This experience is yielding fascinating insights that have significant implications for the way we should organize work. 2 AI in the Factory of the Future: The Ghost in the Machine AT A GLANCE Artificial intelligence is rapidly becoming essential for enhancing the productivity of industrial operations, as it enables producers to reduce conversion costs by up to 20%. But the standard talent management strategy is sorely outdated. We found four factors that correlate with employee perceptions of their productivity on collaborative tasks, whether working remotely or onsite: social connectivity, mental health, physical health, and workplace tools. A productive workforce is a healthy workforce. This makes it even more important for governments to deliver a value proposition that satisfies the expectations of today’s workforce. What’s more, when we analyzed what lay behind the survey results, we uncovered key factors that are critical to maintaining and improving productivity in hybrid remote/onsite and completely remote settings. Companies need to find ways of supporting employees’ mental health in the new remote and hybrid workplace. In the US, the innovation lab of the Office of Personnel Management trains federal agencies in human-centered design, which encourages organizations to overcome difficult challenges by putting citizens at the center of their problem-solving process. Our 'Workforce of the future' study looks at four possible Worlds of Work for 2030 to help you kick-start your thinking. How do you create deep social connectivity in a distanced world where everyone wears a mask, which hides many telling facial expressions? However, governments often do not sufficiently invest in learning and career development opportunities. To access in-demand capabilities, governments can form partnerships with organizations outside the public sector. While the survey covers topics like workplace motivations, it also asked Gen Z about their experience with office technology, such as productivity tools, collaboration tools, and business intelligence tools. A state government in Australia worked with a health insurer to access data and analytical talent in order to better understand which clinical practices and medical treatments provided the best long-term outcomes for patients. Source: Interviews with industry experts, physician survey, BCG Analysis. It will be important to understand employee productivity as the workplace continues to evolve. In Australia, a 2015 survey reported that only 34% of pub-lic servants felt their agency rewarded per- But even so, more than half—51%—of all respondents said they have been able to maintain or improve their productivity on collaborative tasks. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the One tech industry respondent said that “having a desk setup the same as the office and home with the same connectivity” is essential for him in maintaining productivity, while other respondents reported that digital applications and tools such as videoconferencing are important to maintaining their productivity levels. to changing customer needs. Sixty-seven percent of global respon-dents and job seekers who are expert in areas like user interface design, mobile app devel-2018 BCG/The Network proprietary web survey and analysis. And this will be even more critical as companies start to hire new employees who have not built social capital from pre-COVID-19 times. Many companies are experimenting with new approaches, as P&G Indian Subcontinent is doing by inviting employees to webinars with emotional well-being experts, according to a recent report from the Economic Times of India. (See The Factory of the Future, BCG Focus, December 2016.) One way to increase mobility is through labor-sharing platforms that allow employees to discover new government job opportunities. (See Exhibit 2.) Future of Work expert Dan Schawbel and Oracle's Emily He discuss. Harvard Business School’s Project on Managing the Future of Work and BCG’s Henderson Institute, 2018. When teams are split between home and office, remote members often feel at a disadvantage during meetings vis-à-vis those who are physically together. Things that might once have seemed impossible have proved surprisingly workable. SWP requires two things governments often lack: accurate data on the workforce and an HR team with advanced-analytics capabilities. to lose ground with every step. The UK Civil Service has a long tradition of temporarily assigning people to the private sector to improve the transfer of knowledge across sectors. Our survey shows that only 13% of respondents greatly enjoy working with advanced technologies, and 34% are comfortable with advanced software in their workplaces. To nurture leadership talent, some governments have invested in mobility programs. Without a doubt, how businesses communicate, collaborate and engage their workforce is set to evolve, if current technological progress and trends continue. Please rate on a scale of 1-4: “The advanced use of techno-logy is already a requirement, but it will become even more important in the future. One financial services company told us it believes a hybrid model (rather than 100% remote) would likely be the working model of choice for many of its employees, who see 100% remote work as unsustainable. Notes: In contrast, employee dissatisfaction with a high number of these factors is cause for concern. By enabling staff to collaborate across siloes and empowering them to make decisions independently, the pilots achieved more efficient public-sector loan writing and a 10-point increase in staff engagement. When we asked respondents about their satisfaction with tools such as videoconferencing, virtual white boards, and project management software, we found another powerful driver of productivity: employees who are satisfied with their tools are about twice as likely to have maintained or improved their productivity on collaborative tasks as those not satisfied with their tools. Initiatives range from helping employees to create comfortable workstations by giving them allowances for the purchase of equipment to delivering technology and office equipment to their homes and subsidizing their broadband costs. The desire to innovate in government can be a tough sell in a risk-averse culture driven by public scrutiny and accountability to taxpayers. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG Research congratulates the 149 Skilled Nursing Facilities and Assisted Living Centers who were recognized through the 2020 AHCA/NCAL Quality Initiative Recognition Program for achievements in Customer Satisfaction!. HR leaders need to plan for the future of work, including workforce and employee planning, management, ... Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders. To encourage employees’ physical health, employers need to create new structures that make it easy for employees to remain fit and well. When it comes to promoting good employee health, companies need to focus on both physical health and mental well-being. But participants in a BCG global survey … Some companies were already investing in tools for the virtual workplace before the COVID-19 outbreak. Respondents told us they miss “being able to spontaneously walk to a coworker’s desk and discuss an issue” and “social gatherings at work.” It will be critical for companies to recreate this connectivity regardless of where employees are located. And we focused our analysis on collaborative tasks because, as our survey reveals, in this new remote or hybrid world, collaborative work seems harder and appears to generate the most concern among employers—many of whom assume teams need to meet in person to collaborate. While some jobs will be lost, and many others created, almost all will change. Employers must use these tools to make it easy for employees not only to carry out their daily tasks but also to collaborate with their teams and other members of the organization—wherever they are located. They view the ideal workplace as a supportive environment that gives space to varying perspectives on a given issue. People Strategy, The responses to the survey yielded unexpected insights. flexible models. They also need to make transitions between onsite and remote work as smooth as possible, giving employees a cohesive experience that feels designed, not random, and allows them to perform at their best whether onsite or working remotely. Indian companies recognize the need for a more diverse workforce and have initiated pro-grams to drive inclusion. Yet they should take heart: investing in these changes will likely pay off—and may be nothing short of essential to their competitiveness in the future. Companies have reacted swiftly to the changes. One of the few certainties coming out of COVID-19 is that it will have a lasting impact on how people work going forward. Related Expertise: The public sector has a unique appeal that can help it attract talent, especially among today’s employees: it offers the chance to make a difference in the world. Combined with our findings on what drives employee productivity, this underscores the fact that listening and responding to what employees want are essential to a company’s success, including its ability to attract and retain talent. Social Connectivity. We see a number of companies coming up with creative ideas. From free therapy sessions to educational efforts, companies are starting to develop solutions to this challenge. Over the last decade, globalisation and new technologies have brought tremendous change to the way we work. In our survey, we were struck to find that of respondents who are managers—and some might not expect all managers to welcome increased flexibility—most are in fact very open to this. Boston Consulting Group X Indian Pharmaceutical Alliance 2 The objective is to direct talent toward critical projects while giving employees additional development opportunities. For many, this means embracing agile behaviors and mindsets in order to lead and empower cross-agency agile teams. But the key questions and examples featured here provide a starting point for consideration so that companies can enhance productivity whenever and wherever work is happening. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. In a 2018 survey of 6,500 executives worldwide, conducted by BCG in partnership with Harvard Business School’s Man - aging the Future of Work initiative, roughly 40% of respondents said they expected freelance workers to account for an increased share of their organization’s work - In fact, BCG’s recent Workplace of the Future employer survey found that companies expect about 40% of their employees to follow a remote-working model in the future. Credit Suisse uses analytics to predict which employees are most likely to quit (on the basis of variables such as team size, managers’ performance ratings, and length of time in a role). A US Congressional Budget Office report found that from 2011 through 2015, federal workers with a professional degree or doctorate earned 24% less than their private-sector counterparts. Canada’s Free Agent ­Program, for example, retains high-performing staff by offering them the ability to select projects that match their interests so they can contribute in a way that’s ­personally meaningful. (See Exhibit 3.) Through these types of initiatives, government can drive the culture changes required to accommodate the changing workforce and meet today’s complex challenges. Meanwhile, with 29% of respondents telling us they have experienced worse overall mental health during COVID-19, it is imperative for employers to create awareness and develop tools and benefits that support employees’ needs. Social connectivity, it turns out, is what enables us to be collaboratively productive. ability to perform well in the workplace of the future. If we could take a walk around the future workplace, what would we see? These AHCA/NCAL members used BCG Research to collect, calculate and download their CoreQ scores to achieve this recognition. BCG’s survey shows that optimising plant processes is expected to be even more fundamental in the future, with 97% of automotive respondents acknowledging that lean management would be highly relevant in 2030, in comparison to 70% when surveyed. High performers should be given opportunities to move laterally and work on new challenges in other agencies, for example. Companies can also try to make virtual team activities fun. To support professional development, governments can do the following: BCG’s survey also found that employees place a high value on feeling appreciated and receiving recognition for their work—respondents ranked this among the top ten satisfaction factors globally (German workers ranked it number one). To meet this challenge, governments need to focus on five fundamentals: delivering a superior employee value proposition; fostering a culture where innovation can thrive; cultivating leaders who are equipped to tackle today’s problems; using creative partnerships to build capabilities; and strengthening the strategic role of human resources. And when employees are working remotely, it adds to the challenges. https://business.linkedin.com/talent-solutions/blog/work-flexibility/2020/ways-you-can-make-remote-workers-feel-included . For each new challenge that arises in the remote and hybrid work world, employers will need to determine the specific tools and techniques that fit into their corporate culture and work patterns. This crisis has presented a once-in-a-lifetime opportunity to reinvent the workplace. The Singapore Administrative Service ­identifies and nurtures high-potential talent for top government posts; select employees are rotated through various agencies and assignments in preparation for assuming high-level roles. And that’s important, not just for employees at home but for those onsite, where social-distancing practices and the fact that many colleagues are accessible only via video will hamper the kind of social connectivity that took place before the pandemic. Investments in physical infrastructure, support (such as daycare), and digital technologies will of course be essential. Additionally, ­Singapore’s Public Service Leadership ­Programme develops leaders with specialized capabilities for key functions that span multiple agencies in areas such as economy building, infrastructure and environment, security, social issues, and administration. Furthermore, our survey suggests that employees miss the connectivity they had with colleagues in the office. To fulfill this role, HR must be equipped for effective strategic workforce planning (SWP). Early Solutions. Recreating social connectivity in virtual and hybrid settings is tough but essential. Some challenges are more demanding than others. Moreover, focusing on well-being and social connectivity will serve another important purpose: helping employees to recover faster from what, for so many people, has been a traumatic, painful, and stressful period. Building the Government Workforce of the Future, the culture changes required to accommodate the changing workforce, A CEO’s Guide to Leading and Learning in the Digital Age, A Blueprint for the Government of the Future, Conquering the Challenges of Agile at Scale in Government. A government’s existing talent base is one of its greatest assets; smart investments in this workforce will pay dividends for many decades to come. When employees are working remotely, it is hard to replicate the spontaneity of the “water cooler moment” or the camaraderie created by an impromptu lunch, a hallway conversation, or even a fire drill. In the future when working in the office, employees When we looked at respondents who are dissatisfied or doing worse on at least three factors, only 16% (from a small sample size, with a confidence interval of +/- 3% at 80% confidence) said they have been able to maintain or improve productivity. Read the research, insights, and innovative ideas that are shaping the future … On collaborative tasks (including exchanges with coworkers, working in teams, and interacting with clients), the number is lower. Nonetheless, important gaps remain. Some 75% of employees said that during the first few months of the pandemic they have been able to maintain or improve productivity on their individual tasks (such as analyzing data, writing presentations, and executing administrative tasks). Even before COVID-19, it routinely invested in setting up its TelePresence system—videoconferencing technology that makes two physically separate rooms resemble a single space—in the homes of its managers and leaders to ensure that they remain productive when working remotely and to facilitate virtual collaboration. To create team-level work-life balance, one approach is to carve out work-free hours every evening or set limits on how early or late work calls can be scheduled. How do you build social capital with new employees who are fully remote? What digital tools do employees need in a non-office-centric workplace—particularly to support collaborative tasks? Clevertech, a software company, encourages its employees to play videogames that simulate a collaborative environment and enable complex problems to be solved by the group.2 When reimagined, work can be more than a process. The 2018 Deloitte Millennial Survey shows that 74% of these individuals believe their organization is more innovative when it has a culture of inclusion. Public Sector, Mental Health. Governments need a major human resources overhaul. And this presents both challenges and opportunities: to reimagine the entire employee experience and to create conditions that allow employees to thrive in the workplace of the future—one that will be far less office centric. It’s hard to overestimate the disruption to work that has taken place over the past several months. But if, as our survey suggests, employee productivity is possible at the height of the pandemic with little to no training or preparation, some of the new ways of working could be continued in the post-COVID-19 world. To retain digital-age employees seeking greater autonomy and empowerment, it is particularly important for governments to create an innovative, collaborative, and agile culture. BCG was the pioneer in business strategy when it was founded in 1963. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. For a long time, physical health has been recognized as a driver of productivity, reducing absenteeism and creating a more focused, higher-performing workforce. Some agencies have established leadership academies that offer courses on pressing digital topics, such as managing tech disruption and adopting a data-driven mindset. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results. That’s a difference of almost 400%! (See Exhibit 1.). All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. © Boston Consulting Group 2020. And for those still onsite, social distancing and collaborating remotely with colleagues have transformed the workplace experience. With collaborative productivity essential to innovation, the changes will enable companies to become more competitive. Given the speed and scale of the pandemic-related changes and the fact that employers had no time to prepare staff for the shift to remote work, we expected to see a decline in employee productivity. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. https://www.bcg.com/.../2019/building-government-workforce-of-the-future Digital HR, As described in a recent post from one of our BCG leaders, the serendipity of impromptu hallway or cafeteria-style meetings can be recreated by randomly FaceTiming team members to ask how they are doing. While there have But employers should ask themselves a number of key questions as they work to design customized solutions. Understanding the drivers of productivity in this new environment and designing appropriate, sustainable working models are crucial to the success of work—both today and tomorrow. The survey contains potentially good news for the many recruiters who are responsible for filling technology or digital-development jobs. 1 Boston Consulting Group is an Equal Opportunity Employer. People Strategy, May 23, 2019  BCG: Boston Consulting Group looks at the future of Digital Factories and the future of Manufacturing Technologies The future of manufacturing is exciting. The workplace has undergone a dramatic shift that is fundamentally changing how we work and collaborate. And given employee desires for flexibility, the changes will also allow companies to recruit and retain the best talent. While this is a subjective productivity indicator, the data is still striking. 2 To counter this concern and promote equal participation in meetings, one option is to have all participants dial in to the call individually, even if they are onsite. We explored their attitudes toward flexibility, productivity (on individual, collaborative, and managerial tasks), well-being, career security, social connectivity, culture, learning and development, and the work tools they use. This evolution will increase the need for employers to measure employee productivity in conjunction with employee perceptions. According to the Economic Times of India, Microsoft India is bringing in experts to educate leaders and employees on the importance of mental health and well-being during these challenging times. The responses also reveal a significant shift in employee expectations for the future of work, with a keen appetite for flexible ways of working—and increased openness to this from managers. Others are organizing visits to leading companies and NGOs to observe best practices in action. Survey question: In my company, we have a clear understanding of which digital capabilities will be needed of employees in the future. Front, a workplace-communications platform provider, offers an employee assistance program in the form of a confidential counseling service to help employees with challenges related to work, family, stress, finances, and other personal issues. To build the workforce of the future, they cannot afford to rely solely on the power of their societal mission; they must revisit the ways they attract, develop, and retain talent. BCG’s recent Workplace of the Future survey reveals that most organizations believe their future workforce will be much more remote than ever before: Overall, companies expect approximately 40% of employees to utilize a remote working model in the future. Physical Health. Employers can also consider scheduling regular meetings while out walking in order to build physical fitness into the workday. This isn’t a time to sit back and wait for events to unfold. How do you foster a culture in which leaders see it as their responsibility to design and execute social-connectivity strategies and practices for their teams? In our research, 60% of employees said they want some flexibility in where and/or when they work. Perhaps most challenging, but with the highest payback, will be figuring out how to maximize the social connectivity that takes place in the office. All rights reserved. In this data-filled -- and quite charming -- talk, human resources expert Rainer Strack suggests that countries ought to look across borders for mobile and willing job seekers. Well in the past several months role in helping improve overall government performance a closer at! 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