White Paper Future Jobs

Future Jobs: How We Will Work
in the Europe of the Future
Working world 2020 – a qualitative study of trends in cooperation
with the Zukunftsinstitut [Future Institute]

2 Ajilon Professionals - White Paper Future Jobs

Table of contents

1 Introduction: the future – a task for today 6

2 New labour society trends 8
2.1 Challenges for a new decade: demographics and globalisation 9
2.2 Split labour markets and flexible working conditions 13
2.3 In search of a new quality – creativity as a driver of growth 18
2.4 New working culture: from Organisation Man to Flexible Worker 20

3 Companies: making a success of innovation 23
3.1 The creative capital bottleneck factor 24
3.2 Matrix of change – the new over-arching sectors 26
3.3 Unusual bonuses: purpose, freedom and self-determination 29
3.4 Creativity conditional upon internal and external freedoms 32
3.5 Why diversity pays 34

4 The new employees: Why autonomy counts 38
4.1 Entrepreneur of life versus puppet 39
4.2 Lifestyles 2020 – new values and attitudes 41
4.3 Balancing act: the personal work portfolio 44
4.4 Profile oneself – the “uniquablity” challenge 45

5 Contacts economy: What companies can do 48
5.1 Internal networking of value to employees 49
5.2 Relationship management from childhood 50
5.3 HR: partner for active moulding of life 52
5.4 Transformation space – leadership facilitating & enabling 53

6 Conclusion: the future in perspective 55

3

Foreword
The future – a task for today

Foreword
Dear Reader!

Work is global. Work is an intrinsic part of our lives. While there is wide
consensus on the fact that work is “a physical or mental effort or activity
directed toward the production or accomplishment of something”,
the nature and scope of that “effort” or activity varies depending on the
country, the industry, the sector, but also the gender, the age, the skills
and the “times”. Never before have so many people been “at work”. And
never before have there been so many different types of work, professions,
functions, entrepreneurial and flexible working options.
For the workers, we are seemingly living in great times: The way we work
has evolved, putting the “worker” and his well being and security first.
And still every one of us feels the occasional doubt and even fear: Will I still
have the same working opportunities in future? Is my job safe? So our times
also stand for “the other side of the medal”: never before have workers
felt so insecure about work and the value of their (permanent) jobs. Side
effects of work can take centre stage, with our focus moving away from
working environment, working time, function, activity and even the salary,
shifting to working values, ethics and the need to create meaning.
At Ajilon Professionals, we believe that these “times” have only just begun.
The labour market will consolidate itself as a safe place for workers. But at
the same time, no job is safe and no job is forever. For many workers that also
represents a great opportunity. Flexibility is the new mantra and it has many
dimensions. Flexibility requires new ways of thinking and of interacting.
New ways of “doing work”. For workers, CVs will be less linear. Positions
and functions in companies will change and employees will climb up but
also “down” the career ladder. For employers, the challenges are manifold
too, starting with finding the “right worker”, having the right talent with
the right skill set and – also important in future – the right attitude for the
job offered, while staying competitive in a global economy. Finding the
right talent will become indeed the key importance, since the aging of the
population will intensify scarcity.
Ajilon Professionals is fully aware of these “times”. And the “Ajilon Workers”
want to face its challenges and provide the best solutions for Ajilon’s
candidates, colleagues and clients. With this study, we hope to inspire you
to tackle the challenges of the working world of today, looking into
tomorrow and to provide thoughts on how to solve them.

I hope you will share my view that this read is “good work”.

Yours truly,

Patrick De Maeseneire
Chief Executive Officer

5

Introduction

Introduction
Work has become a central theme in developed western societies, because work
does far more than generate income. Thus, it is not only a purely economic
transaction. Work confers status, it consolidates relationships, bestows affiliation
and creates identity. Work also implies learning, prompts further development and
thereby generates purpose. Work moulds us when we have it, and it severely
blemishes our selfimage when we lose it and become “unemployed”.

The future of work will make its mark on the society in which we are living and set
the course for how we will live, think and act. As a result, today we are facing the
great and important responsibility of considering the future of work. This is true for
politics as well as for companies and employees wishing to consciously help in
shaping tomorrow’s world.

But what will the future look like? Is it at all possible to make a prognosis for the
development of “work” spanning all industries and countries? And what type of
prediction can we make? It is surely not possible to accurately calculate, industry
by industry, which jobs will become redundant, which will survive and which new
competencies will instead be in demand. What we can do, however, is to create a
“big picture”, tracking the major development trends: what would the future look
like should the changes that are in evidence today actually take hold? How would
this affect our working hours the ratio of leisure time to working time, our career
paths and – last but not least – our training and continuing education? How will
companies organise themselves; how will they continue developing their
processes and structures and their concepts of leadership as they are understood
and practiced?

And – so vital to our future – what are the implications for innovation? How can
companies attract new blood in the longer term; how can they attract young talent
and ensure that the supply of knowledge and especially creativity is assured and
sustainable? What will be required in the coming years and decades to become
an attractive, inspiring employer with access to “creative capital”?

In order to paint a picture of tomorrow, it is necessary to recognise the early signs
of change already evident today. Although statistics are useful at this point of
departure, they cannot be the only pillar upon which to base our analysis,
because statistics are necessarily based on many assumptions about the reality
inherent in the type of questions and the selection of respondents. Thus,
navigation on the basis of a pre-existing lattice of numbers can rapidly assume
the character of “navigating by the rear view mirror”. To recognise what is truly
new, it is therefore also necessary to identify less obvious, more subtle changes.
This includes innovative examples from companies as well as reports in the media
and stories reflecting our changing culture. The goal of this type of condensing is
to identify new patterns that may be emerging. Of course, this also requires a
measure of subjectivity, since judging whether several observed phenomena are
interrelated or constitute a string of coincidences is ultimately up to personal
observation and decision.


Some patterns are already clearly recognisable today with regard to the future of
work. A profound change is emerging in the working world. Today, our image of
work – still strongly characterised by the working culture of the industrial era – is in
flux. Instead of full-time employment for life, a new and much shorter term-project
culture is emerging, both within conventional companies as well as externally. This
is a culture characterised by personal responsibility, flexibility and a new form of
creativity. A creativity extending beyond the manufacture of a “creative product” of
a given description and which is especially evident as well in the way individual
work biographies are compiled. The “New Work” culture comprises the capacity to
question one’s personal work structures and processes as well, to re-create these,
to think in a larger context and to integrate diverse perspectives.

Where we are today, what tomorrow’s opportunities and challenges will be and
the steps we need to take – all this can be gleaned from patterns observed today
that we consider likely to continue to develop into the future. This is why we would
like to invite you to join us on a journey into the near future and in a dialogue on
how to shape this future.

Matthias Horx, Founder of the Zukunfsinstitut.

7

2 New labour
society trends


New labour society trends
Challenges for a new decade: Demographics and globalisation

2.1 Challenges for a new decade:
demographics and globalisation
When looking at the future world of work, both the concrete and visible changes at
the company level and the bigger picture of macro-economic developments must
be scrutinised and interlinked. Valid conclusions and concrete demands for action
can only be defined after the integration of both these considerations.

On the macro-economic level, the main drivers for change are demographic
developments and globalisation – the global increase of economic integration.
Population developments in particular will decisively characterise western
European societies in the coming decades and exert an enormous influence on
the labour market. Significant demographic trends are similar for all societies in
western Europe: we Europeans are ageing – and are also decreasing in numbers
in many countries. The reasons can be found, on the one hand, in a higher life
expectancy, but also higher mortality rates on the other. The European statistics
office Eurostat predicts that deaths will exceed births in the EU 27 economic region
beginning as early as 2015. Thus, in the longer term, the population will shrink
despite increasing rates of foreign immigration. This is an important signal for the
labour markets because the baby boomers, (those born in the high birth rate
years from the mid-forties to the mid-sixties), are entering retirement at the same
time.

As a result, in the medium term, the demographic picture for Europe is
as follows:
• The median age – where half the population is younger, half older –
will increase from 39 years in 2004 to a projected 49 years in 2050.
• The number of young people between 0 and 14 years of age will fall
from 100 million in 1975 to some 66 million in 2050.
• The population capable of gainful employment (15–64 years of age)
will reach a peak of 331 million in 2010, but is predicted to drop to
268 million by the year 2050 1.
• Ageing will affect different European countries in different ways:
the ratio of 65-year-olds to 15–64-year-olds in the EU 25 will be
roughly 53 per cent in 2050 (25 per cent today), with the highest
ratios in Italy and Spain (66 and 67 per cent) and the lowest in
Denmark, Luxembourg, Malta, the Netherlands and Sweden (approx.
40 per cent) 2.

European policy began to take this into consideration as early as 2000 in the form
of the 10-year “Lisbon Strategy”, and the current “Europe 2020 Strategy” is a
seamless continuation of the former. The core aspiration at the start of the new
millennium was more education, more innovation and more sustainability in order
to remain successful in the international arena and to make the EU the most
competitive and dynamic economic area in the world. The “Europe 2020 Strategy”
not only accommodates this, but also defines other principal objectives for the
coming decade. This evidently mutual approach could make Europe into a social
pioneer, turning it into a kind of role model for other states. The design of family
policies, the problem of immigration, improved integration and the establishment
of education systems appropriate to the future, demography- resistant social

1 Eurostat.
2 Europe’s demographic future: Facts and figures on challenges and opportunities,
European Commission, October 2007.

9

Challenges for a new decade: Demographics and globalisation

Demographic change in Europe
Population by age groups 1975–2050 (millions)

1975 2005 2050 2050/1975
0–14 years
EU–15 82,8 61,5 58,2 0,70
EU–25 98,9 73,4 66,5 0,67
NMS–10 16,1 11,9 8,3 0,52
15– 64 years
EU–15 220,2 256,5 218,3 0,99
EU–25 265,8 308,9 253,4 0,95
NMS–10 45,6 52,4 35,1 0,77
65 + years
EU–15 45,5 66,8 110,7 2,43
EU–25 52,9 77,0 129,1 2,44
NMS–10 7,4 10,2 18,4 2,49

Source: Europe‘s Demographic Future: Facts and Figures, Brussels 2007, figures from Demographic Monitor of the SSO

structures, and resilient economies are issues that are not only of concern to
Europe, but will also be of interest to other countries around the world over the
long term.

The earnings potential is therefore starting to diminish, quietly, but irrevocably.
Although this will be the case already starting in 2011, total employment in the EU
25 will continue to increase in absolute terms until 2017. The reason: while the
numbers of “traditional” employees are reduced, new target groups are heading
for the labour market. Due to improved education and higher earning potential,
the rate of participation in the labour force of young women will increase in all of
Europe, from just over 55 per cent in 2004 to almost 65 per cent in 2025. And
participation of the older employees is also increasing: “senior citizens” are keen
to (and sometimes must) work for longer As from 2017, however, this development
will no longer serve to increase the supply of labour and we will be facing firstly
stagnation and shortly thereafter a decrease in the employment level in Europe.
The consequences are farreaching:growth is no longer “automatic”. To achieve
further growth, we must therefore either increase the productivity or – alternatively
– accept a decrease in growth.

In terms of numbers, this equates to the annual growth rate of the gross domestic
product falling from 2.4 per cent over the years 2004 to 2010 to 1.2 per cent over
the years 2031 to 2050 3. There was already a political reaction as early as 2000
with the so-called “Lisbon Strategy”.

3 IBID


At that Challenges for a new decade: Demographics and globalisation time,
the goal was formulated in terms of increased education, innovation and
sustainability in order to remain internationally competitive and to turn the EU
into the most competitive and dynamic economic region in the world. In this way,
Europe could become a social pioneer – it was argued – since questions regarding
suitable family policies, the successful regulation of immigration, better
integration, a future-proof educational system, a demographics-proof social
system and resilient national finances will, in the longer term, affect not only
Europe but also other countries around the globe.

Even though the course has already been set, in many countries demographic
development will only become evident a few years from now. And 30 to 40 years
will go by before we experience the peak of the ageing. Nevertheless – if not
especially for this reason – there is an urgent need for action today already at
the micro level, in individual regions and companies. It is because of this that
Germany’s Berlin Institute for Population and Development has conducted a study
to more closely investigate Europe’s demographic future. A total of 285 regions
were evaluated in this study, which was based on 24 indicators. The findings:
Europe’s successful regions are in an oval area stretching from Stockholm and
Oslo via London, Paris and the Alemannic regions including Switzerland and
southern Germany, up to western Austria. Germany continues to be divided by the
“boundary of systems”, which separates the East – in need of aid – from the West.
And while capital city regions in most countries are included among the youngest
and most dynamic, Rome and – especially – Berlin score average at best. The
opportunities emerging from this regional analysis are self-evident: Europe, with
its variety of regionally different mentalities and cultures, could develop into a
“marketplace of ideas”, an enormous test laboratory in which different
approaches and strategies for dealing with the future may be studied “in the
flesh” and – in case of success – transferred.

But the demographic development has become a permanent component of
future agendas virtually everywhere, not only at the political but also at the
company level.

Many organisations have not only made internal demographic analyses and
prognoses, but have also prepared comprehensive plans for action. The spectrum
of actions stretches from targeted composition of mixedage teams via restructured
recruiting procedures and targeted employer branding strategies, to the deliberate
promotion of groups such as women and migrants as potential new employees
along with special programmes for the (re-)integration of older employees.

Global Grid creates close ties between global markets

The second decisive driver of change, apart from demographics, is globalisation.
The economic integration is intensifying, leading to consequences for the labour
markets. A “Global Grid” – a global network of interdependent streams of goods,
finances and information – has been in existence for years. The links between
countries, social groups and even labour markets have become so close that we
can no longer ignore what is happening on the other side of the globe. The
consequence: cost Challenges for a new decade: Demographics and globalisation
pressures are increasing, and thereby also the perceived risk. Flexibility and speed
of innovation are developing into decisive factors for success. Old structures are
falling apart and new business models are developing at an increasing pace. In
many companies, this manifests itself by the number of internal change
processes. Waves of change often follow hot on each other’s heels, including
restructuring of structures and workflow. Global interlinking is also clearly evident
in labour markets and mobility continues to increase. International labour
migration may give us an impression of the dynamics driving this phenomenon:
according to International Labour Organization data, by 2000 there were already

11

roughly 86 million labour migrants globally. If we include family members who
also immigrated, this figure climbs to 175 million people, which corresponds to
three per cent of the world’s population. The jobs that are created in the course of
globalisation are often not well paid or secure. According to a study by the World
Trade Organisation and the International Labour Organisation (WTO/ILO), many
so-called shadow jobs are created – e.g., unregistered companies or jobs without
social rights. Their present share is estimated at up to 30 per cent of jobs in Latin
American countries and at over 80 per cent in African and South Asian countries.
The higher the number of poorly secured jobs, the more susceptible such
economies are to crises, especially in the developing countries, the study asserts.
There is a reason why efforts are under way to harmonise different national social
standards and to export Western labour standards to the East.

The impact of globalisation is also felt at the company level, in the form of
outsourcing and offshoring, for instance, but also with regard to HR matters:
in many organisations, this includes a global recruiting approach, an
internationalised employer branding strategy and global talent management.
And this is increasingly not only a matter for High Potentials: in a time in which
international experience in terms of study and work is increasingly becoming
matter of fact, the global labour market is no longer of interest only to high
performers. In the future, global careers will be found in other market segments
and at other levels of qualification as well.

Labor market 2010/11: Little expansion expected
Is your company going to increase or to reduce their workforce over the next 12

60

50

40

30

20

10

0
DE UK FR IT CH

incraese reduce keep constant

Basis: 1,200 executives surveyed worldwide, Source: Handelsblatt Business Monitor June 2010


2.2 Split labour markets and flexible
working conditions
Even though the major development trends of “demographics” and “globalisation”
have far reaching long-term consequences for all companies, their relevance will
still be judged very differently depending on industry, region, sales market and the
competition. One of the consequences of this is that “future work” can hardly be
treated as one concept. On the contrary: in the future, we will increasingly be
dealing with “fractured” labour markets. While, for instance, total unemployment
should – technically speaking – fall, supply in some sectors and occupations will
continue to exceed demand, while there is an extreme scarcity of supply already
today in other sectors (keyword: skills shortage). This is also true regionally. While
the supply in certain regions will remain too high, other regions are desperate for
staff. Individual sectors of the labour market in certain parts of Europe or for
certain occupations or qualifications will therefore be swept clean in future, while
unemployment will persist well into the future in others. This increases the
pressure for mobility, both in the sense of region as well as qualification. For many
companies, the opportunity for upskilling and continuing education will therefore
become a deciding future-enabling factor.

Apart from globalisation, the economic crisis is also increasing cost pressure,
thereby contributing to the restructuring of the company and leading keep
constant Split labour markets and flexible working conditions to a reduction
in the demand for employees. In particular, conventional full-time jobs are
diminishing while more flexible forms of working are gaining in importance.
In 2009 alone, there was a wave of mass layoffs spanning all industries. Some
of the affected companies were the Dutch banking and insurance group ING with
7 000 dismissals corresponding to a cost reduction of roughly 1000 million euro,
the Phillips electronics corporation (6 000 jobs down and cost reduction of about
400 million euro) and the Anglo-Dutch steel producer Corus (3 500 workers
dismissed). Bad news also emanated from parent companies in the USA: to keep
costs under control, Caterpillar – the globally leading manufacturer of building
equipment – shed 20 000 jobs. The pharmaceutical giant Pfizer dismissed
19 000 staff and its competitor Merck intends to send a total of 14 000 employees
home in 2010. Telecommunications company Sprint Nextel is dismissing 8 000
staff, the Home Depot chain 7 000 and General Motors has reduced the number
of its employees by 2 000 4. Not even the public sector is escaping restructuring:
this year alone, labour and trade unions are bracing themselves for a loss of up to
40 000 jobs in the UK’s public sector, necessary to assure planned savings of
twelve billion pound 5.

Politicians are reacting and are trying to counter the trend through regulation at
the international level. This is how, for instance, the “Global Jobs Pact” of the
International Labour Organization (ILO) came into being, in reaction to the global
economic crisis and with one particular goal in mind: to initiate international
political measures to reduce the time delay between recovery of the economy
and recovery of the labour market. This is the Pact’s literal response to rising
international unemployment triggered by the crisis: “There is a need for
coordinated global policy options in order to strengthen national and
international efforts centred around jobs, sustainable enterprises, quality
public services, protecting people while safeguarding rights and promoting
voice and participation”.

But the logic at the company level is different: to cushion risks and keep costs
under control, the tendency is for “core staff” to be further reduced. This solution
requires the use of non-permanently employed labour. Concepts such as the
“breathing organisation” – which adapts to variable demand or other changing
4 Various sources.
5 http://www.guardian.co.uk, 10 April 2010.

13

boundary conditions through the flexible deployment of staff – are gaining in
popularity as a method to manage uncertainty in the markets and minimise the
fixed cost component. This may be achieved through conventional temp work,
though not necessarily. Annual working time accounts and other flexible working
time models also create space for companies to react to the market. Apart from
this increase in flexibility, in the future, we will also see new and sometimes
unusual (since they are uncustomary) attempts at finding solutions to cushioning
risks. This may, for instance, include cooperation with competitors in very specific,
delimited fields of business and also increased cooperation with external service
providers.

Against this backdrop, labour markets are bound to continue to increase their
flexibility. The conventional full-time job is becoming extinct, but fixed term
contracts, project work, self-employment and holding down more than one
job is on the increase. And even by landing one of the fewer and fewer full time
jobs – job security is no longer part of the deal. “When I hear people talk about
temp vs. permanent jobs, I laugh”, says, for instance, Barry Asin, Chief Analyst of
the Staffing Industry Analysts research company in California. “The idea that any
job is permanent has been well proven not to be true”.6 The disposable co-worker
and the “just in time” supply of employees is becoming the new ideal. Slowly but
surely, a “permatemp” world is emerging in which temporary employment is the
rule. The Iowa Policy project think tank, for instance, estimates that by 2005,
already roughly 26 per cent of Americans no longer had standard jobs in 2005.
The tendencies in the much more tightly regulated German market are similar,
as shown in a prognosis by Deutsche Bank Research. Project management
turned into a determining economic factor in one of their scenarios for 2020.
In the 2020 prognosis, independent project companies will generate
approximately 15 per cent of the entire added value, up from only two per cent
in 2007 7. The trend to a more flexible working world is further strengthened from
the supply side as well: should more women join the labour market and if
companies and politics then do not respond by extending family support services,
a supply gap will ensue which may increase the demand for part time positions.
How this development is viewed and how threatening it is perceived to be
depends on the individual countries, because labour is regulated and structured
in many different ways in Europe today. Statistics show, for instance, that the share
of part time jobs in the overall employment for the third quarter of 2009 varied
from 5.8 per cent in Greece to 48.3 per cent in the Netherlands. The figures for the
share of co-workers under a temporary contract only are similar. While this stood
at 5.8 per cent in the UK in the same period in 2009, the figure stood at 25.9 per
cent for Spain and even 27.1 per cent for Poland 8. Based on the latest figures,
there is even a temp work boom in progress in Germany: according to the German
Federal Labour Agency, one out of every three job offers was made in the temp
work sector in June 2010, a total of 113 176 positions. Job offers in the temp work
sector have therefore more than doubled since the beginning of the year, while
the remaining job offers have increased by only a third. The share of temp work
positions in all new positions correspondingly climbed from 26.2 per cent in
January to 34.9 per cent in June 9.

Studying the development of temp work across Europe and over a longer period
is thus not so straightforward. Data from the different countries are hardly
comparable, since they are quite inconsistent and unreliable in part. This is true
especially for the distribution of temp jobs over the sectors and in terms of
occupational qualification, states the International Labour Organization (ILO) in
its paper Private employment agencies, temporary agency workers and their
contribution to the labour market (no. 181, Geneva/October 2009). Thus, it has
been stipulated in Convention 181 that private employment agencies are to provide
more information on their activities to enable political organs to form a clearer
picture of this sector. Looking at the sector today, one thing is immediately
apparent: agency workers have been the first to suffer the fallout from the crisis.
6 ww.msnbc.com, 10 January 2010. 8 Eurostat, Statistics in Focus 12/2010.
7 Deutschland im Jahr 2020, Neue Herausforderungen für ein 9 www.spiegel.de, 28.7.2010.
Land auf Expedition, 2007.


The wave of dismissals – says the ILO – has especially affected industries in
developed countries and then again the automobile sector in particular. But the
longer term temp work trend is clearly on the increase when viewed over the
decade 1997 to 2007. The increase over this decade was most visible in Japan,
with 990 000 temps (measured in full time equivalents), but was also evident
from the figures for the UK (plus 603 000), the USA (plus 520 000), Germany
(plus 434 000) and France (plus 279 000) 10. The recorded rise took place mainly
in the second half of the decade. The re asons for this may be found especially
in renewed growth after the recession, but also in relaxed legal regulations
in Japan, Germany and Italy.

Employees with temporary contracts – status quo by country and sex

Share on total employees (%)
2009 (3rd quarter)

15 years and moreEmployees with temporary Men and women Men Women
contracts (1,000)
EU-27 25,127 13.8 15.6 13,1
EA-16 18,458 14,5 14,6 16,8
Belgium 304 8 6,5 9,8
Denmark 234 9,2 8,5 9,9
Germany 4,971 14,6 14,5 14,7
Spain 4,046 25,9 24,2 27,9
France 3,223 14,2 12,7 15,7
Italy 2,186 12,6 11,1 14,6
Netherlands 1,373 18,6 16,7 20,7
Poland 3,353 27,1 27,6 26,6
Sweden 667 16 14,5 18,4
UK 1,436 5,8 5,4 6,1
Turkey 1,588 12,2 12,3 11,6
Norway 200 8,7 7,4 10,1
Switzerland : : : :

Source: Eurostat, Statistics in focus 12/2010

When comparing the number of temp workers as a fraction of the total
working population between 1997 and 2007 (also in full time equivalents),
a slight increase is evident over the full period, but, in particular,
rising penetration rates over time as well. Temp work was most prominent
in the UK in 2007 at 4.8 per cent, but other developed markets such
as Belgium, France, Luxembourg, the Netherlands, Japan and the USA
also displayed rates in excess of 2 per cent in 2007.

Different patterns emerge nationally if the data are broken down by industry
sector in which the temp workers are employed and by occupational
qualification. As expected, 70 to 90 per cent of all temp workers on average
are working in the processing industry or in the services sector. A closer look
at the countries shows, however, that – at a national level – the distribution
varies widely: the level of employment in the services sector is very high in
Greece, Norway, Spain, Sweden and the UK (in excess of 50 per cent).

10 All figures adapted from the CIETT (International Confederation of Private Employment Agencies), The Agency Work Industry around
the World: Main Statistics, Brussels 2009.

15

In Belgium, Germany, Hungary and Poland, however, more than half the
temp work is in industry 11.

This raises a fundamental question not only with regard to temp work,
but also taking into consideration all workers: in the future, what qualifications
will be needed? This is exactly what the “New Skills for New Jobs” joint initiative
of the European Commission and the EU member states has in mind. Its goal:
to support countries and regions in the prognosis and analysis to determine
which qualifications will be in demand in tomorrow’s working world. The EU
could play an important role here by making available comparable data on
future challenges. For this reason, regular prognoses were introduced in 2008,
in cooperation with the European Centre for the Development of Vocational
Training (CEDEFOP). They are updated every two years, for the purpose of providing
information on supply and demand with regard to different levels of qualification.
The result is hardly surprising: the demands are changing. The qualifications in
demand for all employees in 2020 are 35.2 per cent “high”, 50.3 per cent “average”
and 14.5 per cent “low”. The picture was different in the 2000; at that time, the
qualifications demanded from all workers were 22 per cent “high”, 48.2 per cent
“average” and 29.8 per cent “low”. Closer inspection of the reasons shows that this
is mainly a consequence of newly created jobs demanding more of the workers
than existing jobs. While existing posts naturally still demand staff at all levels of
qualification, new posts clearly require fewer lowly qualified people.

However, apart from the purely professional qualification, the employees of the
future – whether in fixed or temporary employment – must, in particular, have
flexibility and this is because the idea that work equals security, that a good
education guarantees a good job and that the normal and predetermined path
through working life is up a linear career ladder will increasingly fade away. A new
picture is instead emerging: work biographies are becoming more individualised;
breaks, discontinuities and new starts are the norm. This might happen voluntarily
sometimes, but often also occurs unplanned in the throes of the global economic
downturn. Diminishing financial security has turned some workers back from their
road to personal (working) freedom, similar to a backlash effect. Many who had
already planned their personal trajectory into a new working freedom are now
uncertain, no longer seeing only the positives in the new opportunities of choice
and remaining in a waitand- see mode, except that this position also is no longer
secure, even in a fixed job. Short-term contracts, transition arrangements and
projecttied work at increased risk are becoming a reality even in “normal”
employment relationships under increased pressure, which many then grudgingly
accept. Cornell University labour economist Kevin F. Hallock boils it down to: “You
can absorb more risk, or you are going to lose your job. Which would you prefer?”

11 Private employment agencies, temporary agency workers and their contribution to the labour market,
ILO Paper No. 181, Geneva/October 2009.


Split labour markets and flexible working conditions

Temporary work trend
Number of agency workers by country 1997–2007 in full-time equivalents FTE
(thousands)

Growth Growth Growth
1997–2002 2002–07 1997–2007
1997 (%) 2002 (%) 2007 (%)
Belgium 51 29 66 44 95 86
France 359 59 570 12 638 77
Germany 180 48 267 130 614 241
Italy nlr – 82 168 220 –
Netherlands 163 4 169 38 233 43
Poland ns – ns – 60 –
Spain 90 37 123 30 160 78
Sweden 14 164 37 59 59 321
Switzerland 24 54 37 89 70 192
UK 775 34 1,036 33 1,378 78
Japan 340 104 693 91 1,330 291
USA 2,440 –11 2,160 37 2,960 21

Source: Private employment agencies, temporary agency workers and their contribution to the labour market,
ILO Paper No. 181, Geneva/October 2009, Zahlen auf Basis von CIETT: „The agency work industry around the world:
Main statistics“, Brussels 2009; (ns = not significant, nlr = not legally recognized)

Agency work penetration rates 1997–2007
Full-time equivalents FTE percentage of total active working population

1997 2002 2007 1997 –2007 in pp
Belgium 1.3 1.6 2.2 +0.8
Denmark 0.2 0.4 0.8 +0.6
France 1.6 2.4 2.5 +0.9
Germany 0.5 0.7 1.6 +1.1
Italy nlr 0.4 1.0 –
Netherlands 2.3 2.1 2.8 +0.5
Norway 0.4 0.5 1.0 +0.6
Poland ns ns 0.4 –
Spain 0.7 0.7 0.8 +0.1
Sweden 0.4 0.9 1.3 +0.9
Switzerland 0.6 0.9 1.7 +1.1
UK 2.9 3.8 4.8 +1.9
Japan 0.5 1.3 2.8 +2.3
USA 1.5* 1.6** 2.0 +0.5

Source: Private employment agencies, temporary agency workers and their contribution to the labour market,
ILO Paper No. 181, Geneva/October 2009, Zahlen auf Basis von CIETT: „The agency work industry around the world:
Main statistics“, Brussels 2009; (ns = not significant, nlr = not legally recognized, pp = percentage points) *1999, **2001

17

In search of a new quality – creativity as a driver of growth

Whether they like it or not, clinging to a fixed position is not a sustainable prospect
for more and more employees. The number of freelancers and self-employed will
rise in the medium to longer term. Or, as formulated by Thomas Sattelberger,
Deutsche Telekom Personnel Management Board Chairman: “We will see the
number of freelancers increase strongly in our society, be it for economic
imperatives or out of own free will. And also many people who say: corporate
logic is not for me, I value my freedom. Because it is also often more efficient or
creativitypromoting for companies to resort to external resources, large market
niches will be created for “knowledge capitalists”, freelancers with a portfolio of
expertise, servicing different customers that we would have called employers in
the past” 12.

While we are busy making prognoses and calculating the numbers of njobs,
employees and qualification levels, a new culture of work is raising its head, by
stealth and often unnoticed, yet of significant consequence, a culture in which the
co-worker sets himself up in a zone of uncertainty, in a way allowing him to enjoy
and appreciate the associated freedom. A culture fostering independence and
personal responsibility and in which the employee exploits and adapts to the
potential offered by new and more flexible labour market structures, since a self-
structured autonomously controlled working life is not only in response to market
forces but also arises from an increasing demand for more flexible working
structures on the part of the workers. And – although the crisis has increased the
yearning for security in some – others are keenly aware of the opportunities and
increasingly and actively fashion their own working biography. Because, goes the
argument for the “new look”, if the risk is high and nothing is certain anymore
anyway, one might as well do that which one would actually like to do.

2.3 In search of a new quality – creativity
as a driver of growth
The new independence makes sense in macro-economic terms as well. This is
because a new quality is emerging here also, promising companies robustness
and competence for the future: creativity. The increasing globalisation-driven
transformation of work into a commodity which may more cost-effectively be
outsourced, re-allocated and performed elsewhere compels companies to also
increasingly ponder the question of what their unique future contribution should
be. How and where can they secure and improve their competence for the future?
Where will the future added value be – and what are the prerequisites to be
created in preparation for this future? This question is relevant not only to
companies but also to politicians: where are the new resources promising
opportunities of growth to the countries and regions in the West of Europe?

Which sectors have a potential for new drivers of growth? And they have
discovered them: innovation and creativity are the most often heard key-words
today for a future-proof economy. They promise a sustainable mcompetitive
advantage and are viewed as critical success factors for the future.

The attempt to explain the “creative industry” as the bearer of new potential
generally starts by categorising numbers: Europe has, for instance, 5.8 million
workers in the “traditional creative” sectors. The EU Commission study “The
Economy of Culture in Europe” of November 2006 states that this group generated
12 Generation 30. Das Ende der klassischen Karriere ist eingeläutet. [“The end of the traditional career is in sight.”] Interview in: Frank-
furter Allgemeine Zeitung, 24 May 2010.


approximately 654 billion euro in 2003. The traditional cultural sectors include,
among other, literature, films, music, architecture, theatre, creative arts, dance and
of course advertising, design and the video games industry. This “creative
economy” together generated 2.6 per cent of the EU gross domestic product,
which exceeds the contribution of the foodstuffs sector at 1.9 per cent or the
chemical industry at 2.3 per cent 13. Federal departments, individual regions
and cities all presented studies in quick succession to emphasise the importance
of the creative and cultural sector – and to simultaneously demonstrate the
suitability of the own city or region as the location of these new creative entities.
The background to this in most cases is the concept expressed by US professor
Richard Florida in 2004 with his globally acclaimed book: The Rise of the Creative
Class. At the core of the class he describes are the highly creative “idea workers”,
tasked mainly with creating novelty, which includes artists, designers and
scientists, for instance. Surrounding this core are the members of other
knowledge-intensive professions such as physicians, skilled workers, lawyers,
teachers and other. Since that time, cities, countries and regions are concentrating
on becoming a home to this “creative class” and this is because the clustering of
this valuable human capital helps in creating a high growth region. All this is
based on Florida’s concept of “TTT – Talent, Technology, Tolerance”. “Talent” in
this respect signifies creative potential, the number of people working in creative
professions. “Technology” stands for the concentration of high technology and
knowledge sectors in a region and “Tolerance” signifies the intermingling of
society, the variety of cultures on offer and the openness of a city or region.

But it is not enough to consider only the pure cultural and creative economy
or the creative class. This is so because the “creative” aspect of the future cannot
be reduced to a specific sector of the economy or to clearly defined occupations
or qualifications. An innovative craft enterprise with perfect customer service may
well be judged more creative than a conventional advertising agency and a
lawyer, as a Knowledge Worker, does not as such belong to the “creative” class
of the employed population. Thus, the topic of innovation and creativity does not
belong to a sector or niche and has also long ago found its way into the
conventional production and service industries. In short: it is not about what is
produced or who is producing it. Future-proof organisations distinguish
themselves by HOW they do things, not by the output they are generating. With
this, we have now actually arrived at the innovation economy, because in many
parts of the economy a new way of working, a new working culture,

In search of a new quality – creativity as a driver of growth is arising. This culture
is also changing existing structures and strategies in the medium and longer term.
This incipient change is therefore far greater and more comprehensive than an
analysis of the creative sector alone would have us believe. Following are a few
examples of the rise of the “Flexible Work”, the new way of working in the economy:
• Innovation facilitators: “Creative speedboats” such as the consulting firm Ideo
or the agency Play are in the vanguard of the new culture of work and
innovation. They are the shooting stars of the consulting firms because their
thinking has surpassed traditional company structures and focuses strictly
on the customer and his experiences. Ideo alone has a global list of
customers including blue chips such as AT&T, Nestlé, Vodafon, Samsung,
BBC and NASA. What is more, they are not only consultants – they pollinate
their customers with the “creative virus”.
• Co-creation: Cooperation no longer stops at the factory gates. Whether
product development together with the customers at Lego Mindstorm, the
IBM Innovation Jams with up to 170 000 participants globally, or Open
Innovation platforms such as Innocentive or One Billion Minds (http://www.
innocentive.com, http://www.onebillionminds.com) where BP, for instance,
also searched for a solution to the environmental disaster – customers,
suppliers and even competitors become one’s cooperation partners, finding
impulses for new ideas and exchanging these in an unconventional way.

19

New working culture: From Organisation Man to Flexible Worker

2.4 New working culture:
from Organisation Man to Flexible Worker
A significant question arises against this backdrop: what is required to set
creativity in motion and to promote its ongoing high level development? Long-term
commitment, on the one hand. The annual “Global Innovation 1000 Study” by the
international strategy consultants Booz&Company testifies to the fact that many
global players subscribe to this concept. This study analyses the conventional
R & D budgets and strategies of the 1000 companies with the globally highest
expenditure in this segment – as an indicator of potential creativity. The main
result: these companies continue to strengthen their research and development
departments despite the global economic crisis that started in 2008. Even though
65 per cent of the Top 1000 innovators recorded clear losses in revenue and
32 per cent even suffered a loss, more than 67 per cent increased their R & D
budget. What is more, ninety per cent of the surveyed managers continued to
view innovation as a significant success factor for the anticipated recovery.
The orientation is thus in place. Further questions arise, however, concerning
implementation: how must an organisation be structured internally for R & D
to take hold and lead to innovation? And what type of employee is needed, in
particular for open innovation processes? How to identify the typical ideal
employee in an economy of ideas – what should he know and be capable of?

Flexible Worker* as a next evolution of our working culture and understanding.

1950 1980 2020

Organizational Worker Knowledge Worker Flexible Worker

The type of “Flexible Worker” will change the way to attract and ratain talents.

Source: Zukunftsinstitut


Flexible Work: Guidelines for a new working culture

Changes and challenges we are facing now – such as those relevant to the
innovation economy – may sometimes be easier to understand after a glance
back to the past.

The changing patterns may in this way stand out more clearly, facilitating
the understanding of the salient emerging differences. This is most clearly
demonstrated at the level of the “typical ideal employee” of a company over
different periods of time:

The Organisation Man:
He is the prototype of an employee in the industrial era and was at his pinnacle
during the fifties’ culture of the manufacturing trade. The Organisation Man was
(and in some places still is) generally employed in only one company, with the
prospects of employment for life. Usually male and strongly attached to his
company, he enters into a durable relationship with his employer. He is also
rewarded for such loyalty: security and a comparatively large package of social
benefits. He never questions his association with the company, nor questions the
company itself. He is organised like the machines in the workshop: the rules are
clear and unequivocal. Against this backdrop, the main demand on leadership is
to deploy and control the available human capital as efficiently as possible. Status
goals are clear and generally defined in terms of tangible incentives. The career
ladder is clearly defined and climbable and augmented by traditional status
symbols such as the company car or the corner office.

The Knowledge Worker:
In the eighties, the conventional image of work began to change. Work no longer
implied having to labour by the sweat of one’s brow or being a little white collar
administrative cog in the production machinery. This created a new prototype: the
Knowledge Worker. He represents an era in which the creation of intangible
values, the advantage imparted by knowledge, emerged as the central theme of
the working world. The key to one’s career, it turned out, was pertinent know-how.
This also raised the profile of knowledge acquisition above all else. Pertinent
education, joining a suitable company and personally optimised knowledge
management are now the guarantors for a traditional knowledge-working career.
This development peaked in the eighties and remains defining to this day.
Immaterial status symbols are gaining in importance, augmenting the material.
The Blackberry and the Frequent Flyer card are typical symbols of success,
signifying the importance of mobility, exchange and interlinking with the global
network of knowledge. Against this background, the employer is the strategic
companion of the employee over a certain phase of life and learning. But cracks
have increasingly appeared in the logic of the knowledge era in recent years: even
the best education no longer guarantees a good job, much less a secure one. And
knowledge becomes obsolete at an increasing pace, losing its relevance as a
resource. What is more, individual acquisition and utilisation of knowledge is
diminishing in significance; it is no longer a personal asset, but an asset that is of
value only through social interaction.

The Flexible Worker:
He grew up in a constantly changing world. He knows that learning and adapting
to new circumstances is never-ending. But not only that: he knows that he cannot
survive as a lone fighter. Being well-networked and having one’s own valuable
circle of contacts is an important, albeit almost invisible, success criterion. Since
there is no external career security anymore, he is more intrinsically motivated. His
career is oriented inside out. One’s own passion and what one can do best and
like doing therefore become the primary criterion for occupational preference.
The focus correspondingly changes from material status symbols to intangibles:
freedom, autonomy, moulding opportunities and links to an interesting network

21

of colleagues are increasingly important working conditions. Purpose and
opportunities for self-realisation are important in his working life, rigid hierarchies,
corporate politics and defined routes of corporate advancement are not of much
interest. “He” is also often female (increasing female participation in the labour
force), not necessarily employed indefinitely in a fixed job, and will significantly
characterise our image of work after the year 2020. In reality, all three of the
described prototypes of working culture coexist, often within the same company.
This creates confusion and occasional conflict because the set of values and the
conduct of a “Flexible Worker” in the emerging era of “New Work” are almost
diametrically opposed to those of the typical “Organisation Man”. Where one
person expects a clear hierarchy and a defined reporting structure, the other
prefers to work project-oriented and autonomously, without too much reference
to internal structures. The discord cannot here be traced back to the age (and
generation Y) or the company association, but it is actually a question of the type
of person or culture. And, as with any clash of cultures, communication and
coordination processes must be consciously moderated here as well, in order to
enable mutual appreciation of value and to enable cooperation. Conclusion: the
working world will undergo far reaching changes in the coming years and
decades. Demographics, globalisation and the concomitant pressure for cost
reduction and innovation will also leave their imprint on our traditional sectors and
companies. To be sustainably future-proof, it is necessary to learn to appreciate
employees as more than just “human capital”; they are also defining components
of a vigorous company structure, defining its competence for the future.

Sources:
Europe’s demographic future: Facts and figures on challenges and opportunities,
European Commission, October 2007).

Die demographische Zukunft Europas: Wie sich die Regionen verändern, Berlin-
Institut für Bevölkerung und Entwicklung, 2008. [Europe’s demographic future:
How the regions change, Berlin Institute for Population and Development, 2008]

Eurostat, Statistics in Focus, 1/2010 and 12/2010.

Sich wandelnde Strukturen in der Welt der Arbeit, Internationale Arbeitsmarkt-
konferenz, 95. Tagung 2006. [Changing structures in the Working World,
International Labour Market Conference, 95th Session 2006]

Recovering from the crisis: A Global Jobs Pact adopted by the International Labour
Conference at its Ninety-eighth Session, Geneva, 19 June 2009.

Deutschland im Jahr 2020 - Neue Herausforderungen für ein Land auf Expedition,
Deutsche Bank Research 2007. [Germany in the year 2020 – New Challenges
facing a country on expedition, Deutsche Bank Research 2007]

“Private employment agencies, temporary agency workers and their contribution
to the labour market” ILO Paper No. 181, Geneva/October 2009)

Links, Video and Audio: Berlin-Institut für Bevölkerung und Entwicklung (English):
http://www.berlin-institut.org/videos/europes-demographic-future.html

International Labour Organization: http://www.ilo.org Plattform für die Kultur- und
Kreativwirtschaft der Europäischen Kommission: [Platform for the cultural and
creative economy of the European Commission:] http://ec.europa.eu/culture/our-
policy-development/doc1583_de.htm

Cultural Creative News Europa: http://www.european-creative-industries.eu


3 Companies:
Making a success
of innovation

23

Companies: Making a success of innovation
The creative capital bottleneck factor

3.1 The creative capital bottleneck factor
The challenge is clear: future creativity is an imperative for both companies and
employees. But the solution appears complex, and the path troubled. For the
fourth time, the IBM Global CEO study surveyed CEOs and leaders globally on the
future of their companies. More than 1 500 interviews in 60 countries and 33
industries showed that 79 per cent of the CEOs expect to be confronted with a high
or very high level of complexity in the coming years. But only 49 per cent of these
feel that they are up to it. The study describes this chasm between knowledge
about the impending change and mastering the change as a “preparation gap”.
The personnel consultancy Egon Zehnder arrives at similar conclusions. Under the
keyword “resilience”, they queried 836 top managers – all members of the Egon
Zehnder “Club of Leaders” online community – about the future of their
companies. The capability of adapting to future challenges is considered
important by 63.6 per cent, but only 14 per cent believe that a culture of
adaptability is excellently promoted by top management in their companies.
The innovation gap is viewed in a similar way: innovative capacity is considered
important by 41.7 per cent, but only 12 per cent believe that their company is
capable of successful product innovation 14.

Why are realisation and action (still) this far apart? What is the barrier that is
impeding action? The developments of recent years, the pressure to innovate and
the New Work culture which is evolving only slowly are components that cannot
easily be integrated into existing company structures. What is required instead is a
change of attitude, a fundamental re-think and re-orientation. The machine model
which, for decades, served many companies as the framework for orienting their
own organisation is nearing its limits. Increasing complexity highlights the
limitations of top down control and regulation. Accommodating complexity
demands a totally new viewpoint, an attitude which also accommodates personal
control and uncertainty and the opportunity of setting processes with unknown
final outcomes in motion. This also means more space to manoeuvre for
employees. Creativity is a valuable resource in this sense, but it is also a game
with uncertain outcomes. It includes an element of uncertainty and can trigger
dynamic processes changing traditional structures and business models. It
nevertheless appears, however, as if the growing complexity is provoking exactly
that. Because – in theory – we are fully aware of the best strategy for handling
increasing external complexities: by increasing internal diversity. If you can
increase the “possibilities for response”, the internal flexibility, you are more future-
proof than others. The long-term survival of a company therefore depends on its
ability not only to accept diversity in its internal structures, but to actually foster this
diversity. This is still in contradiction to conventional thinking in many instances,
challenging our traditional models based on hierarchy, authority and – last but not
least – power. To embrace this creative process demands the courage of entering
new ground.

But how can diversity be achieved within a company? Organisations must, on the
one hand, learn how to develop a culture of creative experimentation, to invite trial
and error and to promote internal networking and exchange between employees.
It is also important, on the other hand, to open the door to regular irritation, to
invite ignorance and confusion in the hope of generating different thinking, and
even to appoint “mavericks” and lateral thinkers with different experiential
backgrounds to help extend the boundaries of traditional company culture. It is
14 Harvard Business Manager July 2010 or www.egonzehnder.de/resilienz


thus clear: to increase creative potential, it is necessary not only to tolerate friction
and contradiction, but to welcome it with open arms. This also applies especially
to potential employees. Many have understood this in theory and have already
translated it into corresponding Employer Branding campaigns. An example: the
globally present industrial group Evonik, operating in the sectors special
chemicals, energy and real estate. Lateral thinkers are explicitly sought after here.
The career pages of the company put this as follows: “Aerodynamics may play a
role in some of our projects. But a streamlined character is not what you need for
a career with us. We are even convinced that lateral thinkers often find the most
straightforward solutions. Because they are inquisitive, they challenge the
conventional, search for new ways and yet deliver top performances as team
players. OK, hand on your heart: are you also of the opinion that the most
favourable solution does not always pay? That standard methods are a shortcut
to just average? That convoluted thinking is often more effective than stubbornly
straight ahead? Then we have found one another! Because we are constantly
searching for creative minds, motivated movers and experienced experts – in
short, lateral thinkers and other talents (www.evonik.com). An interested potential
employee will be in a position, after making first contact, to assess the degree to
which such employer branding is merely a strategy for addressing new target
groups or practiced company culture. It is not uncommon for companies to put
forward different images of themselves: while creative labs, networking structures
and personal control are predominant on the one side, other parts are still
characterised by the thinking and culture of the Organisation Man.

Retaining talents through support, recognition and participation

Pressure for change is on the increase, though. Demographics is increasing the
pressure to find suitable employees without endangering own business models in
the medium term. But attracting suitable employees and talents into the company
is only the first step. The second step is to keep them. Retention of employees in
order to exploit their experience and competencies for a longer period is a
significant challenge against the backdrop of demographic trends, because
recruiting and job training are expensive. An investigation by The Corporate
Executive Board Company in Washington shows that significant action is required
here. They surveyed 100 companies worldwide with a total of 20 000 Top Talents,
i.e., the most promising employees with leadership potential in whom companies
are investing heavily. The alarming results: roughly one third of these High
Potentials stated that they identify with the employer less and less. Roughly one
quarter toyed with the idea of leaving within the current year – and 12 per cent
even stated that they were actively looking for a new job. The poor match between
personal aspirations and the working environment plays an important role here:
twenty per cent believe that their personal goals are seriously at variance with the
plans the company has made for them. It is possible, however, to remedy the lack
of loyalty of the employee towards the company. According to the study, some
companies have already taken promising action. Success factors for strengthening
employee loyalty include:

• Give people personal attention: Shell is employing special career coaches
who regularly meet with young managers. They assess their attitude
towards the company, advise them concerning realistic career expectations
and ensure that they receive the commensurate support in their
development. Novartis is also working with a type of scanning system and is
compiling simple check lists for its China staff in key positions. Supervisors
use this to assess their relationship with their staff, the work satisfaction of
the staff, the personal career opportunities and the stresses that may in each
case exist between occupational and private interests. This serves to
highlight any requirement for action and initiate remedial steps, quickly and
as required.

25

• Give the employees recognition and involve them: a retail trade company is
publicly celebrating the contributions of its best employees by placing banner
adverts on the Intranet. Hewlett-Packard communicates importance via
increased participation and allows its employees to participate in
discussions about important strategic matters within the framework of a
talent promotion programme. In another company, talented employees are
invited onto an online discussion forum chaired by the CEO, in which the
challenges the corporation is facing are discussed.

The manner in which “creative capital” is promoted here is significantly different from
the run-of-the-mill incentives of the industrial era. The promotion of personal
development, networking and participation in organisational panels are secondary
to material needs. However, to what extent is such a strategy applicable to other
employee segments as well? Within the segments where work is (still) seen purely
as a commodity, the loyalty of certain employees to their own organisation does not
necessarily have top priority. It may, however, rapidly gain priority against the
backdrop of diminishing earnings potential and new demands from both sides – the
markets and the employees.

3.2 Matrix of change –
the new over-arching sectors
First let us look at the markets: the increasing future demand for “creative”
employees can also be ascribed to medium-term changes in the entire market
structure. Dominant and leading industries – from trade via the automobile sector to
banking, pharmaceutical and mass media – have in recent years entered a
consolidation phase. New meta- service industries have simultaneously emerged,
horizontally linking services and innovations in unconventional ways. The
background logic: we are developing into an economy increasingly oriented towards
demand and consumption, with the implication that we need to assess future
markets against the backdrop of consumer requirements. And their needs are
clearly different compared to the Matrix of change – the new over-arching sectors
era of supply and mass markets. An example: we are already experiencing how the
foodstuffs and pharmaceutical industries are merging under the Functional Food
label, reaching new customer groups with products from enriched salt to
cosmetically effective yoghurt. And Nestlé is aggressively advancing the strategy of
morphing from a processor of foodstuffs to a supplier of health products. In 2006, for
instance, the group acquired the Medicinal Nutrition branch from the Novartis
pharmaceutical group for 2.5 billion US dollars. In the future, it will no longer suffice
for a company offering health products to sell healthy products only. The customers
demand supporting and advisory services as part of the package.

But other markets and industries are also acquiring a new physiognomy. In
particular, the services markets are changing in response to customer demands,
which in turn changes the demands they are making on the traditional industrial
and trade structures. Innovative over-arching industries are at present developing
most especially in the following sectors: Energy and Mobility grids, Care-Providing,
basic needs markets and the Restoration Economy. What do we mean by that?
A new market for holistic energy management is emerging, for instance, against
the backdrop of the Loha lifestyle (Lifestyle of Health and Sustainability), which
encompasses not only traditional energy supply, but also services solving our
mobility problems. Careproviding, on the other hand, describes a future market in
which health, care, well-being, educational and restoration services are bundled,
offering novel support services for, among others, all those who are at home in the


new working world and are looking for everyday services. Basic needs markets
are focusing especially on emotional care and provide for consumers looking for
transformation rather than simply a supply of low-priced goods. The consumers of
the future strive for – above all – self-expression, rather than simply for wealth;
values and identity are therefore more important in these markets than the
remedy of insufficiencies. The Restoration Economy deals with restoring, renewing
and changing the purpose of real estate, entire cities and regions. Here the
depletion of resources will be the driver for an entirely new market in the coming
years, and this is because the urban centres of this world will need to sustainably
renew and revitalise themselves in the near future.

The “green jobs” of the environmental industry is another keyword for a typical
future over-arching industry. According to the United Nations Environment
Programme (UNEP), this includes all those jobs that contribute substantially to the
conservation or restoration of the quality of the environment. And there is targeted
investment here: the “Green Jobs Initiative” is a joint programme of UNEP, the
International Labour Organization (ILO) and the International Trade Union
Confederation (ITUC). Their goal is, among others, to promote measures and
activities generating “green jobs”. Estimates of the total number of these and the
numbers falling away on the other side – in traditional energy generation for
instance – are still varying widely. The World Wide Fund for Nature (WWF) has
evaluated a number of national and international studies for their 2009 report Low
carbon jobs for Europe, concluding that the present direct jobs complement in
Europe in the field of renewable energy, sustainable mobility and energy-efficient
products and services is at least 3.4 million. The WWF estimates another 5 million
indirect jobs in this general field. By comparison, there are roughly 2.8 million jobs
in the mining, electric Matrix of change – the new over-arching sectors power, gas,
cement, iron and steel industries. According to WWF estimates, job accruals on the
road to a “green economy” will continue to far exceed losses into the future. The
experts of the European Employment Observatory are more critical. They too have
analysed national reports from a total of 30 European countries in 2009. Their
conclusion: the results of calculations based on economical models show that the
net employment effect of ongoing “ecologisation” on the EU level is minor. The
prognosis, however, was judged to have some uncertainties. The definition of the
“green economy” was fuzzy for most countries, with uncertain boundaries and
data bases – what job, for instance, qualifies as a “green job”?

Labor market 2020: the gap between supply and demand increases

Australia –1.6% | –0.7%
Brazil 1.3% | 1.8%
Canada –0.8% | 0.2%
China –1.8% | –1.5%
Egypt 1.9% | 2.1%
France –1.2% | –0.2%
Germany –1.3% | –0.1%
Korea –3.5% | –1.6%
India 1.8%
Indonesia –0.6% | 0.0%
Italy –1.9% | –0.7%
Japan –3.0% | –1.6%
Mexico –0.3% | 1%
Poland –3.1% | –2.1%
Russia –1.3% | 0.1%
Turkey –2.0% | –0.5%
South Africa 0.6% | 1.1%
Spain –0.6% | 0.7%
Sweden –0.3% | 0.9%
USA –1.0% | –0.1%
UK –1.6% | –0.5%
shortage trend of labour limited shortage or surplus trend of labour

surplus trend of labour

Source: Boston Consulting Group, from: Stimulating Economies through Fostering Talent Mobility,
World Economic Forum 2010 (Gap = Supply CAGR – Demand CAGR)

27

One thing is clear, however, irrespective of the total of jobs lost and gained: the
redistribution of jobs between industries, regions and qualification levels is
significant. The experts calculate that the transition to a competitive ecoefficient
economy is likely to hit poorly skilled employees harder than those at a highly
qualified level. The conclusion was that highly skilled employees will profit from the
introduction of new cutting edge technologies. Repetitive and routine activities
demanding only average qualifications will however be largely automated,
rendering the capabilities of a great number of employees with low qualifications
obsolete. The cloud has a silver lining, however, in the sense that new jobs for
lowly qualified employees may be created in the short term, provided they receive
suitable further education Labour market 2020: the gap between supply and
demand increases shortage trend of labour limited shortage or surplus trend of
labour surplus trend of labour and training. An example mentioned in this respect
is the emerging new field of environmentally friendly construction in Belgium,
which is among other also creating a demand for less qualified workers.15

Employment 2020: higher qualifications are in demand
Employees by qualification 2000–2020 (EU–27+)

Levels (000s) Changes (000s) Shares (%) Growth (%)
2000 2010 2020 2000–10 2010–20 2000 2010 2020 2000–20 2010–20
Low qualification 64,722 46,106 34,052 –18,615 –12,054 29.8 20.3 14.5 –3.3 –3.0
Medium qualification 104,589 114,241 117,909 9,652 3,668 48.2 50.3 50.3 0.9 0.3
High qualification 47,802 66,910 82,520 19,108 15,610 22.0 29.4 35.2 3.4 2.1
All qualification 217,114 227,258 234,482 10,144 7,224 100 100 100 0.5 0.3

Source: Cedefop, www.cedefop.europa.eu (EU-27+: EU plus Norway and Switzerland)

The example of the green jobs highlights the extent to which restructuring and
re-orientation towards consumer needs, technical possibilities and macro-
economic imperatives will affect the labour market – and how little detail we have
about which jobs and qualifications will be in demand and which others will fall
away and at which rate. One thing only appears certain: a new type of employee
is required: employees who are prepared to think out of the box of past
experiences, job descriptions and industry structures and apply their
competencies flexibly – and all this will take place in fields which are undefined
as yet and changing fast. This is a driver ensuring that, in the future, the “Flexible
Work” phenomenon will touch not only the top talent groups but also the less
qualified levels. In other words: tomorrow’s employees will need to present an
extended set of competencies at more and more places, including especially as
well meta qualifications such as flexibility, willingness and ability to adapt,
interrelation skills and others.

Employment 2020: new jobs require better qualifications
Total job openings by qualification 2010–2020 (expansion and replacement
demand, EU-27+)

Levels (000s) Change (%)
Expansion Replacement Total job Expansion Replacement Total job
demand demand openings demand demand openings
Low qualification –12,054 18,132 6,078 –23.2 34.9 11.7
Medium qualification 3,668 33,808 37,475 3.3 30.1 33.3
High qualification 15,610 21,142 36,757 24.8 33.6 58.4
All qualification 7,224 73,066 80,310 3.2 32.2 35.3

Source: Cedefop, www.cedefop.europa.eu (EU-27+: EU plus Norway and Switzerland)

15 European Employment Observatory Review, The employment dimension of economy greening, 2009.


Unusual bonuses: Purpose, freedom and self-determination

Top politicians are aware of this. They resolved at the G20 summit in Pittsburgh
that “It is no longer sufficient to train workers to meet their specific current needs;
we should ensure access to training programmes that support lifelong skills
development and focus on future market needs”. In particular, the demand for
analytical skills other than those employing traditional routine methods was
said to be increasing. This included creativity, the ability to solve problems,
communication, teamwork and entrepreneurship. All these were said to be skills
allowing the employees to maintain their employability and to simultaneously
serve the relevant companies as a reserve of resilience, i.e., the ability to face
constant change. The demand for routine skills, however, was diminishing as
a result of automation, digitalisation and outsourcing 16.

3.3 Unusual bonuses: purpose, freedom and
self-determination
But what about the motivation, orientation and values of new employees? To what
extent are potential employees – who appreciate the culture of Flexible Work –
embracing the demands of tomorrow’s labour market? What are the expectations
of tomorrow’s employees; how do they live, what are their needs, their wishes
and their demands? One target group in particular is under intense discussion
today in HR circles: Generation Y, young employees born after 1980. The blinkered
inspection of only one generation, however, may at times obscure the larger
picture, a picture that portrays a fundamental change of values, and this is
because our concept of work is changing. Media are treating the topic in a
different way, work is becoming a consciously debated subject, and – last but
not least – new role models and heroes are emerging from this, despite and
sometimes even as a result of the crisis. The following developments are
symptomatic of a changed awareness of work developing right now:

• Bankers searching for new worlds of working and living: an Internet platform
www.escapethecity.com has recently been launched in London. The motto:
“Do something different!” This is the space for all those yearning to escape
the corporate mainstream and to find a self-determined working life. The first
page explains the underlying philosophy: “There is more to life than doing
work that doesn’t matter to you”, it says. And all the “escapees” are publicly
congratulated for having managed the leap into a new life. Another column
– “Heros” – introduces people who created an alternative career for
themselves that might inspire others. The “Opportunities” column publishes
posts in interesting companies, organisations and start-ups and the
“Connections” column seeks to link people on the same wavelength. The
online community has over 14 000 members already and the trend is upward
(www.escapethecity.org).

• Rediscover the fascination of one’s dreams: new images of a hero are
spreading in youth culture as well. In its documentary “The Buried Life”, MTV
has dispatched a team on a journey round the world to ask peopleStrategy
as per their request in Pittsburgh”, International Labour Office, Geneva, June
2010. Unusual bonuses: Purpose, freedom and self-determination about
their list of “100 things to do before you die”, to encourage them to draw up
their list and to then realise those dreams. The motivation behind this project,
in their own words: “Given the ultimate deadline, people are forced to ignore
16 A Skilled Workforce for Strong, Sustainable and Balanced Growth – Proposals to G20 Leaders for a Training

29

the day-to-day trivialities that sometimes bury their lives and to evaluate their
most personal dreams and ambitions. Ultimately, we want to get people
excited about doing whatever it is they dream about doing. Why wait?”
(http://www.theburiedlife.com).

• To make a difference in the world: “I want to work for a company that
contributes to and is part of the community. I want something not just to
invest in. I want something to believe in”. So says Anita Roddick, one of
the first social entrepreneurs and founder of The Body Shop. This makes her
the icon for a new world of work and purpose. Many young graduates
appear to also be harbouring the desire to contribute towards the well-
being of the world through their working life. On a website for MBA courses
(www.topmba.com), the advert for an Executive MBA course promotes the
potential to use it to make a difference in the world.

As Luke Greeves, Senior Director of International Services of the American
Red Cross, says: “When I finished my MBA in 1993, I had every intention of
landing a job on Wall Street. In between job interviews, I offered to volunteer
for a day or two for the Red Cross at their headquarters in Washington. At the
end of the two days, I cancelled my interviews for the following week to
volunteer on the front line. Seeing the small things I could do to help make a
big difference in the lives of many was a real awakening and changed my
career path. I have now been with the Red Cross for more than 16 years”. The
fact that more and more companies are aware that their employees are in
search of purpose is evident also by the fact that even traditional employers
are increasingly encouraging their employees to gain valuable personal
experience by engaging in special social programmes.

Work and society: new images shape our consciousness

These are no more than examples, of course. But they do reflect the mood of a
new generation of (potential) employees. Another indication that the working
world is changing is the fact that the discourse is emerging in the public domain
and is increasingly a theme in entertainment formats. The topic of “work” is
increasingly found in the Internet, in magazines, books, TV documentaries and
also in films and soap operas. The new protagonists are the unemployed, people
embarking on a new career or those that are attempting to consciously find their
direction and settle in the new working world. The so-called “Milleuristi” constitute
an example from Italy. They are called this because they often get professionally
stuck in poorly paid jobs after their (often excellent) education. The “Generation
1000 Euro”, named after the average monthly salary, is nevertheless not giving up.
It does not wish to accept the situation as a limitation, but rather as a day by day
opportunity. The Milleuristi are the 25- to 35-year-olds who do not allow bad pay
to spoil their positive outlook on their future, who have no inclination to indulge in
self-pity and who are developing this into their own lifestyle. The attendant book
and the web community are found under http://www.generazione1000.com.

The topic of work is presently being discussed and dealt with again in the UK as
well. In his latest book The Pleasures and Sorrows of Work (2010), philosopher
Alain de Botton has forayed through a variety of working worlds – from accounting
corporations, through cookie factories on down to the everyday life of artists and
dock workers. He writes that, although we spend most of the time of our life at
work, surprisingly little has been written about why work is one of the most
exciting but also most painful activities in our lives. And he reflects on the rising
expectations we have of our work: “However powerful our technology and
complex our corporations, the most remarkable feature of the modern working
world is in the end internal, consisting in an aspect of our mentalities: in the
widely-held belief that our work should make us happy” (www.alaindebotton.com).


The examples show that, for an increasing number of people, “going to work”
has long ceased being a simple exchange of their work for a wage serving only
to bring bread onto the table. The urgency of the search for a working context that
also allows space for self-development, promises purpose and enables one to
help in shaping the world is increasing. And this is taking place even in working
environments that actually don’t make much of an allowance for autonomy, as
demonstrated by the example of the Milleuristi.

Redefining Succes has huge impacts on the motivation of employees

Traditional work ethics New work ethics

31

Creativity conditional upon internal and external freedoms

3.4 Creativity conditional upon internal and
external freedoms
The context of our economic activity is changing. Demographic development
and globalisation are leaving their marks. Market structures are changing to
accommodate novel customer needs – and potential employees orient
themselves by different and new criteria. Our working world is in motion, at least
in some locations, industries and companies. Ever more companies are trying to
understand what is changing round them, and are themselves beginning to
experiment because the call for action is more urgent, the closer to the customer,
younger and more dynamic their target market is, the more the company depends
on a steady flow of highly skilled employees for its business model to succeed. The
following overview demonstrates the practical implications New Work can have
and what the questions are to which companies need to find answers:

Question 1: What are the characteristics of an environment inviting
collaboration and cooperation and offering the prerequisites for ideas and
innovation? These were the questions the German telecommunications
group Telekom had, supporting the Palomar 5 project in Berlin. Twenty-eight
carefully selected participants from 16 nations lived and worked together in a
camp for six weeks – all of them under 30. Their theme: the future of the
working world. Palomar’s objective was to provide a space in which creativity
would flourish outside of conventional company structures as well, because
the founders of the non-profit initiative felt that the idea of “innovation” as
such might be in need of reformation. The results of the camp: many project
proposals and the shared experience of working together in a creative hub
(www.palomar5.org). This was only the beginning – Palomar has constituted
itself as a network that endeavours to continue joint experimentation and to
create and realise suitable environments for creative thinking.
Dominik Wind (30) and Pippin Wigglesworth (26), both of whom are part of
the Palomar5 founding team, discussed the project in an interview with the
German Bertelsmann foundation (www.bertelsmann-stiftung.de). An excerpt:
We worked – but also lived – together in the camp for six weeks. In your
opinion, how clear or how fuzzy should the boundary be between work and
leisure time? This separation – with the only personal purpose of working
being to earn fun and leisure time and the money to finance these – is
understandable against an industrial backdrop, but exclusively so. This is no
longer conceivable today – neither artificially nor personally. Will this be different
if family (children or maybe persons in need of care) are involved?
What is especially important is the space for options: flexibility on both sides
can make much more of this space available. We should move beyond the
boss’s response to the question of compatibility of family and occupation: “I
don’t care how you do it, but just be here from nine to five.” New options will
emerge only once these worlds mesh.

Question 2: How to identify future-proof flexible employees? Standard
methods are not entirely suitable for describing and identifying creativity,
flexibility and openness. This is why companies are therefore experimenting
with new and different assessment methods. The international auditing
company KPMG, for instance, invited university graduates to a “creative laboratory”
with the idea of training innovation techniques and “out of the box”


thinking. Other formats for joint activities such as the “career kitchen” for
instance, where food is prepared together, have also been presented. Beneficial
side effect: common activities allow an unobstructed insight into the personality of
the potential colleague. The identification and first contact with interesting
potential employees is of increasing importance in other companies as well – and
increasingly handled by the CEO himself. Especially companies with a distinct
“New Work” culture are betting on personal interviews and getting to know the
candidates in person. Ernst & Young partners, for instance, take time off for regular
lunch meetings with interested candidates. The management team of Google – in
many ways an example for a new type of employer – is also investing a lot of time
and energy in the selection of suitable applicants. Sixty to 100 applicants are jointly
interviewed per week. Gore is also very meticulous in the selection of potential
employees: before a contract is signed, an intensive personal exchange with
future colleagues and supervisors is always on the agenda.

Question 3: What should people be learning for their personal further
development? Apart from the working world, training and continuing education
are also in upheaval. The question for many companies therefore is not only about
what employees with future potential should learn, but in particular how they
should carry out this learning. How does one train creativity and flexibility? Which
formats are useful and suitable? The Theatre Workshops of the German DM
Drogerie is presenting for their trainees are a very practical example. Together
with professional actors, producers and theatre educators, the participants plan
what to stage. Many “apprentices” (as per a company description) regard the
staging of plays – which on first sight has no direct relevance to occupational
practice – as a confrontation with the unknown, a small adventure. They discover
new aspects of self in this process, learn how to work in a group and to overcome
fears (http:// www.dm-drogeriemarkt.de). The art of extending the horizons has
been discovered at other levels of qualification as well. The Danish Copenhagen
Business School has founded the ‟Centre for Art & Leadership”, for instance.
The purpose here is to investigate how art might offer traditional commercial
reasoning new impulses, suggestions and expansion of boundaries
(http://uk.cbs.dk/forskning/institutter_centre/institutter/ckl).

Question 4: What kind of environment do we need to allow freedom of
independent thinking and acting? An important lesson we have learnt in recent
years is that inner freedom is often conditional upon a suitable outer external
framework. Open-plan offices with standard workplaces were replaced with
thinking cells, common rooms, lounges and meeting point kitchens. Even the
furniture had to make way for change. No stone was left unturned in the quest for
“flow” in working and tapping into the creative resources of the employees – from
cosy “worknest” chairs via long integrated desk panels for teams to work on
together, all the way to furniture systems with tall tables. Not only the innovators in
the company are impressed with new office concepts: innovative office spaces are
the subject of experimentation in major corporations and city councils as well. The
award-winning headquarters for Oticon, a Danish manufacturer of hearing
apparatus and systems, are a prime example of how architecture and furnishing
can promote communication and creativity. The “People first” company motto
does not refer to the customers alone. Organic shapes, light effects, spacious
meeting rooms and perfect design are stimulating the performance ability of the
employees as well (http://oticon.com). The New Work philosophy manifests itself
very clearly here and also at other innovative places of work: zones of withdrawal
and concentration on the essential alternate with opportunities for exchange and
networking. It also illustrates the flexibility we need in terms of new working
spaces: fixed concepts of the “office of the future” were out the window long ago –
all that remains is the concept that it must be adaptable to accommodate
tomorrow’s activities.

33

Why diversity pays

3.5 Why diversity pays
What will the effect be, however, in those companies that refuse to be labour
market pioneers and are not making targeted investments in the future already
today? Organisations – like other systems – have a tendency to selfreproduction.
In terms of the composition of employees, this may mean that white, Western
leaders beyond their mid-forties will – more or less unconsciously – appoint only
“their own kind” and send them up the career ladder. Starting a few years ago,
the diversity topic has for this reason assumed courteous, politically correct
dimensions in many companies. But diversity is also turning into a concrete
economic argument in view of the demographic development. If one cannot in
one’s recruiting reach other, new target groups as well, a problem will develop
over the next years and decades because good employees may fast become
scarce. Some investment funds are therefore already starting to include key
data on gender ratios in their company evaluations. And rating agencies are
developing their own tools to measure diversity, i.e., intermixing in the companies.

Consultants from McKinsey and from the US market researchers The Catalyst have
shows that it actually pays to appoint women in particular. In its report Women
matter, McKinsey substantiates a clear statistical correlation between company
success and the “women density” at management levels. Not only did those
companies that boasted a critical mass of females in leadership positions score
in the “Leadership”, “Motivation” and “Innovation” success categories, but the
financial success of their companies was clearly higher.17

At that point in time when gender diversity becomes a success factor with
economic consequences, companies need measurable and traceable goals to
counteract the “business as usual” tendency and the continuation of traditional
employee composition. This may at times also lead to the introduction of a
“women quota”. The Norwegians were in the vanguard: since 2008, at least 40 per
cent of all supervisory board members must be female. In the meantime, the
quota example has followers in companies as well. In order to solidly anchor the
“Women” theme, Deutsche Telekom and the Siemens Group are now also
voluntarily introducing women’s quotas for their management levels. Even the
voluntary quotas do not satisfy some women, however. In Germany, for instance,
the “Women on Supervisory Boards” (Fidar) initiative – founded by female
managers, politicians and scientists – is demanding a 25 per cent quota by law.
And Fidar is aiming to ensure that the corresponding conditions are met. The
initiative is specifically looking for women suitable for supervisory board activities,
is staging round tables for exchanging experiences, supports lobbying for the
implementation of Good Corporate Governance and in future intends to intensify
its promotion of the topic of self-marketing for women (www.fidar.de)18. While
inertia is strong at the upper levels of hierarchy, the gainful employment of women
has clearly improved in Europe across all levels of qualification. The labour force
participation rate for women increased by 7.1 per cent over the last decade and fell
just short of the Lisbon target (60 per cent) with 59.1 per cent in 2008. This figure,
however, includes country-specific values ranging from under 40 per cent to over
70 per cent. “Equality” with men also Why diversity pays increased: the average
difference in the employment rate of women and men dropped from 18.2
percentage points in 1998 to 13.7 percentage points in 2008. This positive trend
was interrupted by the economic crisis. The unemployment rate of men rose faster
initially (from 6.4 to 9.3 per cent) than that of women (from 7.4 to 9 per cent)
17 Women matter - Gender diversity, a corporate performance driver, 2007.
18 Harvard Business Manager 3/2009.


between May 2008 and September 2009. Over the last months, however, the
unemployment rate of women and men increased at the same speed. The likely
reason is that, after hitting the industrial and building industries, the crisis has now
also reached the other industries where the ratio of male and female employees
is more even. Where women are hit, the pain is generally also greater: After a
crisis, the employment ratio of men tends to readjust faster than that of women.
Their risk of not finding a job after a notice of termination is also higher. Thus, there
are a few inherent risk elements in the positive overall change. This includes the
consistently above average share of women among those not gainfully employed
(over two thirds of the 63 million in the EU aged between 25 and 64 and without
gainful employment are women) and the share of part time workers who would
like to work longer. These are not necessarily recorded as unemployed.

Family duties also continue to be borne by women: women with children work less
(their employment rate is lower by 11.5 per cent) than women without children,
while men with children work more than men without children (plus 6.8 per cent.
19 By the way: while quotas are introduced in Europe’s West and small increases
are celebrated, women in the East are conquering the labour markets – and the
leadership levels. Female role models – such as Chanda Kochhar, CEO of the
biggest Indian bank for private clients ICICI – are found not only in India. Highly
qualified and motivated women are in the starting blocks even in the United Arab
Emirates: 92 per cent of women are gunning for a “top job” there – almost two-
and-a-half times as many as their American colleagues and as many as the men.
In a new study, the American Center for Work-Life-Policy is in the process of
investigating where tomorrow’s “Women in Emerging Markets” are to be found,
what they have to offer and what motivates them.

Politicians are also aware that increasing diversity in Europe’s labour markets are
no longer a “nice to have”, but a “must have”. Therefore, as the successor to Lisbon,
the “Europe 2020” strategy for intelligent, sustainable and integrative growth is
now entering into force. One of its aims is to increase the employment ratio of men
and women aged between 20 and 64 to 75 per cent. This implies that all the
potentials of the labour market must be exploited. More women are needed – but
also the young and the older employees and the lower qualified and immigrants.
“New Work” is therefore not a phenomenon affecting only highly qualified and
well-educated employees and the self-employed, but all employees.

Actively shaping one’s own (working) life

Gaining greater independence, flexibility to train oneself and assuming responsibility
for one’s working biography is not a privilege of highly qualified employees only. In the
future, employees with basic qualifications must also be trained to present themselves
and their talents and skills, to further their 19 Source for all statistics: Equality between
women and men - 2010, European Commission, 2009 education and actively mould
their working life. Because he is the only one who knows what his capabilities are,
where he wants to go and what the market needs, he alone can aggressively
position himself. Because of his lack of market power, the options of an employee
with low qualifications are naturally lower than those of one who is highly
qualified, but the degree of personal responsibility and self-determination is
increasing for him too. A few examples:
• The Future Centre Tyrol, in Austria, is helping its job-seeking customers to
compile an account of personal competencies. This includes not only their
formal qualifications and knowledge, but all the abilities they have
accumulated over the years, and includes also the upbringing of children
and building a house. The personal competency account helps one to reflect
on oneself, to be aware of one’s abilities and – especially – one’s ambitions,
because desires are the best roadmap towards a sensible change. “People
are capable of more than is contained in their CVs and more than they
themselves believe.

35

• The competency account provides the impulses by which they become
aware of that”, says Bertram Wolf, the head of the centre, in an interview. The
customers of the centre include the unemployed, mothers planning to return
to the job market again and employees who are not satisfied with their
present job situation. Thomas Heinle – the coach who for a while handled
especially the long-time unemployed referred to him – gives an example of
how effective the concentration on personal strengths can be even for
“difficult” target groups. For these persons to successfully position
themselves, however, they need to actively commit themselves to finding
their inner self. Roughly one third of his unemployed clients therefore did not
last long because they lacked the will to succeed; another third did not even
show up. Those that stayed and participated, however, have thus far had
good opportunities: about 80 per cent found employment or started their
own business.20
• University students are assisting remedial pupils within the framework of the
German “Rock your Life” initiative, to help them manage their entry into a
career. They are assisting in the preparations for final exams and arrange
contacts to potential training companies in the network. Both sides benefit
from the partnership: the students learn to assume social responsibilities
and the remedial pupils learn to consciously control their own working life.21
The UK initiative “Teach First” also assists with self-help. In this initiative, top
students are visiting schools during their first two working years to pass on
their experiences and knowledge – and to inspire the pupils. “An
inspirational teacher can raise the aspirations of a young person in a
challenged school”, says the website (www.teachfirst.org.uk).
• The training manual “Ich pack’s” [I can do it] has been compiled especially for
youth in order to anchor the self-management topic as early as possible. It is
based on the Zürich resources model and aims to help young people be
aware of their present situation in life, in which direction to sensibly steer
their interests and energy and how to develop .strongly motivating “mindset”
targets. In this way, the young gain identity competency – which in turn
enables them to plan and mould their future life (www.zrm.ch).

These are certainly only individual examples so far. But they exist against a
backdrop of long-term trends: the emphasis on personal responsibility is starting
earlier in our upbringing, for instance, and accepting support in the search of a
career is becoming self-evident. What happens to those, however, who have no
marketable skills, who are not capable of mobilising enough personal
responsibility or cannot access the formal labour market at this time? Even if a
fixed job is not a realistic option, activities that are perceived as personally and
socially sensible should nevertheless be promoted. The Zukunftsinstitut has
coalesced these under the concept of “subsistence creativity” in its “Mikrotrends”
report 22. This micro-trend – in the sense of a phenomenon that has only recently
become evident – arises from the necessity for thrifty housekeeping on the one
hand and from the do-it-yourself culture that has persisted for a number of years
already and is a manifestation of the need to mould one’s own life, on the other.

People who are dependent on social support also have this need. The
“Sparkochbuch” [Economical Cookery Book] is an example for a project in this
context. The book was initiated and developed by two previously unemployed
persons who undertook to compile inexpensive, easy-to-cook recipes. The “Hartz
IV” orchestra in Germany is another example, headed by an entrepreneur who
went bankrupt. People without a personal income but who have the desire to
make music and have a purpose in life meet there. The architect Le van Bo is
another example of subsistence creativity – a past social services recipient,
he has now created an economical do-it-yourself designer chair for low-income
customers (http://dmy-berlin.com/en/festival/ 2010-2/exhibition/le-van-bo/).
He purposely does not sell his chair as a product, but rather as instructions for
building, in order to activate the creativity of his customers.
20 Wünsch Dir was [Make a Wish], Brand Eins 07/06.
21 Nimm Dein Leben in die Hand [“Take control of your life”], 2 June 2010, Die Zeit


The common ground of these projects is evident: to create energy and social
participation in order to broaden the focus from working purely for wages and
financial gain to a wide spectrum of purposeful activities. If the future success of
this could be increased, it could constitute a social option for reacting to the
persistent basic unemployment and non-employability of that part of the
population. 22

22 2010, private publisher, available in German only.

37

4 The new
employees: Why
autonomy counts


The new employees: Why autonomy counts
Entrepreneur of life versus puppet

4.1 Entrepreneur of life versus puppet
Living one’s own strengths, building on talents, pursuing meaning and self-
expression. Is the New Work era offering us a nice new working world in which to
do whatever we like? Although this may seem to be the case at first glance, New
Work offers new opportunities but it also makes high demands on every
individual. One’s exciting freedom, on the one hand, is not always self-chosen. In
the case of dismissal or a career interruption, the necessary realignment and
reorientation, pondering one’s own core competencies and creating one’s own
“brand” is usually experienced as strenuous to overtaxing. A company employee
who – after decades of working as an “organisation man” in a fixed structure –
redefines himself in the labour market and needs to develop a personal profile,
first of all faces the enormous challenge of defining himself and his abilities in the
absence of a concrete task. On the other hand, the freedom of expressing one’s
own strengths and to strive for self-expression in one’s job as well requires a high
degree of personal responsibility for further personal development – which
normally requires a learning process. The ability to self-reflect, to constantly work
on oneself, to re-define and (re-)position oneself, makes high demands on every
individual’s inner autonomy and creative power.

Tomorrow’s employees are, however, better equipped in this respect since many
of them have gained prior experience through schooling and education which the
previous generation of employees is lacking. The traditional teaching by rote, for
instance, is being replaced or at least supplemented by independent and self-
driven learning at many schools and universities. Project weeks, practicals and
experiencebased learning are already standard practice for pupils, trainees and
students. Meta-skills such as communication and conflict management are often
already being taught at a very early stage – sometimes even at nursery school –
with the result that today’s school leavers find it easier to enter a self-determined
working life than past generations, irrespective of the level of their occupational
qualification. And they have usually all learnt something decisive as well: they are
open to support when it comes to making important decisions, at cross-roads in
their careers or when the need for introspection arises. They don’t regard
acceptance of coaching and counselling as an admission of weakness; on the
contrary: they see this as a manifestation of own responsibility and personal
initiative. Counsellors and coaches are their appreciated sparring partners en
route to self-made decisions.

We will therefore witness the emergence of an increasing number of support
services. Coaching and counselling is the basic framework for New Work to
function – irrespective whether on offer by the employer, via a service agency or
by the state. And this is certainly not applicable to executives only, but to virtually
all levels of qualification. A large, wellknow bank, for instance, is already offering
all its employees a coaching hotline. Experts are on standby for the employees at
short notice and without red tape in the event of conflicts within the team, for
personal position assessment or with intercommunication issues. And support is
also increasingly on offer in the open market: be it a day seminar on “personal
branding”, personal consultation with a strengths and performance coach or a
personality test, the demand for orientation and personal feedback is great and
will continue to increase.

39

Self-awareness – also in the choice of employer

The newly emerging independence with regard to one’s personal working life and
personal development is also evident in the choice (and change) of employer.
Rankings and ratings of companies have become increasingly significant in recent
years. Be it platforms such as “Great Place to Work” (http://www.greatplacetowork.
com) or the Top 30 lists for the best corporate websites in Europe, France or
Germany, tomorrow’s employees want to know all about the advantages and
possible disadvantages in signing up with a potential employer (http://www.
potentialpark. com). Of interest in this connection: purpose and fairness are also
emerging as parameters to inspect, because potential employees have an interest
in them. The pollsters at Germany’s Trendence Institute have, for example,
incorporated an additional question in their graduate barometer – on the social
responsibility of companies, because graduates appear to regard the
commitment of a potential employer as an important criterion. Forty-six per
cent agreed with the statement that “ethico-moral reasons” play a significant
role in their choice of employer.23

But the ratings, comments and reviews on platforms such as Kununu (Germany,
www.kununu.de), Best Companies Guide (UK, www.bestcompaniesguide. co.uk)
or Glassdoor (USA, www.glassdoor.com) are at least as significant as the official
rankings. Aside from the official statistics, anyone can visit these platforms for a
quick image of his employer, even though the results are of course not
representative and the entries are often anonymous, they do nevertheless impart
an impression and mood. This transparency – still unaccustomed to many – does
not stop at wages either; anyone can visit Glassdoor, for instance, to view salaries
in different industries, but also at individual companies and by region.

23 Junge Karriere, September 2009.


Lifestyles 2020 – new values and attitudes

4.2 Lifestyles 2020 –
new values and attitudes
Not only are we confronted with new labour market target groups when
contemplating the future, but in particular with new values, attitudes and
habits as well. To paint a picture of the working world of the future, we
need to consider more than the traditional target groups surveyed on
the basis of socio-demographic characteristics. New “lifestyles” – the
patterns of new attitudes – are at least as significant. In its “Lifestyles
2020” study, the Zukunftsinstitut described the patterns and styles which
will become more evident in future – in prototypes and qualitatively:

Trend: “Lifestyle”

Future lifestyle will increase social volatility and emerge new segmentation
in our population

Source: Zukunftsinstitut

41

CommuniTeens: They grew up digitally, so to speak. Social networking, being
constantly reachable and freely communicating are a matter of course to this
group. They are highly networked and expect “instant feedback”, developing new
modes of communication and ties among each other, but also with potential
employers. Companies who want to contact them must go to where they are. And
this is usually online. Contact must, however, be made in the appropriate manner,
according to the rules of the new communication platforms. A Blog or Twitter
account is irrelevant, even counter-productive, if used only as new channels for old
fashioned communication. Hitting the right note is an art that must be acquired.
There is hardly a field in which companies are experimenting more. Examples
include the Deutsche Bahn with its “Twitopera” (a soap opera via Twitter about the
working day of two fictitious engineers). Or Twitjobsearch, a search engine for all
job offers on Twitter. Anyone making use of the search engine and feeling
qualified to do the job can “tweet” back immediately. The potential employer
receives this, including a Twitter or Skype ID, and can respond immediately if he so
wishes, to conduct a video interview directly via Skype (http://www.twitjobsearch.
com/). And networking with friends on Facebook is also used: The US advertising
agency TMP has developed a “Work with me” application, for instance, used to
alert Facebook friends about interesting jobs in one’s own company (http://www.
facebook.com/apps/application. php?id=2455547517).

In Betweens: They feel at home in intermediate statuses and have grown up with
transformation and change. To deal with this, they have developed their personal
strategies for handling uncertainty. To them, changing contexts of work and life
are matter of course. In their job and social standing, they often live in a “trainee
status” for many years. They usually move around as freelancers or project
workers. In their working life, they typically utilise “co-working” workplaces and
participate in social hubs (for example http://thecubelondon.com/ or http://
amsterdam. the-hub.net/public/). In Betweens are often “passive job candidates”,
integrated into a personal network of clients and very difficult to reach through
conventional recruiting channels. An interesting approach from Canada that might
accommodate their spontaneity: an “Open House” to which a company has invited
all candidates who applied in writing. Since many did not respond, this first phase
of the screening process was based on natural selection. This was followed by
“speed dating” – a quick mutual assessment of candidates and HR personnel to
determine mutual interest.

Young Globalists: Their identity is defined by job and career. They have gained
international experience already by an early age. They are highly mobile and have
pronounced inter-cultural competencies. Some may even have several domiciles
or are regular commuters through many countries. These are the people that may
be approached by the international consulting firm PriceWaterhouseCoopers, for
instance, concerning its Employer Branding campaigns. An example of a typical
claim: “Globalize Your Biography!” The Young Globalists are tomorrow’s High
Potentials and utilise the services making the global world accessible to them
already by an early age. They may, for instance, be professional presenters of
practical courses offering valuable international experience, enhancing the
personal biography ((http://www.internabroad. com), but they may also be
global social networks organising voluntary work worldwide ((http://www.
crossculturalsolutions.org or http://www. globalvolunteernetwork.org).


Latte-Macchiato families: These are young start-up families who have left
traditional family roles behind. They might also be called “neo-urban avant-garde”
cultivating a sustainable and hedonistic lifestyle. They are in the vanguard of the
Loha movement (Lifestyle of Sustainability and Health) and as such demonstrate
that a change in values is lived/experienced not only by the very young
generation. To them, family does not mean sacrificing the conveniences of their
former lifestyle; design, convenience and sustainability are major factors in their
lives. Both partners normally have a job and they share the responsibilities of
home and family. Latte-Macchiato families therefore have a significant need for
supportive family services – from nursery school to laundry services. They are
appreciative if their employer has family-friendly policies in addition to the normal
incentives and facilitates support by internal or external service providers for
coping with everyday life.

Greyhoppers: They are past retirement age and yet remain active. They often
have adequate income from capital or pensions to continue participating in a
social life. They populate university lecture halls, go on study trips around the
world – and live in the city where there is more life than in a little house in the
countryside. They participate widely and are quite willing to work, either on a
social commitment or also as a temp in a company or in a part time job.

Silverpreneurs: To them, being part of the world especially means working. And
they don’t want to give this up. They often start a second career to introduce a new
quality into their life once again. This includes the Swiss surgeon who is fulfilling
his life’s dream by becoming a truck driver, or the former CEO who helps out with a
social project abroad. But Silverpreneurs are frequently also active as independent
consultants in their former working environments. What they find particularly
interesting is being able to once more impart their experience and professional
knowledge within the scope of exciting company projects. The “Erfahrung
Deutschland” [Germany Experience] initiative is an example of a platform utilising
this motivation. Dedicated retired specialists and managers are sought after
under the motto “Comeback der Hochkaräter” [Return of the experts].

43

Balancing act: the personal work portfolio

4.3 Balancing act: the personal work portfolio
Whether CommuniTeen or Greyhopper, future lifestyles will always demand a new
understanding of one’s own work biography. Our understanding of work and
performance must change from the moment the meaning of work includes not
only a traditional fixed job but also project work, voluntary commitment and
conscious living and working within the family unit in addition to planning one’s
personal life. Instead of a linear one-dimensional career, we are instead dealing
with a work puzzle which we assemble in response to a current situation in life.
This puzzle may comprise several components:

White-collar work: This refers to the traditional full-time job. It provides a regular
income, offers status and career opportunities – and security, at least while the
company is doing well. But changes are creeping in here as well: assured
advancement opportunities and linear career ladders pointing in one direction
only, i.e., to the top, are no longer guaranteed, and neither is ultimate job security.
The days of only the “less qualified” finding themselves out on the street in a wave
of cost saving are over. Retrenchment meanwhile also affects well-educated and
experienced employees. Trend: declining somewhat.

Project work: This is work we perform independently, as a freelancer or in a
temporary position. It is limited in time, flexible and is done it in varying
partnerships. Project work is found in more and more places in the labour market.
In this case as well, many people are not working independently only because
they have no alternative. Increasingly, top talents in particular want to consciously
and actively mould their life, opting for the type of work that offers them maximum
freedom in shaping not only their working conditions but also the contents. Trend:
rising strongly.

Heart-work: This is the kind of work we do to satisfy our inner passions – that for
which our heart is beating. This work generates profound satisfaction and often
constitutes a counterbalance to the conventional salaried work or project work
with no purpose. An example: the orthopaedic surgeon who compose in his
leisure time, the lawyer who paints, but also the PR assistant who supports an
Indian school by giving classes there and finding sponsors. Trend: rising strongly.

Home-work: This includes all family- and home-related activities including raising
the children. It has always been with us as unpaid work, but working from home is
now being upgraded since men and fathers are also showing an interest, which
increases the economic impact of such work. As soon as the time budget of the
employees gets tight, homework is that part of the job which portfolio companies
may relieve their employees to improve their performance in the company: Trend:
slight decline due to outsourcing.

Supporting work: This includes any voluntary commitment to the benefit the
“whole”, beyond the personal sphere. This may be work performed in a club, in
a civic organisation attending to the needs of the city’s elderly, support of an
environmental NGO such as Greenpeace, or participation in social projects for
children and young people. Supporting work often is Heart-work too, but it may
also be only an opportunity in a not so busy phase to gain experience which may
be beneficial to the professional career. Trend: slightly upward.


Profile oneself – Uniquability challenge

Defining work in this new way implies that the social systems and basic political
conditions – which are still largely geared for the full-time job for life ideal – also
need to change, of course. The term “Flexicurity” has therefore frequently been a
topic of discussion in recent years. The strategy behind this is to increase labour
market flexibility on the one hand, but to also ensure employment and income
security on the other. It is no longer only a matter of protecting specific jobs, but of
assuring employment per se. An example from the Netherlands illustrates how
flexible work structures can be cleverly secured financially. Since 2006, the
“Levensloop” (the Lifespan Leave-Saving Plan) has allowed employees to save up
to 12 per cent of their gross income annually, tax-free up to maximum of 210 per
cent of their annual gross income. The capital can be saved for nonworking times
such as parental leave, sabbaticals, additional leave days or early retirement. If
the planned time off is then not used after all, the capital is added to the later
pension amount. Good external security to cover a self-determined working life
and the personal, constantly re-assembled, “working puzzle” is important, of
course. Socially flexible security systems are necessary to become and remain
future-proof. But an inner reorientation is especially required for a New Work
culture to take root. This calls for a changed inner attitude which perceives and
exploits the newly created freedom, an attitude by which employees take
responsibility for their careers and develop them with inner conviction, based
on personal strengths and talents, instead of focusing exclusively on market
demands.

4.4 Profile oneself –
The “uniquability” challenge
The extent to which the ideal typical employee of the future, of New Work, differs
from the traditional Organisation Man and the Knowledge Worker becomes clear
once again at this point. While the latter find orientation and direction exclusively
in the market, the Flexible Worker develops his career “inside out” and views
himself, his desires, talents and strengths as the criteria for and starting point of
his development. In short, “uniquablity” – personal uniqueness – complements
one’s employability. Personal uniqueness – one’s individual specialty – emerges
as the decisive competitive factor because – in a working world in which education
no longer counts as a certificate of guarantee for a good entry and continuing
advancement – the significance of external criteria fades away. If a good
education, solid performance and consistent further education no longer suffice
as a safeguard against unemployment, inner orientation markers must
supplement and sometimes even replace external ones. The personal work
biography is thus not a well-planned sequence of calculated steps towards a
defined status goal, but instead assumes the character of an adventure trip
replete with uncertainties, detours, ups and downs, perils and successes. And
the “inner compass” must be deployed time and again to assess one’s position,
define one’s next milestone and career goal and optimise one’s gear, i.e., one’s
personal resources. This certainly includes formal education, but it should be
complemented with personal meta-skills such as self-reflection and a new
understanding of the importance of the other roamers on your path with whom
one will team up, temporarily at least.

45

Shaping one’s career guided by one’s own convictions, i.e., to time and again plan
and adjust one’s professional path, is a demanding task. Important personal
characteristics needed or to be developed include:
• Passion: A powerful inner drive is the engine for tomorrow’s working world
and is an inseparable component of Uniquability. Discovering this engine is
essential, particularly when starting out on your career. This is the reason
why “scholar coaching” – where young school leavers grapple with what
they would actually like to and can do and how this matches market
demands – has for some years been establishing itself in the consulting
market.

• Resilience: Developing resilience and inner tolerance for “disturbances” is an
important skill for dealing with uncertainty. This is demonstrated by mental
and physical stability, among other characteristics. And this can be acquired.
As a result, the subject “Happiness” has been appearing in the syllabus of
the elite Harvard University for the last several years, for instance. It is very
popular with students; positive psychology courses are always fully booked
in no time.

• Tolerance towards ambiguity: A complex world is rarely clear-cut. The ability
to set goals among zones of uncertainty and fuzziness, to pursue such goals
and adapt these as required is what distinguishes people who remain
functional in the face of rising uncertainties. Project work and learning from
experience help to increase inner openness and to move away from
“either-or thinking” towards “as well as” solutions. The Danish “Chaos Pilots”,
offering a practice-referenced alternative to university studies (http://www.
kaospilot.dk), are an example in this respect.

• Interrelation skills: Individual career, personal strengths, personal focus –
New Work is easily misunderstood as a Mecca for a gathering of
individualists and lone fighters. The ability to enter into binding relationships
– even and especially if these are not designed to last – is decisive in a
working world comprising temporary contracts, project work and short-term
employment. It is important to quickly adapt to the changing context of one’s
employers and to build workable relations with colleagues, because the
much vaunted networking can only be successful if the contacts created in
the process are resilient and give-and-take flows in both directions.Profile
oneself – Uniquability challenge People shaping their own lives must be the
managers and keepers of their skills and expand these to meet new needs.
This requires turning away from the provision mentality of the typical
employee. Once accomplished, active management of one’s own resources
also creates changes in terms of gratifications. Although tangible
compensation, benefits and security will always remain attractive, their
significance will fade in the greater context. Instead, the New Work era
produces additional and new status symbols:

Time sovereignty: The Blackberry used to be the ultimate status symbol. These
days, the ability and freedom to switch off conveys status. Full control over one’s
own life is demonstrated by one controlling one’s own time, the freedom of being
unreachable at times, having time for friends, family and personal hobbies and
activities. This also sometimes includes saying “no” to projects or customers when
they are inconvenient.

Health: Personal creativity and performance are based on a healthy body and a
relaxed mind. Maintaining these resources has become matter of course to many
Flexible Workers. Be it yoga, endurance training or relaxation techniques and
meditation, caring for one’s own health has become an indispensable prerequisite
for personal future fitness. Awareness: Development is not limited to the external,
but takes place especially on the inside as well. Awareness and stimulation of


personal further development and finding a personal coach, sparring partner or
trainer has become a statement for active interaction with personal abilities and
development potential.

Networking: The number of friends on Facebook, Xing, Spoke.com or other
social networks is not necessarily a measure of actual integration into a social
community. It is, however, an indication of what is important and will count
tomorrow: a good career network, but also a network for personal interaction with
many different people having diverse views and perspectives. In the future,
anchoring and positioning in an environment where the workplace is often only
temporary and fleeting will be of increasing importance.

All status symbols are especially expressive: the new generation of entrepreneurs
of life carries far more personal responsibility for the own career and personal life,
but they also need more freedom in return. Traditional “corporate thinking” is
increasingly foreign to them. They do not accept exclusively material gratification,
hierarchies existing a priori nor standard well beaten career paths. They also
question rigid job definitions and job descriptions. This is a great challenge to
companies since formerly organised structures will, in the course of New Work,
transform into seemingly chaotic processes in many areas – and stabilising
bureaucratic rules will morph into somewhat obscure diversity. But the opportunity
for positive change exists. Especially if companies decide to actively take the first
step and lay out new paths on their own initiative.

47

5 Contacts
economy: What
companies can do


Contacts economy: What companies can do
Internal networking of value to employees

5.1 Internal networking of value to employees
The best and most capable employees may no longer appear in the official labour
market in future, because they voluntarily forego integration into an existing
organisation with all its restrictions. Instead, they will become entrepreneurs
themselves and circulate as self-employed among interesting firms, provided
these can offer them jobs with development potential and exciting contacts. A
gloomy scenario for the future? Not quite, since competition in the field of highly
qualified employees is currently already often enacted in a way that is closed to
the public. This is why some recruiting firms have specialised in ferreting out
passive candidates and whetting their interest in the creative playground they may
find in a company. And they have thereby discovered one of the main basic rules
of New Work culture: Flexible Workers need peers, like-minded people with whom
they can network and exchange ideas.

Offering interesting contacts.

Exciting contact with colleagues, international scope and the possibility of
developing in a field that supports one’s personal potential. These are clear
benefits of employment as opposed to self-employment. And companies should
be aggressively naming and advertising these positive aspects. This also
facilitates the subsequent inflow of suitable employees, because jobs are
increasingly advertised mouth-to-mouth, not only on Facebook & Co. Not to be
underestimated is the circle of friends, i.e., friends and acquaintances, who are in
contact with one another and function as mediators and attractors for future
colleagues. The Jobleads company has actually developed a totally new business
model based on this. Totally unattached people operate virtually as personnel
consultants here, earning bonuses for successfully introducing friends and
acquaintances to advertised positions (http://www.jobleads.de).

Providing social hubs.

The fixed job is yesterday’s news. Tomorrow, employees themselves will
increasingly determine the place and time of their labour. In its Rowe experiment
(Result Only Work Environment, http://gorowe.com), for instance, the US electronics
group Best Buy demonstrates how this is done. Attendance no longer is
compulsory in many departments – what is decisive are the results, reaching
one’s pre-defined goals. This seems to pay off: productivity has skyrocketed; the
employees are happy. Flexibility is also in vogue in other enterprises, such as IBM
for instance. Roughly 40 per cent of the employees no longer have a personal
workplace in the company. This pays off – roughly 100 million US dollars are saved
annually through this restructuring. An internal joke is already in circulation in the
company – that the group’s acronym these days probably stand for “I’m By Myself”,
since more and more employees are working from home. There is a third,
increasingly popular, option between office and home, however: co-working.
The number of workplaces where the normal working day is spent in a creative
social environment together with others is not high as yet, but the potential of this
kind of working is enormous, because co-working is a solution to many
problems: the changing demand for jobs by a flexible firm with branches at
different locations, the costs of permanent jobs, the stress factor when working
from home with the family around and – last but not least – the inexperience

49

Relationship management from childhood

of many employees with regard to alliances and joint ventures which are normally
part and parcel of a sub-let workplace 24. The solution: companies rent co-working
spaces that offer more than just space for one desk, namely stimulating
exchange, a feeling of belonging and the promise of innovation through
networking (examples: http: //www. enterprise-hq. co. uk,
http: //citizenspace. us, http: //www. bureaux. com/locations/melbourne).

5.2 Relationship management from childhood
Establishing and maintaining good contacts. This is the secret to success for
the organisation of the future. Many companies are aware of this and try to
establish close contacts with potential employees as soon as possible. Initial
contact with potential employees is established at increasingly early stages,
during studies at the latest, or even as early as at school.

Setting up trainee programmes.
They have names like ReBound, Close to b, Explore together, ProMotion, on.
board or Talent Circle. Virtually all international corporations are offering
trainee programmes to support and bind their brightest interns. Staff retention
programmes usually include interesting lectures, short seminars, network get-
togethers and acquisition of know-how beneficial to the career. The gamble often
pays off and the money invested early yields its return on investment by way of
fine employees who are already familiar with the company and its culture.

Intensifying engagement with schools.
The sooner the better. To enable pupils to familiarise themselves with the
company, firms invest in formats that facilitate familiarisation. An example: the
Metro chain store with its “Metro macht Schule” [Metro Convinces] project (www.
metro-macht-schule.de). This includes lectures, tours, on-site job orientation and
“sniffing around” days where pupils can get a taste of what work in the retail trade
really feels like, and it demonstrates that contact with potential employees is not
limited only to highly endowed High Potentials. Another option for establishing
contact deployed by many companies: Sponsoring school materials. BP, for
instance, offers an “Educational Service”, with road shows on certain topics,
workshops, online services and learning games.

Expanding alumni activities.
Former employees are invaluable as company ambassadors. They represent a
certain company culture, can refer to achievements and motivate others to want to
be part of that circle of employees. Their impact as active communicators should
not be underestimated and social networks such as Linked-in or others enable
them to publicly show a presence with their “Alumni groups”. It is well-known that
successful recruiting and binding of employees to the company is based on a
good network of contacts. How to initiate and maintain communication is not clear
to all stake holders, however. Nothing has changed as dramatically in recent years
as the communication culture, and this is due not only to newly created, interactive
media technology. Of course one should know how Twitter, Facebook, Blogs & Co.
operate, but – more importantly – one must understand the culture and motivation
of the users and the rules of the game of the new media world. The past
monologue on the part of companies is definitely outdated, not only in terms of
marketing, but also in addressing employees. Consumers and employees expect
more, such as an attentive dialogue, a discussion between partners. This is often
24 The Promise of the Cloud Workspace, Strategy+Business Issue 59, Summer 2010.


against the background of a yearning for recognition. Consumers, customers and
employees are seeking a vis à vis they anticipate relevant interaction. This explains
why engagement via interactive media frequently fails: Companies may indeed
make use of Twitter, set up a profile on Facebook or maintain a blog. But this is
based all too often on the traditional mindset of heralding a message. A real
discussion does not always materialise. But “dialogue” means precisely that:
discourse with a mature and self-confident customer or employee.

Various activities by companies not too shy to experiment are demonstrating the
depth of the desire to participate and be heard and how this desire can be
realised to the benefit of both. Chrysler has a customer parliament – as do several
other companies as well. If required, these “deputies” may make direct contact
with important corporate employees to express their concerns. The Airbus group
also demonstrates that communication with the public can be worthwhile. Airbus
involves students and doctoral students in its innovation process through the “Fly
your ideas” programme, and this includes a cash payment – the contributor with
the most innovative idea receives a 30 000 euro bonus, a clear incentive to
participate.

Just as engaging in a dialogue with a brand or a company in “real” life must
make sense, so should it also make sense in the social media. A poorly written
blog serving only for PR, pointless news transmitted via Twitter or a fan page on
Facebook without much content are not only useless but may actually be counter-
productive, because users want to be taken seriously when addressed. To
companies and brands, however, the new culture of interaction means rethinking
in many respects. They must set up new points of contact to the outside, offer
interfaces for meaningful exchange and present content and actions relevant to
the user. The emphasis here is on “relevant”. A company wishing to attract interest
must offer immediate value with each communication – and also strike the right
note. But even if everything is set up correctly, initial contact is only the starting
point for long-term dialogue. And this is hard to control. Communication via social
networks is fast, direct and authentic and a company that cannot accept answers
will struggle in the world of interactive media. Incidentally, this also applies to
engagement with communities. Many companies tried to create their own virtual
community in recent years. With often elaborate websites and portals, they
attempted to tie customers closely to themselves and to look after them in closed
user groups. This type of community management soon reached its limits,
however; not many users had the time to spare or saw a purpose in engaging
in diverse company portals. With the new type of community management, the
company therefore follows the user, becoming active wherever the user is. Apart
from inherent value, the success of a dialogue also depends on the ability to be at
the right “place” and using the right channels. Being quickly and directly
approachable is also important, however, because potential employees these
days are used to considerable service. The Dutch RVS Bank (a subsidiary of the
ING Group), for instance, offers an online budget planner for Tweens and young
start-up families. The results can then be discussed with a financial coach via
Skype, worldwide and free of charge (www.rvs.nl). This is a typical benchmark for
online communication, in the style which young customers are familiar with and
expect in and around employee marketing. In HR matters, the career platform
Stepstone demonstrates possibilities and offers news briefs, references and links
for interested “followers”. Ikea, on the other hand, does not twitter but puts its
bets on podcasts and RSS feeds for potential trainees. One can opt to listen to
info about potential careers at home or on the road and learn what makes a
qualification as Bachelor’s in Trade and Commerce so special, for instance.
Using the new technologies is still not quite common practice.

51

HR: Partner for active moulding of life

One thing is certain: one will have to practise and gain experience to participate.
Not only in the use of the relevant technologies but especially in terms of
considering how to meaningfully accommodate the use of interactive media in
existing company culture. Presence is required, however, not only in the digital
media but also “offline” in real life. Companies that are in the “right” places and
open to discussion will become increasingly attractive to Flexible Workers.

5.3 HR: partner for active moulding of life
The younger target groups in particular expect openness within the company
towards their personal wishes. Future HR will therefore be successful only if it
recognises the needs of the employees and is able to respond with customised
offers, because ever fewer of tomorrow’s employees can be tied down
through standardised career planning and incentives that appear tailored for
the masses. New generation employees are more impatient and less loyal
than in the past; they change employers at the drop of a hat. They are guided
by opportunities – irrespective of whether these are internal or external to the
own company. The needs of employees are increasingly volatile – be it time
abroad, sabbaticals, reduced working hours in the family phase or studies
after hours, and so also is the desire for freedom and flexibility.

Individual advancement and change-over.
In the meantime, 68 per cent of HR managers surveyed in the study “People
Advantage. How to address HR Challenges worldwide through 2015” by the
Boston Consulting Group and the World Federation of Personnel Management
Associations, intend offering their employees tailor-made career paths.
The opinions of more than 4 470 managers worldwide are included in this
result. To ensure the “supply” of new employees, procedures have also been
adjusted in terms of recruiting. Fifty-eight per cent of companies intend to call
on external support for future recruiting, and 56 per cent are planning to
source at least part of their employees from the global labour markets.


Transformation space – leadership facilitating and enabling

Organisations as magnetic fields.
Sometimes even the best support by a competent HR department is of no avail:
employees leave the company. Not only is specialised expertise lost, but also
people who have practised the specific company culture and might have further
promoted it. To exploit this capital, companies are beginning to supplement exit
interviews with aggressive offers of re-appointment, with apparent success. For
instance, Don Tapscott – author of the best seller “Grown up digital” – makes a
point of keeping in touch with former employees of his company nGenera – and
by doing this has re-hired one of them for the fourth time already.

5.4 Transformation space – leadership
facilitating and enabling
In the future, good employees will be scarce, their behaviour will be different
and unorthodox and they will expect a significant amount of care. Whether they
are recruiting, talent management or retention, company HR processes are
increasingly significant. For this reason, they must more than ever before be
meshed with business strategy and operational processes in the business units.
Leadership plays a special role here, because even if HR rises to the challenges
of the coming years – while it is still “business as usual” in upper and middle
management – the chances are slim for real change.

Dr. Klaus Doppler, author and consultant, highlighted this during the Summer
School of the German media enterprise Bertelsmann: evolution has redefined
leadership. Future managers must define framework conditions enabling normal,
intelligent employees to carry out their tasks independently and efficiently. They
are therefore no longer the movers and shakers and directors, but trainers,
coaches and advisers of their employees. Thus, they are ultimately “highly
qualified service providers” of the organisation, and they must understand and
accompany the transformation. Everyone, says Doppler, should progress from
manager to change manager, because no one will be accepted as a leader if
he himself is not seen as a positive example.

American author John Hope Bryant takes it a step further in his book Love
Leadership – The New Way to Lead in a Fear-Based World. He sees leadership as
“a way that any individual who is “in charge” – whether he or she is a boss, a
business owner, a manager or director, a parent, a coach, a consultant, an elected
or appointed official, etc. – can work with other people so that they feel inspired,
respected, valued and, always, under even the most difficult circumstances, left
with their humanity and dignity intact.”. He himself is by no means a quixotic
romantic, but has his own business and has, among other, been an advisor to the
last two US presidents. Another US author introduces a totally new and
unconventional vocabulary. In Four Things Employees Need from Leaders, Cleve
Stevens describes what future leadership should look like and what the difference
is between so-called “Transformational Leaders” and managers of the old school.
While traditional executives usually view the boss-employee relationship as a
money-forwork transaction, Transformational Leaders would know that
co-workers want more. Stevens formulates the meaning in words that still sound
very unconventional in the work context: Because – says Stevens – employees
need “love”, i.e., a perceptible exclusive relatedness to the individual. “Show the
employees that they and their future are close to your heart”, urges Stevens.

53

Workers also need personal growth, i.e., a culture in which they can develop.
They should know that they are contributing to the big picture – and how much.
And they should know and accept the vision of their organisation, the mission
statement on which everything turns.

Purely theoretical musings of a utopian? Definitely not. For a long time, many
enterprises have been experimenting with new leadership models along the lines
of New Work, and “soft” topics such as “trust” or “empathy” are high up on the
agenda of many HR pros. Against this background, the image of leadership is
changing and executives are developing new insights into their role. New images
of leadership matching a “New Work” culture are, for instance:

The Stage Director: He knows the strengths of his team, sees the big picture and
guides his “divas” so that they may achieve the success they need on stage. The
stage director himself is not in the limelight; he allows things to take their course,
as long as they continue flowing, intervening only if someone is out of line or
needs assistance or if he needs to explain. The Dilemma Coach: He knows that
goals are never clear-cut, that whatever appears correct in a specific context must
be evaluated. Together with his staff, he deals with ambivalences and conflicting
goals openly and moderates conflict situations in such a way that thinking in black
and white is unnecessary.

The Talent Scout: He has the ability to see a person’s special characteristics and
helps with the identification of inherent strengths. He knows the environment in
which potential employees can develop best and has an eye for who fits into
which team and where employees may optimally unfold their strengths.

The common denominator of all these images is a comprehension of leadership
that does not function exclusively by dint of power and authority but instead has a
strongly supportive element, an approach that is very accommodating to a
“Flexible Worker”.


Conclusion
The future in perspective

6 Conclusion
The future in perspective
• Tomorrow’s working world will clearly be different from today’s. Contributing
factors – apart from qualitative ones such as the new values, needs and
attitudes of Western Europeans – also include changed framework
conditions. The labour markets of the next decades will be characterised by
demographic change and globalisation. The demographic development will
lead to a scarcity of qualified staff, which will in turn tend to new balances of
power. An employee market is developing in which top talent in particular
will become scarce.

• Uncertainty in the products and services markets will also increase. Reduced
demand, outsourcing and automation are the reasons why companies are
increasingly trying to pass on the risk inherent in fluctuating capacity
utilisation. Ensuring flexibility is becoming a company imperative, and
consequences include an increase in project work, shorter-term employment
relationships, time-limited positions and temporary work.

• The demand for higher qualifications is generally on the increase in Western
Europe. Well-qualified staff are in demand especially for newly created jobs.
However, “meta qualifications” such as communication skills, conflict
management, solution-oriented working and personal standing and
flexibility are increasingly required in addition to technical qualifications.

• In the future, employees will be entrusted with more responsibilities across
all levels of qualification. Entrepreneurship, independence and the
determination for further technical and personal development are
increasingly part of the typical job description. This also applies to lower
qualified jobs, albeit not to the same degree.

• More and more people are attracted by the “entrepreneur of life” concept,
actively controlling one’s own work biography and assuming personal
responsibility. Many employees are not put off by a future without a
traditional full-time job, and even relish the thought. The underlying attraction
is freedom and individuality. Scope for one’s own career, navigating by one’s
strengths and talents, an individually compiled “working puzzle” and
adapting the workload to the situations in one’s personal life are developed
into one’s personal pillars of meaning in life.

• The driving forces of this development are new forms of training and
continuing education promoting personal responsibility and self-guided
learning as well as a multitude of offers for coaching and counselling in
support of and to strengthen self-reflection, goal orientation and realisation
ability. The younger generation is especially encouraged from an early age
to develop its unique abilities, its “uniquablity”.

55

• New lifestyles will increasingly develop against this backdrop – be they the
“CommuniTeens” growing up digitally and networked and keen to be
addressed as such, the “In Betweens” living their life in constant transition,
the “Young Globalists”, highly sought after and successful talents with an
international presence, or the “Latte Macchiato” families, the urban
sustainability fans seeking new role models for a complementary family
and working life.

• The primary challenge for companies is to understand the changing working
culture and to position themselves accordingly. Are you a company with
traditionally typical industrial culture era “Organisation Man” employees, or a
company with a high number of “Knowledge Workers” – where the technical
qualification is of primary importance – or is a culture of “Flexible Work”
already creeping into your own company – where self-responsibility,
individual career paths, a new way of leadership and maximum flexibility
and adaptability are a way of life?

• To survive in the labour markets of the future, companies should critically
inspect their own HR processes in the light of such a cultural analysis – from
recruiting to retention. This especially applies in view of the increasing
digitalisation of communication and the new modes of interaction in social
media. Appropriately addressing your target audience is the only guarantee
that finding suitable employees for your company will not become a future
bottleneck.


Overview of graphs

Overview of graphs:
• Prognosis of the population trend in Europe, 1975 to 2050 Source: Europe´s
demographic future: Facts and Figures, Brussels 2007, Figures based on the
demographic monitor of the European Observatory on Demography and the
Social Situation (SSO)

• Labour market 2010/11: Not much expansion expected Survey among
1 200 executives Source: Handelsblatt Business Monitor June 2010 /
www.handelsblatt.com/politik/ business-monitor

• Flexible Worker: New working culture Source: Zukunftsinstitut

• Labour market 2020: The gap between labour supply and demand is
growing Source: Boston Consulting Group, excerpt from “Stimulating
Economies through Fostering Talent Mobility”, World Economic Forum 2010

• Redefining success: New working ethics Source: Zukunftsinstitut

• Future Lifestyles: New values and attributes Source: Zukunftsinstitut

• Employees with temporary employment contracts – status quo by countries
and gender Source: Eurostat, Statistics in focus 12/2010, Figures Eurostat /
EU-LFS

• Temp work trends 1997–2007 Source: Private employment agencies,
temporary agency workers and their contribution to the labour market, ILO
Paper No. 181, Geneva/October 2009, Figures based on CIETT: “The agency
work industry around the world: Main statistics”, Brussels 2009

• Temp work share in the labour markets 1997–2007 Source: Private
employment agencies, temporary agency workers and their contribution to
the labour market, ILO Paper No. 181, Geneva/October 2009, Figures based
on CIETT: “The agency work industry around the world: Main statistics”,
Brussels 2009

• Employment 2020: Higher qualifications in demand Source: Cedefop,
www.cedefop.europa.eu

• Employment 2020: New jobs demand better training Source: Cedefop,
www.cedefop.europa.eu

57

Imprint

Imprint
Editor and media owner
Adecco management & consulting S. A.
Christina Mankus
Sägereistrasse 10, P. O. Box
CH-8152 Glattbrugg/Switzerland
Tel. +41 44 878 89 20
E-Mail: christina.mankus@adecco.com
www.adecco.com

Responsible for the content
Zukunftsinstitut GmbH
Robert-Koch-Str. 116 E
D-65779 Kelkheim
Tel. +49 61 74 96 13-0, Fax: -20
E-Mail: info@zukunftsinstitut.de
www.zukunftsinstitut.de

Author
Kirsten Brühl (Zukunftsinstitut GmbH)

October 2010

Disclaimer
The study is a general guide only. It should not be relied upon as a substitute for
specific professional advice. Every effort has been made to ensure that the
information in this study is correct at the time of publication. The views expressed
in this study are those of the authors (Zukunftsinstitut). Adecco is not responsible
for the content of the study and waives any liability in this regard.


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