in/keithstopforth/uk.linkedin.com/in/keithstopforth/ Twitter: @kstoppy1

21. Workplace Flexibility in a Changing World Emma Swan Employment Partner Taylors Solicitors

22. What Is Workplace Flexibility? Employee and an employer making changes to when, where and how a person will work to better meet individual and business needs Mutually beneficial to both To result in superior outcomes

23. Types Of Flexible Working Formal flexibility policies Informal flexibility

24. The Need For Flexibility Why do we need workplace flexibility? Can flexible work options provide demonstrable benefits to businesses that offer them to their employees? And do employees with access to flexible arrangements succeed in creating a better balance between work and other aspects of their lives?

25. Why Employers Need Workplace Flexibility Organisations with higher levels of employee satisfaction are able to recruit and retain valuable and engaged employees Who are less stressed and more committed and productive Which in turn leads to more satisfied customers, higher profits, and a better return for shareholders.

26. Employers Need: Enhanced Recruitment

27. Employers Need: Improved Performance & Productivity

28. Employers Need: Increase Retention And Reduce Turnover There are several ways that flexible work arrangements can help reduce turnover Workers who have more access to flexible work arrangements report greater job satisfaction and are more likely to be committed to their employers and therefore stay at their current company. Flexible work arrangements can also decrease turnover by encouraging individuals to remain working at a firm even after a major life event such as the birth of a child. Reductions in unwanted turnover may result in important benefits to employers, such as less loss of knowledge workers to competitors, and lower recruitment and training costs.

29. Employers Need: Positive Impact On Employee Commitment & Engagement Commitment is higher and burnout is lower for employees who have access to flexibility compared with those who do not have it. An engaged employee is concerned with producing quality work and believes that she or he has a stake in the organisation.

30. Employer Need: Better Customer Coverage & Customer Satisfaction

31. Employer Need: Increased Job Satisfaction

32. Employer Need: Increased Cost Savings & Profits Human capital is the most valuable resource that a company has. Flexible work strategies that increase employee satisfaction and engagement and promote work-life balance will yield costs savings by increasing retention and avoiding unnecessary turnover.

33. Employers Need: High Return On Investment

34. Employer Need: Reductions In Absenteeism & Presenteeism Are your employees “present” but not really “there”?

35. Why Employees Need Workplace Flexibility Employees report that they are more productive and more engaged in their work when there are able to balance the demands of work with other aspects of their lives. Improvements in physical and mental health are also associated with workplace flexibility.

36. Employee Need: Reducing Stress Flexible work arrangements may reduce stress because employees working flexibly are more satisfied with their jobs, more satisfied with their lives, and experience better work-family balance. Overall, employees who have a high work-life fit fare much better than employees who have moderate or low levels of work-life fit. They are more highly engaged and less likely to look for a new job in the next year, and they enjoy better overall health, better mental health, and lower levels of stress.

37. Employee Need: Reducing Negative Spillover Spillover is a process by which attitudes and behaviour carry over from one role to another. Spillover between work and family life can be regarded as negative (i.e. work-family conflict) or positive (work-family enhancement).

38. Employee Need: Improve Work- Family Balance Work-family balance has two dimensions: work interference with family and family interference with work.

39. Employee Need: Improve Work-Life Balance Work-life balance has three dimensions: work interference with personal life, personal life interference with work, and work/personal life enhancement.

40. Employee Need: Better Physical & Mental Well-Being

41. Why Society Needs Workplace Flexibility Global workforce

42. Society Need: Retaining The Talents Of Older Workers To maintain high levels of skills and productivity in the workforce, employers will have to find ways to recruit and retain older and more experienced workers. At the national level, the rising numbers of retirees relative to workers will result in a decrease in economic growth and productivity, higher taxes, and a decrease in living standards-unless people can be persuaded to work longer.

43. Society Need Promoting Family- Friendly Policies With men and women both performing work, often one or both of them need the ability to attend to family responsibilities such as taking children and parents to doctors' appointments. Workplace flexibility is needed to address increased participation of parents and women in the workplace, the greater share of household duties by both parents, and the increased need for provider elder care.

44. Society Need: Promoting Continuing Education & Improvement Of Work Skills The job skills required in the modern workforce require employees to obtain post-secondary education and additional job-related training. Employers who provide flexible scheduling or workplace arrangements to employees as they seek to work and earn a degree or credential may find that they can address their own skill shortages as they improve the qualifications of their employees.

45. Enhancing Tax Revenues That Support Social Security And Social Programs Adopting flexible practices encourages labour force participation among those workers that would otherwise find it too "costly" to work, such as parents or older workers who have caregiving responsibilities. Flexible work policies also promote investment in improving workplace skills, increasing employability. Taxpayers and society as a whole benefit.

46. Society Need: Benefits To The Environment Sound business practice Some indirect effects, such as: Reduce the use of energy in transportation, by allowing the employee to work in a location closer to home or at home. Allow for more efficient use of existing office space and reduce the need for new construction. Allow employees to commute at off-peak times, resulting in less fuel consumption.

47. Society Need: Enhancing Global Competitiveness Workplace flexibility is an essential or mandatory practice that enables organisations to compete in a global economy. As companies become multinational in their scope of services, suppliers, and products, the ability to interact with customers and clients all around the world requires a workforce that can operate flexibly in terms of hours and locations.

48. Barriers To Workplace Flexibility Employee’s barriers Employer’s barriers

49. Encouraging Trends For The Future Of Workplace Flexibility UK legislation to support businesses and individuals to work flexibly in a changing world:- Shared Parental leave Flexible working Maternity leave and pay Adoption leave and pay Paternity leave and pay Parental leave Time off for dependants

50. Get in touch Emma Swan Employment Partner Taylors Solicitors t: 01254 297930 m: 07817 392717 e: emma.swan@taylors.co.ukemma.swan@taylors.co.uk OR via LinkedIn