Professional Documents
Culture Documents
Trends
Trends
WORKPLACE
TRENDS
Sodexo’s Focus: Quality of Life
Sodexo is the world leader in services that improve quality of life, an
essential factor in individual and organizational performance. Operating in
80 countries, Sodexo serves 75 million consumers each day through its
unique combination of Onsite Services, Benefits and Rewards Services,
and Personal and Home Services.
This report is supported by the Sodexo Institute for Quality of Life, our in-house think
tank whose objective is to gather and develop insight on the drivers of quality of life.
2 SODEXO 2017 GLOBAL WORKPLACE TRENDS
TABLE OF CONTENTS
Intergenerational Learning..................................... 34
Endnotes .. .......................................................... 86
Identifying and understanding what’s new and truly significant in this context
has never been more important—or more complex! Change is happening at
an unprecedented pace across the world, in all economies—whether they are
emerging or mature—impacting the very nature of work and how individuals
thrive (or not) at work.
The trends we discuss in this report therefore resonate across the spectrum
of workplace experience: for instance, the overlap of personal and corporate
brands, the evolution of learning at work, the workplace as a wellness
destination, the link to deeper societal issues such as migration and many
more. We are deeply grateful to the nearly 50 subject matter experts who joined
Sodexo in this endeavor and whose contribution was invaluable in shaping our
understanding. We sought out leading voices, experts from renowned academic
institutions, associations, consultancies, foundations, NGOs, research groups,
Identifying, exploring and researching these trends and distilling them into
this report has stimulated a great deal of thinking and conversation, but this
is not the end. We see this as the beginning of important discussions. With
this report we look forward to engaging our stakeholders in a dialogue and
to continue making progress in how we respond together to meet these new
challenges. We want this report to spark inspiration and spur wider audiences
into thinking and engaging in conversations about how to create the most
seamless employee experience and improve individual quality of life.
Best regards,
O
ur system is grounded in primary disciplines such as space design, wellness,
and secondary research. Initial intergenerational learning and corporate
identification of trend topics came responsibility to gain an edge.
from research and through our own insights
into workplaces around the world. We looked THE 10 TRENDS WE EXPLORED
at global news sources focused on HR THIS YEAR
and the workplace and selected 10 trends
1. The Agile Organization: Striking a
relevant to Sodexo based on the services we
Balance Between Speed and Stability
offer and/or the way we partner with clients.
Once we had identified global topic-area Organizations are seeking the holy grail
experts, we conducted more than 55 hours of of agility—speed plus stability—with
interviews, with two to eight expert interviews an ultimate goal of responding to new
per trend. Secondary source material and conditions, all while keeping employees
statistics were compiled from global news agile, too, with help from disciplines like
sources and research databases. mindfulness.
I
n the past 10 years, corporate norms That shift brings new approaches to
have evolved steadily toward the agile addressing challenges: new forms of
organization—that is, businesses that collaboration and more inventive and
are nimble and responsive enough to faster ways of delegating and sharing
get ahead with technological progress responsibilities. For some employees,
(or at least adopt it very early); work adjusting to the new order creates a fair
increasingly across cultures, borders and amount of discomfort. But according
workplaces; and move quickly to market, to Michael Bazigos, Ph.D., Managing
among so many other entrepreneurial Director at Accenture Strategy and
tactics. Adjunct Professor in the Department of
WHAT IS
Works
AN AGILE
across ORGANIZATION?
cultures, Nimble and
borders and responsive
workplaces
Moves Early
quickly to adopter of
market technology
THREE MAIN
CHARACTERISTICS
OF THE AGILE
ORGANIZATION
HOW
MINDFULNESS
Helps achieve
balance CAN LEAD TO
between AGILITY
Principle of Emphasis on speed and
adaptive teamwork stability
performance
Creates
Common accountability
orientation
toward
organizational
goals
Helps
Promotes employees
compassion focus and
and sense of achieve
community greater calm
Source: “Work in the 21st Century: Agile and Mindful,” Institute for Quality of Life, Sodexo, June 28, 2016
10
“People don’t resist change; they resist being changed.”
—ISAAC GETZ, Co-Author, Freedom, Inc.; Professor of Leadership
and Innovation, ESCP Europe Business School
Each of these evolutions has taken may seem to be at odds—but actually they
big bites out of the barriers within are not: a stabilizing structural backbone
organizations, and that has translated and capacity for velocity. Most companies
into the need for greater agility, both still need hierarchy and structure; so rather
from organizations and the individuals than ‘blow up’ the structure, the question
who work within them. The old sense becomes: How do you become agile
of “rules and procedures,” Bazigos behind that?”
says, functioned like “historical layering
of sedimentary rock, which can ossify We can thank the tech world for giving
organizations over time.” other business sectors a road map
toward—and multiple case studies for—
As recently set out in a Harvard Business successful agility. Software developers
Review case study, the danger of not outlined and pushed the importance of
recognizing and addressing those steady adaptation, steady output back
hardened layers of business bureaucracy
in 2001, signing and publishing the
can be significant. “At one Fortune 1000
then-controversial, now clearly prescient
company, for example, ‘flame wars’ broke
Agile Manifesto. Among its core edicts:
out between customer support units,
“customer collaboration over contract
desperate to respond faster to customer
negotiation” and “responding to change
complaints, and the technical design
over following a plan.”5
group, equally desperate to avoid ad
hoc fixes,” says the case study. “Neither Fast-forward to the present and, as HP
group could effectively solve the problems Technology Evangelist John Jeremiah
without the other, but their overlaps said on TechBeacon (an online
quickly became sources of conflict rather hub for developers and technology
than collaboration. That pathology isn’t
professionals), “agile is now the norm.”6
uncommon.”4
This circles back to the old adage that
“Change is the only constant,” but nudges
MAKING AGILITY FIT
remain necessary for companies all
It might seem as if agility and stability are across the corporate landscape.
pitted against each other, but Bazigos
sees a way forward: “When we look at In order to avoid ossification and
agility, there are two parallel systems that embrace agility, Bazigos squares in on
likelier to be seen as outstanding financial functional silos,” says Getz. But that’s
performers in their industry than those just one of many challenges. He offers
that lacked both. This is consistent the example of Brazilian manufacturing
with published research in professional company Semco as showing great agility
journals that documents the contribution when facing the external pressure of a
of agility to operational and financial national economic crisis. More than half of
performance, and finds that agility’s power the company’s 500 employees accepted
roughly doubles in volatile environments an offer to leave Semco’s payroll. Some
compared to stable ones.”8 took their severance and left; about 200
stayed, and another 200 became satellite
To gain insight into agility, companies can
employees, working in positions that were
look for inspiration from their in-house
once contracted out, starting their own
pros who are immersed in the agile
businesses with the support of Semco
tech world: their information technology
resources (but perhaps not even with
team. “Agility has long been essential
Semco as a client) and other scenarios.
to creating usable software quickly,
It’s one of dozens of innovations the
and chief information officers have
company has used to keep employees
developed a suite of agile approaches
engaged, creative, loyal, productive and
and tools to address long delivery
happy—and Semco profitable.10 For many
cycles and inflexible legacy systems,”
companies, intentionally developing into
says Paul Willmott, a Director at global
an agile organization comes with swift,
management consulting firm McKinsey.
clear dividends.
“Many of these approaches can be
expanded well beyond the perimeters of
WORKPLACE IMPLICATIONS
IT and applied across an organization.”9
As Getz tells us, “People don’t resist
“Bringing agile philosophy beyond IT change; they resist being changed.”
function is hard for many companies Organizations that recognize the
because it requires the transformation challenge to their workers created by
of their structure, such as hierarchy and the need to pivot and adapt quickly are
T
here will always be room For consumers, this innovation has
for incremental change and become so normal, so expected, that
improvement, but no discussion people have started taking much of it for
about economic growth and prosperity is granted. Increasingly, we assume that
complete without mention of disruptive whatever need we might have, someone
new ideas and those who make them somewhere has probably concocted
work. Innovation is the drumbeat of the a smart way of meeting it; it just takes
relentless change that’s such a feature of the right online search terms to track it
21st-century work and life: new products, down. Most of the time, we don’t see an
new processes, new services, new ways innovative product and wonder, “How did
of organizing and new ways of thinking. they come up with that?”
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18
“Globalization, the democratization of new
technologies and their increasing sophistication
enable … unmatched levels of cooperation, both
in terms of the number and variety of people
involved as well as the immediacy of the results.”
—FRÉDÉRIC CHEVALIER, Founder, thecamp; Founder
and Former Chairman, HighCo
different teams can collide and bond innovative solutions emerge when people
is also a good idea, be that through with different skills and backgrounds
hackathons, off-sites or other types of interact. This is part of the appeal of
social collisions. It can also be beneficial incubator hubs and meetups, where
to design physical spaces that funnel different startups bounce ideas off one
people into the same area, forcing another in hot locations such as the Silicon
constant, unplanned interactions. The Roundabout5 area of London, Station F6
corridors at Cleveland Clinic do this well. in Paris, Berlin’s Factory,7 Philadelphia’s
So do the squares at Facebook. Either Pennovation Works8 and many more.
way, people need to be mixed together
to stop them becoming inward-looking An upcoming example is thecamp, a new
and defensive.” ecosystem in Southern France, gathering
together private and public leaders,
Tett herself is an outstanding example students, entrepreneurs, children and
of bringing the thinking of one discipline artists, striving for a more sustainable
to bear on other fields. With a graduate
world and more humane societies. The
degree in anthropology, she brought
campus hosts a variety of living and
those tools into her analysis of the
“fab labs” (artificial intelligence, virtual
financial world, giving her the raw
reality, media…) that enable campers
materials to unpack the economic crisis
to experience innovative technologies,
of 2007-08 in her book Fool’s Gold.
appropriate them, imagine potential
Just as case histories and personal applications and prototype. thecamp was
experience confirm the downsides of founded by tech entrepreneur Frédéric
working in silos, so does the image of Chevalier (also Founder and Former
cross-pollination intuitively evoke the Chairman of tech group HighCo) to foster
creation of beautiful flowers and delicious collective intelligence that is primordial
fruits and vegetables. The promise when addressing the challenges of the
in businesses is that great ideas and contemporary world with a focus on urban
DO’s DON’Ts
Build a strong community where Make your community
people share ideas, build on one too big, too fast
another’s work, critique, praise Underestimate the work required in
and compete keeping an online community energized
Source: wpp.com/wpp/marketing/branding/collaboration-and-cocreation-brand-innovation
T
here is a sense in which we are We move for many reasons: in search of
all migrants. No matter how we better food and water; to find opportunity
arrived in our home country, and prosperity; or to escape inequality,
whether to accept a corporate promotion war or civil unrest. As we witness the
or escape conflict, whether to relocate highest level of displacement on record1
temporarily or permanently, and whether and the highest level of humanitarian
it was us or our great-great-grandparent need since World War II, UN Secretary-
who made the journey, migration is a General Ban Ki-moon has said, “This is
common and widely shared feature of not just a crisis of numbers; it is also a
our history. crisis of solidarity.”2
¹un.org/sustainabledevelopment/blog/2016/01/244-million-international-migrants-living-abroad-worldwide-
new-un-statistics-reveal
²www.ilo.org/global/topics/labour-migration/news-statements/WCMS_436140/lang--en/index.htm
¹un.org/sustainabledevelopment/blog/2016/01/244-million-international-migrants-living-abroad-worldwide-new-un-statistics-reveal
24
²www.ilo.org/global/topics/labour-migration/news-statements/WCMS_436140/lang--en/index.htm
“Two factors—language and employment—are
central to migrants’ successful integration.”
—JEAN-CHRISTOPHE DUMONT, Ph.D.,
Head, International Migration Division of the Directorate for
Employment, Labour and Social Affairs at the Organisation
for Economic Co-operation and Development (OECD)
Workers around the world must figure out how to share space with their
new “co-bot” colleagues—and smart companies will be those welcoming
the change.
T
he rate of technological progress is the future of the way we live and work
increasing exponentially. “Robots has become something of an unknown
and Retail,” for example, a white quantity.2
paper co-authored by Olivier de Panafieu,
Senior Partner at global consultancy Just how that future plays out in the
Roland Berger, tells us that by 2025, the workplace is the subject of conflicting
market for androids could reach opinion. On one side, organizations
10 billion euros (US$10.8 billion).1 As we hope that workers will embrace their
look at the advent of the fourth industrial new robot colleagues and that those
revolution—a main hallmark being “co-bots” will increase productivity and
the proliferation of robots, automated free up employees to engage in more
processes and artificial intelligence (AI)— creative tasks.3 On the other, there’s a
ORGANIZATIONS
WORKERS ORGANIZATIONS
WORKERS
22
MILLION
MILLION
jobs will be created
jobs will be created
1
45%
45%ofofhuman
humanwork
work
2
byby
robots in in
robots the next
the next activities
activitiescan
canbe
be
eight years
eight years automated
automated
Robots:
Robots: Robots:
Robots:
• Need
• Needhighly trained
highly trainedoperators
operators • •Can
Canincrease
increaseproductivity
productivity
• Can take
• Can onon
take boring
boringoror
unsafe tasks
unsafe tasks • •Can
Canreduce
reducelabor
laborcosts
costs
• Can free
• Can people
free peopleforfor
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work • •Fill
Fillundesirable
undesirablejobs
jobs
mckinsey.com/business-functions/digital-mckinsey/our-insights/four-fundamentals-of-workplace-automation
1
digitaltrends.com/cool-tech/robots-replace-5-million-jobs-2020/
2
30
30
“AI will be developed further in all elements of life.”
—OLIVIER DE PANAFIEU, Senior Partner, Roland Berger
in the mundane (such as winning the rather than hurts humanity,” in the words
game show “Jeopardy!”) or dive into of one reporter.21
weightier issues (searching for the cure
to cancer).17 MAINTAINING THE ‘HUMAN TOUCH’
The world of robotics will continue to
Driverless cars, one of the most visible
evolve, yet some tasks and roles will
real-world manifestations of automation
in industry, have been heavily tested, remain uniquely human. And increasing
and yet the hottest debate surrounding acceptance of technology—including
them is theoretical: How would they robotics—will undoubtedly lead to
demonstrate ethical intelligence when progress. But at what cost? At Sodexo’s
choosing which life to save in a crash, Quality of Life Conference 2015, Michel
and who would be responsible in such Landel, CEO, Director and Chairman
an event?18 (An intriguing side note that of the Executive Committee of Sodexo,
might serve to stoke people’s seemingly reminded us that “the goal of progress
innate fear of robots: Google’s AI group should be to preserve the essence of
DeepMind is hoping to speed up robots’ what it means to be human and to be
learning process by enabling them to of greater benefit to humanity. New
“dream.”19) technologies should be an additional
opportunity to care for one another; they
But even proponents have concerns should be the engine for inclusion, and
about the future implementation of AI. this kind of progress—human rather than
Tech guru Elon Musk, for example, has dehumanized—sets out to respect basic
gone on the record with his belief that principles.”
trying to achieve artificial intelligence
is “summoning the demon.”20 His Cousin agrees: “We do not want to lose
fears haven’t kept him from doing just the human factor, as this drives quality of
that, though: He joined with OpenAI to life; robots can help create stable delivery
promote artificial intelligence that “helps of service but will not have the ‘human
As learning brings people together in the workplace and steers them toward
a shared purpose, look for a “back and forth” in which the skills of every
generation are valued.
W
orldwide, people are enjoying might be a necessity for some, it is a
longer, healthier lives than past choice for those who derive a sense of
generations. Children born in meaning and satisfaction from playing
2012 are expected to live on average six a part in the workplace. Elizabeth Isele,
years longer than those born as recently Founder and CEO of the Global Institute
as 1990.1 And by 2030, the percentage
for Experienced Entrepreneurship, sees
of the population aged 60 and over is
a major business upside to retaining
expected to leap, from 12.3 percent in
workers into their 60s and 70s: “This new
2015 to 16.5 percent.2
demographic, the ‘experienced economy,’
As we stay healthier longer, we stay is our only natural resource that is
working longer, too—and although this actually growing.”3
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1
http://www.thehartford.com/sites/thehartford/files/millennials-leadership.pdf
2
https://www.bls.gov/news.release/sept.nws.htm
36
36
it in intergenerational relations with sees a future where workplace learning
“intergenerativity”—the creativity that will be transformed. His prediction:
emerges from reciprocal exchanges “Organizations will try to retain people
across diverse identities, professions, by creating an accredited scholastic
ethnicities and ages.5 achievement process.”8 Similarly,
universities are starting to offer degree
Workplace-approach changes like this can courses spread over a lifetime.
come with pitfalls and wrong turns; there’s
a danger of replacing linear learning by As the five working generations stay
clumping workers into social groups based on the job longer—and as those jobs
on age. But Professor Mariano Sánchez of are marked by an increasing amount
the University of Granada in Spain hopes of complexity, uncertainty and change
we can push past that inclination, instead (co-working and the gig economy are
considering the idea that “generational two current standouts)—lifelong learning
identities” are about life trajectories, skills will drive all of them to keep up. This
and experience, not just age. is consistent with the United Nations’
concept of a “society for all ages”
At home, a millennial daughter might play introduced in the late 1990s as a way
software mentor to her grandmother, and for generations to invest in one another
apprentice to her master-chef dad. In the and share in the fruits of that investment,
workplace, we can similarly move beyond guided by the twin principles of reciprocity
the temptation to label based simply on and equity.9 This theme was further
age, says Sánchez.6 The focus instead is developed by the UN in 2002 as education
best placed on “generational intelligence,”7 was identified as critical in connecting
the capacity to be aware of generational generations throughout the life course:
positions and to approach workforce “Education is a crucial basis for an active
management with a generational lens and fulfilling life. A knowledge-based
in mind. This doesn’t mean organizing society requires that policies be instituted
activities for different generations but to ensure lifelong access to education and
organizing activities that raise generational training. Continuing education and training
awareness, connect generations and help are essential to ensure the productivity of
them work better together—exchanging both individuals and nations.”10
knowledge, ideas, skills and more to
enhance the broad skill sets everyone Today, as we increasingly appreciate
needs in today’s jobs. the lifelong reciprocity that exists with
the fact that (in the words of a study on
Steve Toomey, Executive Vice President intergenerational programs that Sánchez
and Managing Partner for the U.S. led) “each person gives and receives
Midwest for BTS, a global professional throughout their lifetime and that people
services firm headquartered in Stockholm, of all generations have value and can
Personal and corporate brands, once entirely separate entities, are now
overlapping, as organizations realize the value of the influencers in their
workforce.
Y
ou could make the case that expert, Gaurav Gulati, insists that
personal branding is an age-old everyone should1—and yet the formula
construct, but its modern iteration for success is challenging (witness the
was born alongside blogs and social new wave of personal branding books,
media, platforms that have evolved into training programs, podcasts and apps).
our fully realized presentations of self
and of our ongoing job desirability. The As more companies come to view their
personal brand is ubiquitous enough employees’ social presence and personal
today that anyone with access to a branding websites as always-on (and
computer can have one—Asia’s leading no-cost) marketing channels for the
personal branding and engagement corporate brand, they’re looking for new
ways to ride along with their social reach, research firm Future Workplace,2 say that
to shape personal messaging to the corporate and personal objectives can be
corporation’s benefit and to protect their accomplished in unison with respect—
interests when employees use social and benefits—for both parties.
media in ways that can be harmful to the
organization. This has given way to the Just how blurred are the lines between
rise of companies with social employee corporate and personal brands becoming?
advocacy programs, social listening It depends whom you ask. As the
programs and professional development virtual workplace grows, freelancers are
plans that include instructions and embracing the personal brand as a way
governance models on how employees to market themselves effectively, CEOs
can enhance their personal brands while are quite willingly welding their personal
supporting company goals. brand to the corporate one as a way to
start bigger conversations, and companies
This melding of personal and corporate are investing in executive branding as
branding has the potential to create a strategy to assert thought leadership
tension between the millennial who prides and form a more personal bond with their
himself or herself on brand ownership consumers. Further, HR departments
and the Chief Talent Officer who hopes are monitoring personal brands to recruit
to arrange a happy partnership between and vet new talent, and Susan Emerick,
the two. But branding experts such as Author of The Most Powerful Brand on
Gulati and Jeanne Meister, Co-Author Earth, tells us that they will soon take it a
of The Future Workplace Experience: step further, using predictive analytics to
10 Rules For Mastering Disruption in identify the people who have the skill sets
Recruiting and Engaging Employees and and personal brands they’re looking for in
Founding Partner of HR advisory and the marketplace.3 Robert Moran, Global
THEN NOW
PERSONAL
BRAND
CORPORATE
BRAND
42
“Personal branding is moving quickly
beyond hipsters and celebrities and into
mainstream culture. In the near future we will
all be searchable and ratable. Our world is
shrinking, and our digital presence will become
increasingly important.”
—ROBERT MORAN, Global Head, Brunswick Insight,
and Partner, Brunswick Group
Head, Brunswick Insight, and Partner, LinkedIn, where more than 467 million of
Brunswick Group, says employees and us currently maintain profiles (72 percent
job seekers will also grow more tactical of which are outside the U.S.),5 doesn’t
about their online personas and will begin mean we innately know how to maximize
using findings from behavioral science and its impact. As more people embark on this
neuromarketing to their advantage—for explicit and conscious commercialization
example, gaining small edges with the of social interaction—and the self—they’re
pictures they display on their profiles.4 wondering where to start or are already
going it alone.
For all these reasons and more, personal
branding itself stands to get a rebrand in Gulati insists on the importance of being
2017. Says Moran: “Personal branding authentic, pointing to Indian Prime Minister
is moving quickly beyond hipsters and Narendra Modi as an example of someone
celebrities and into mainstream culture. In who built his brand on the grounds of
the near future we will all be searchable honesty and won the heart of his country
and ratable. Our world is shrinking, (ushering in an era of personal branding
and our digital presence will become in India at the same time). In addition to
increasingly important.” Anyone who has embodying unflinching authenticity, Gulati
ever Googled himself or herself, or a says that truly great personal brands
colleague, knows just what Moran means. define a person’s unique value proposition.
Masterful personal branders are also
PERSONAL BRANDING TO BECOME purposeful about sharing good content,
MORE DISCIPLINED proactive at networking and aware of
building both the breadth and quality of
In this hyperconnected world, a website their online connections, says Meister.
can be put up and a social media profile
created at virtually no cost. But just Just as product branding had to become
because we can start a profile on more systematic beginning in the 1980s,
With today’s employees expecting more from their employers, designers and
strategists are rethinking all elements of the workplace to put the employee
experience first.
“W orkplace experience
design” is an approach that
has seen rapid evolution
workplace strategists are paying more
attention to consumer behavior as it
relates to how people experience the
over the past few years. What began as a workplace.
novel way to address changing demands
of workers has become a critical strategic Keeping employees happy, healthy
imperative for organizations looking to and productive requires that
put the employee experience first.1 In companies consider numerous factors
Deloitte’s 2016 Global Human Capital about where they work—the built
Trends survey, 79 percent of executives environment, technology and virtual work
rated design thinking an important or considerations, amenities and how people
very important issue.2 With this in mind, experience their surroundings. However,
it’s not just about physical space but a leader in using design thinking to
also about software, communications, leverage its assets and innovate to find
workflow, organizational structure, creative solutions. He agrees that it’s
rewards, learning and development, vital to keep the specific needs of the
performance management—in short, employees in mind, and consider what
any of a number of tools and resources happens throughout their entire day.
to enable employees to get through their Workplace experience “begins at home
workday. when workers are preparing to travel into
the office,” he says, “and ends when they
Dr. Rachel Permuth, Global Vice President are leaving for the day.”4 With this in
of Research, Corporate Services at mind, experience design strategists must
Sodexo, says the current approach to consider touchpoints that fall outside of the
experience design is “the practice of 9-5 workday and the “typical” workplace.
designing a service, journey or other
component of the workplace with the THE HUMAN-CENTRIC WORKPLACE
focus on the employee throughout. It
Rather than expecting employees to
starts with thinking about a typical place
adapt to workplaces, the discipline of
of work, whether that be an office or an
experience design/design thinking aims
off-site location. You might think about
to create workplaces adapted to the way
what the experience is like for employees
employees work and do their jobs. Tom
throughout their workday—from the time
Stat, Innovation Expert, Design Thinker,
they get up to the time they stop working—
Strategy Consultant and Entrepreneur
and all of the different touchpoints they
formerly with IDEO, touches on that
experience in between. Design thinking
human aspect when he describes design
can make employees’ lives easier along
thinking as a “mindset whose key traits
their journey in the workday—ultimately
are optimism, courage (to explore, fail
improving quality of life.”3
and learn), imagination, curiosity and
Mark Newlands is the Global Workplace persistence.”5 Design thinkers seeking
Experience Lead at Johnson & Johnson, to elevate the workplace experience
74%
OF EMPLOYEES RATE
THEIR WORK
ENVIRONMENT AS
EITHER COMPLEX OR
HIGHLY COMPLEX.1
40%
OF WORKERS BELIEVE
40%
IT IS NOT POSSIBLE TO
OF WORKERS BELIEVE
74% SUCCEED AT WORK, MAKE
IT IS NOT POSSIBLE TO
OF EMPLOYEES RATE A GOOD LIVING, AND
79%
THEIR WORK
SUCCEED AT WORK, MAKE
HAVE ENOUGH TIME TO
OF EXECUTIVES A GOOD LIVING,
CONTRIBUTE AND
TO FAMILY
ENVIRONMENT AS
RATE DESIGN HAVE
AND COMMUNITY.1 TO
ENOUGH TIME
EITHER COMPLEX OR
THINKING AS AN 1 CONTRIBUTE TO FAMILY
HIGHLY COMPLEX.
IMPORTANT OR AND COMMUNITY.1
VERY IMPORTANT
ISSUE.2
Design thinking can help optimize and simplify the employee experience so
that it supports employees both within and outside of the workplace. 79% of
Design thinking
executives ratecan helpthinking
design optimizeasand simplify the
an important employee
or very experience
important issue.2 so
that it supports employees both within and outside of the workplace.
1
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2015/work-simplification-human-capital-trends-2015.html
2
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2016/employee-experience-management-design-thinking.html
50
“Getting buy-in from workers on the design—i.e., reaching
decisions collaboratively—yields the best design
solutions and greatest acceptance from employees.”
—RANDY FISER, CEO of the American
Society of Interior Designers (ASID)
increasingly look for ways to make it the work experience affects worker well-
more human-centered, a concept that being, satisfaction and productivity.
Stat describes in his 2016 trend article on
“Humanizing the Workplace.”6 By improving quality of life, workplace
experience design also plays a significant
As a people-centered rather than process- role in the competition to attract and
centered discipline, design thinking retain the best and the brightest talent.
should be a catalyst for thinking of Becoming a sought-after employer is,
existing organizational roles in different in fact, a major benefit to organizations
ways—HR, facilities management, that focus on the employee experience.
corporate real estate and IT should Google has long served as a case study
champion the discipline and tap into its for this—its campuses enjoy legendary
signature skills of observation, empathy status as worker-centric domains while the
and insight. Increasingly, organizations company itself has gained a reputation as
are dedicating full-time staff members to one of the most sought-after employers in
lead the experience design function for the world.8
their workforce (e.g., a Chief Experience
Officer).7 However, the human-centric work space is
also designed to enable people to feel and
KEEPING A COMPETITIVE EDGE perform better, to remove unnecessary
Sodexo has used tools such as its workplace complexity and relieve the
proprietary Personix™ system to overwhelmed employee. In fact, two-
evaluate consumer needs states in the thirds of companies believe complexity is
built environment for years, and other an obstacle to business success and a
companies are long established in barrier to growing business productivity.9
reinventing the workplace based on this The human-centered approach contrasts
concept. With the rise of innovative Silicon sharply with the workplace shaped to
Valley companies, so too has arisen satisfy other imperatives, whatever they
a modern way to think about what the may be—production, business process,
workplace means and how the design of cost control, etc.
Once the preserve of the United Nations, leading NGOs and scientists,
sustainable development is increasingly recognized as the legitimate
responsibility of businesses—and employees are also playing their part.
I
n 1962, a lone U.S. scientist asked the Brundtland, chaired the United Nations
readers of her new book to imagine commission that gave us Our Common
what the countryside would be like Future,1 a report whose definition of
without birdsong. Her concern was sustainable development remains
intensive agriculture and, to many, Rachel hugely influential 30 years later:
Carson’s seminal work, Silent Spring,
“Sustainable development is development
sparked the modern environmental
that meets the needs of the present
sustainability movement.
without compromising the ability of
Exactly 25 years later, the former future generations to meet their own
Prime Minister of Norway, Gro Harlem needs.”
Since then, the UN has continued to that businesses must play a pivotal role
make waves: at Rio in 1992, then with the in support of social and environmental
launch of the Millennium Development as well as economic ends. Starting with
Goals for human development in 2000, in corporate social responsibility (CSR) in
Johannesburg in 2002 and back to Brazil the 1990s, soon followed by “corporate
for Rio+20 in 2012. With the UN’s release responsibility” and “corporate citizenship,”
in September 2015 of the 17 Sustainable it is now clear to leading companies that
Development Goals (SDGs) for 2030,2 we their mission, their very purpose and the
now look to that year as our due date to products and services they sell can be an
deliver a better trajectory for present and integral part of sustainable development.
future generations. And for their efforts toward this end they
will be rewarded in terms of brand image,
The awareness created by the SDGs, and reputation and demand.
indeed by the UN’s decades of work, is
shaping a new way of thinking about the THE PIVOTAL ROLE OF BUSINESS
big picture of sustainable development. There can be no doubt that business is part
This cultural shift emphasizes the of the civil society that will carry and deliver
connectivity between the issues affecting the Sustainable Development Goals. “The
us all and contributes to an increasingly SDGs have given us a new set of goals and
global focus on the intersections between an unprecedented opportunity to redefine
human activity and the world we rely on for the notion of sustainability by engaging all
everything from clean air and fresh water to levels of our ecosystem, starting at work,”
awe and wonder. says Neil Barrett, Group SVP Corporate
Responsibility, Sodexo.
What’s new? One of the strongest trends
within the sustainable development agenda Sodexo may be particularly on-trend today,
over time has been the growing realization but sustainable development is something
Companies can use the SDGs as a framework for their strategies, goals
and activities, allowing them to capitalize on a range of benefits.
Enhancing
the value of
corporate
sustainability
Identifying
future business
opportunities Strengthening
stakeholder relations
& keeping up with
policy developments
Using a
common
language &
shared Stabilizing
purpose societies &
markets
63
UNLOCKING THE POTENTIAL OF
MILLENNIAL TALENT
A NEW UNDERSTANDING OF WHAT DRIVES
THIS GENERATION
Employers who develop a better appreciation for this overanalyzed yet often
misunderstood generation stand to benefit the most from the collaboration,
creativity and authenticity they bring to the table.
A
2016 survey of 7,700 millennials For this reason, the generation born
from 29 countries found that between 1980 and the early 2000s has
one in four would quit his or her been labeled, among other things, the
current job to do something different “job-hopping generation.”
within the next year,1 and more than
20 percent of American millennials really This is but one of many misconceptions
did change jobs within the past year. This about them; when Dr. Jessica Kriegel,
is more than three times the number of Author of Unfairly Labeled: How Your
non-millennials who report the same.2 Workplace Can Benefit From Ditching
Human
contact
Seeking a
bigger purpose1
Continuous
feedback from
superiors
Natural
innovators Training and
development 2
Flexibility 3
Highly
educated
1
deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-survey-2016-exec-summary.pdf
2
www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf
3
workplacetrends.com/gen-z-millennials-collide-at-work
4
https://www.bls.gov/news.release/sept.nws.htm
66
“We’re so fascinated with millennials because we’re
fascinated with the future of work and how we
think about future workplaces through the eyes of
generations. There’s something happening with this
generation that is fundamentally different from how
previous generations operated.”
—ELISABETH KELAN, Ph.D., Professor of Leadership,
Cranfield School of Management
boomers or Gen Xers). Finally, they are In a 2014 study of millennials and Gen Z
the most diverse generation to date employees across 10 global markets, both
(44.2 percent identify as non-Caucasian).10 generations chose health care coverage
as the most important employee benefit.
FLEXIBILITY TO BE YOU But by September 2016 (when a follow-up
Over the past few years, millennials study was conducted) their priority had
shifted to work flexibility, yet only
have been studied in detail by a world
34 percent of companies now offer it.13 The
that’s insatiably curious about how they
study was conducted by Dan Schawbel,
are faring in the workforce. After all, they
Partner and Research Director at Future
are the first digital natives, the children
Workplace and Author of Promote Yourself:
of helicopter parents, survivors of the
The New Rules For Career Success—who
Great Recession and bearers of the
has published 35 workplace studies, with
most cumbersome student loan debts on
an emphasis on millennials—who told us
record. Google Trends11 shows interest in
that the desire for workplace flexibility is the
millennials taking off in 2013 and ticking
biggest trend overall for this generation.14
up sharply in 2016. “We’re so fascinated
with millennials because we’re fascinated Matt Britton, Author of YouthNation, says
with the future of work and how we think the fact that Fortune 500 companies don’t
about future workplaces through the eyes offer the freedom, flexibility or mobility
of generations,” explains Elisabeth Kelan, that millennials attribute to startup culture
Ph.D., Professor of Leadership, Cranfield is precisely why millennials aren’t as
School of Management, and Author interested in going to work for them
of Rising Stars: Developing Millennial anymore. “They have no desire to spend
Women as Leaders. “There’s something their 20s stuck in one city, so if you can
happening with this generation that is offer them the ability to relocate and be
fundamentally different from how previous mobile, it fits their lifestyle,” Britton says.
generations operated.”12 “They want to live a largely nomadic
are more likely to reveal salary information they started to feel more connected—to
to one another and are more open to the organization and each other.”
talking about money with their manager.
Schawbel encourages companies to have
Millennials also seek continuous feedback a training curriculum that combines online
from their superiors. Because of this learning with classroom learning. Says
and the increased pace of change, Kelan: “Employers should be creating new
Kadakia says companies would be wise experiences where millennials can learn so
to phase out the traditional quarterly they don’t feel like they’re stagnating. They
review in favor of ongoing performance will then feel disengaged. This is why they
discussions; this creates opportunity for always feel so insatiable in regard to feedback.
more agile course correction. “When They have understood that only by receiving
you learn how to manage a millennial feedback can they be at the top of their game.
in a way that works for them, you really I talk a lot about the concept of companies
do get a great work ethic out of them,”17 ‘feeding forward’ millennial employees—it’s
says Christine Hassler, Author, Speaker, not about necessarily reflecting back
Coach and Consultant, whose website information but about helping them
is millennialexpert.com. She offers as an develop skills they will need for the future.”
example a global company that hired her
to address its retention problem, especially WANTED: LEADERSHIP
with regard to millennial turnover at offices DEVELOPMENT
in multiple countries. “One thing I did was One set of skills that many companies
have the C-suite executives come down don’t know how to nurture in millennials is
and talk to their millennial employees, to leadership. A survey fielded by Deloitte in
show them how their work mattered and 2016 found that 63 percent of millennials
how they impacted the business. We also don’t believe their leadership skills are
provided opportunities for them to interact being fully developed. In some markets,
with their colleagues, and because of this such as Brazil and the Southeast Asian
Forget what you thought you knew about workplace wellness—look instead
for holistic approaches from employers that take all aspects of employees’
health and well-being into consideration.
W
ork used to be more of a and provide wellness-enhancing
social contract—“I go to work, amenities, programs and policies. As
you pay me for work done the boundaries between work and life
well”—that provided both employee continue to blur, employees expect their
and employer with a sense of continuity workplace not to be a source of stress,
and safety. However, today’s workers but rather a wellness “destination”
are seeking out a new and improved designed to enhance their quality of life.
employee value proposition, one that
includes a focus on all aspects of their Also contributing to this shift in
health and well-being. They increasingly expectations is the fact that the most
look to their employers to foster a culture common approach to workplace
of health, optimize the built environment wellness—often a compartmentalized
further conveyed by shirts that are used must support a culture of well-being.
as first-level rewards, as well as a plethora Higher levels of employee well-being help
of devices—including Fitbits, which are drive organizational performance. And
also given as rewards. The onsite cafes when a company is functioning well, it
have been redesigned not only to present helps foster well-being—so it becomes a
healthy food first, but to display wall art virtuous cycle that feeds itself.”
of healthy food, people being physically
active and enjoying activities with their Employers seeking to establish
families. And by offering healthy food at themselves as wellness destinations
50 percent off the list price, the company know that amenities, policies and
is in effect providing a financial incentive programs also contribute to a culture of
well-being. In addition to USAA, some
to further reward those who make healthy
other organizations to look at include
food choices.
Google, whose menu of workplace
CULTURE IS KEY amenities includes onsite doctors,
physical therapists, chiropractors and
A shift in corporate culture that comes
massage therapists; Facebook, which
from the top is key in the new world
builds expansive parental leave policies
of workplace well-being, as it is a into its benefits package; and Patagonia,
company’s core culture that will define its which offers company bikes, volleyball
health and well-being strategy. “Creating courts and onsite yoga.
a culture is about what people see and
what they say—that’s very important. It’s Sylvia Metayer, CEO of Sodexo
important that senior leaders talk about Corporate Services Worldwide, says,
well-being,” Wald tells us. Dr. David W. “Talking about well-being at the individual
Ballard, Assistant Executive Director and organizational level is another way
for Organizational Excellence at the of talking about overall quality of life.
American Psychological Association, There are many ways employers can
agrees that “leaders in an organization improve this, in terms of how we shape
ENTERPRISE WORKER/
Characteristics WORKFORCE
Characteristics
WORKER ENTERPRISE
OUTCOMES OUTCOMES
Health Care
Costs
Well-being
Source: Sorensen, G., Mclellan, D. L., Sabbath, E. L., Dennerlein, J. T., Nagler, E. M., Hurtado, D. A., Pronk, N. P., Wagner,
Source: Sorensen,
G. R. (2016). G., Mclellan,
Integrating worksiteD. L., Sabbath,
health E.and
protection L., Dennerlein, J. T., Nagler,
health promotion: E. M.,model
A conceptual Hurtado, D. A., Pronk,
for intervention N. research.
and P., Wagner,
G. R. (2016).Medicine,
Preventive Integrating
91,worksite
188-196.health protection and health promotion: A conceptual model for intervention and research.
doi:10.1016/j.ypmed.2016.08.005
Preventive Medicine, 91, 188-196. doi:10.1016/j.ypmed.2016.08.005
1
76
and design, led by the U.S. Centers for environment: air, water, nourishment,
Disease Control and Prevention (CDC) light, fitness, comfort and mind. WELL
and the General Services Administration Certified™ spaces can help create a
(GSA).8 Frank describes how promoting built environment that improves the
health through design, policies and nutrition, fitness, mood, sleep patterns and
environmental changes can improve performance of its occupants.
employee health and productivity, with
potential savings in health care costs. The WELL Building Standard™ provides
The FitwelSM certification has considered the opportunity to design and build with
wellness holistically and identified a human-centered approach, which
seven health impact categories: impacts ultimately supports organizations in
community health, reduces morbidity and comprehensively addressing the health
absenteeism, social equality for vulnerable of their workforce. Employers spend
populations, increases physical activity, 90 percent of their operating costs on
promotes occupant safety, provides people—this means that even a small
healthy food options and instills feelings of impact on productivity, engagement and
well-being. satisfaction in the workplace can have
huge returns on investment.
Frank tells us: “Health is a system; it’s all
interconnected—individual and community Spotlight on the Psychologically Healthy
health, social health, mental health, Workplace
physical health, etc.—all of these things
A psychologically healthy workplace
work together.” Taking this philosophy
fosters employee health and well-
into account, FitwelSM identifies “areas
being while enhancing organizational
of opportunities” where work spaces
performance and productivity. Ballard
can take steps to improve their score.
tells us that the American Psychological
The areas are organized by potential for
Association groups psychologically
impact; for example, having a lactation
healthy workplace practices into five
room is ranked highest in terms of ways
employers can improve work spaces. categories—work-life balance, health &
safety, employee growth & development,
Spotlight on the WELL Building Standard™ employee recognition, and employee
involvement—and emphasizes that
The WELL Building Standard™ (WELL) is communication plays a key role in the
an evidence-based system for measuring, success of any program or practice.10
certifying and monitoring the performance
of building features that impact health and Ballard notes that this approach applies
well-being.9 WELL™ sets performance to any type of organization. “In health
requirements in seven concepts care and nonprofits, where we’ve seen
relevant to occupant health in the built a lot of focus on workplace well-being
programs, these values weave throughout workday. Sorensen also noted that
internal and external missions. Larger in her collaborations in India, it is
organizations are able to provide robust more challenging—“readiness for this
menus of offerings, giving employees approach requires first a foundation of
the ability to pick and choose what works work safety before progress can be made
for them. And even small organizations into well-being.”
are able to provide unique, customizable
options that work well for employees— Ballard agrees that “developing countries
they may not have as many offerings, but are in a different place in terms of
what they provide makes very good sense workplace well-being” (and in fact only
for their employees.” about 9 percent of workers across the
planet even have access to workplace
GLOBAL CONSIDERATIONS wellness programs11). He reminds us
that “cultural norms are very important
While many organizations are striving to
to consider; employer programs need to
move toward the wellness destination
be customized to ensure differences are
concept to employee health and well-
respected and incorporated, and not all
being, globally, the conversation is a little
programs work around the globe.” In other
different. Sorensen tells us, “There is a
words, what works in one country may not
long tradition in Europe, particularly in
Scandinavia, of considering the impact necessarily work in another.
of work on worker health outcomes.
WORKPLACE IMPLICATIONS
We are also working with colleagues in
other countries, such as Australia, Chile Given that we spend about 30 percent
and Brazil, to explore comprehensive of our lifetime working,12 it makes sense
strategies to addressing safety, health that integrating well-being into the
and well-being in the workplace.” workplace will positively impact overall
Along these lines, Sweden has been health. However, many organizations are
experimenting with a mandated six-hour going a step further by striving to make
Dan Schawbel, Partner and Research Dr. Glorian Sorensen, Director, Harvard
Director at Future Workplace and Author, Center for Work, Health and Well-Being.
Promote Yourself: The New Rules for The core of Sorensen’s research is
Career Success. Schawbel has conducted worksite- and community-based studies
three dozen studies on the future of work that test the effectiveness of theory-driven
and generations. interventions targeting individual and
organizational change.
WELLNESS 3.0
Dr. Peter Wald, Chief Medical Officer,
Nebeyou Abebe, Senior Director of Health
USAA. Wald is a physician executive with
and Well-Being, Sodexo North America.
30 years’ experience in population health
Abebe is responsible for developing
and prevention, occupational medicine
Sodexo’s enterprise-wide health & well-
and medical data infrastructure.
being strategy, advising clients on their
workforce and community health and well-
being goals, creating and empowering
an organized community of practice
for well-being within the organization,
and establishing mutually beneficial
partnerships with private, public and
nonprofit entities.
1 hbr.org/2014/12/build-an-innovation-engine-in- fact-sheet-white-house-launches-call-action-
private-sector-engagement-0
90-days
14 refugeetalenthub.com/nl/werknemers/home
2 masterstudien.de/Master-Technologie-und-
15 devex.com/news/the-role-of-the-private-sector-
Innovationsmanagement/Deutschland/FOM
3 imaginatik.com/news/innovation-tools-evolution- in-alleviating-the-refugee-crisis-87901
16 micci.com/downloads/digests/eberita/2013/11/
innovation-management-imaginatiks-perspective
4 amazon.co.uk/Silo-Effect-Expertise-Breaking- wef.pdf
Barriers/dp/1451644736
roland_berger_tab_robots_retail_en_12.10.2016. experiment-in-robot-human-collaboration
pdf 23 forbes.com/sites/danielnewman/2016/11/29/
2 telegraph.co.uk/business/2016/11/28/uk-ill- what-technology-can-teach-us-about-the-
prepared-fourth-industrial-revolution-manufacturers- employees-of-the-future/2/#7438b15f5f71
warn 24 hbr.org/2016/11/robots-and-automation-may-
3 time.com/4277517/grappling-with-the-right-role- not-take-your-desk-job-after-all
for-robots-at-work 25 jacobsschool.ucsd.edu/contextualrobotics/
4 http://www.theatlantic.com/business/ docs/rm3-final-rs.pdf
archive/2015/09/jobs-automation-technological- 26 zdnet.com/article/how-robots-are-filling-
unemployment-history/403576/ worker-shortages-replacing-bad-jobs-and-
5 documents.worldbank.org/curated/ making-work-more-rewarding
en/896971468194972881/pdf/102725-PUB-
Replacement-PUBLIC.pdf INTERGENERATIONAL LEARNING
6 rolandberger.com/publications/publication_pdf/ 1 who.int/mediacentre/news/releases/2014/world-
of_robots_and_men___in_logistics.pdf health-statistics-2014/en
7 nber.org/papers/w20941 2 un.org/en/development/desa/population/theme/
8 mckinsey.com/business-functions/digital- ageing/WPA2015.shtml
mckinsey/our-insights/four-fundamentals-of- 3 Original interview conducted November 2016
workplace-automation 4 Original interview conducted October 2016
9 newsweek.com/2016/12/09/robot-economy-
5 Original interview conducted October 2016
artificial-intelligence-jobs-happy-ending-526467.html
6 Original interview conducted October 2016
10 Original interview conducted October 2016
7 researchgate.net/publication/285988033_
11 zdnet.com/article/how-robots-are-filling-worker-
Generational_intelligence_a_critical_approach_
shortages-replacing-bad-jobs-and-making-work-
to_age_relations
more-rewarding
8 Original interview conducted October 2016
12 Original interview conducted September 2016
9 Ibid.
13 techrepublic.com/article/6-ways-the-robot-
10 un.org/en/ga/search/view_doc.asp?symbol=A/
revolution-will-transform-the-future-of-work
14 cep.lse.ac.uk/pubs/download/dp1335.pdf CONF.197/9
11 intergenerational.clahs.vt.edu/papers/jarrott_
15 Original interview conducted November 2016
weintraub_07_intergeneration_shared_sites.pdf
16 Original interview conducted October 2016
12 Ibid.
17 bloomberg.com/features/2016-ginni-rometty-
13 emeraldinsight.com/doi/abs/10.1108/EJTD-11-
interview-issue
2012-0081
18 littler.com/files/2016_wp_transformation_of_the_
14 Original interview conducted October 2016
workplace_through_robotics_ai_and_automation_2.
15 intergenerational.clahs.vt.edu/papers/jarrott_
pdf
19 extremetech.com/extreme/240163-googles- weintraub_07_intergeneration_shared_sites.pdf
16 Original interview conducted November 2016
deepmind-ai-gives-robots-ability-dream
20 recode.net/2016/11/15/13639030/microsoft-elon-
musk-nonprofit-open-ai-artificial-intelligence-robots
Employee-Advocacy development-goals
9 prophet.com/thinking/2014/10/relationship- 3 http://www.sodexo.com/sites/sdxcom-wwd/home/
economics-linkedin group/fundamentals.html
10 scribd.com/doc/249863818/Infographic-Social- 4 Original interview conducted October 2016
13 workplacetrends.com/gen-z-millennials-collide-
at-work
14 Original interview conducted October 2016
18 deloitte.com/global/en/pages/about-deloitte/arti-
cles/gx-millennials-how-to-earn-millennials-loyalty.
html
WELLNESS 3.0
1 http://kff.org/private-insurance/issue-brief/work-
place-wellness-programs-characteristics-and-re-
quirements/
2 https://www.globalwellnessinstitute.org/indus-
try-research
3 http://www.rand.org/content/dam/rand/pubs/
research_briefs/RB9700/RB9744/RAND_RB9744.
pdf
4 http://journals.lww.com/joem/Ab-
stract/2016/01000/Tracking_the_Market_Perfor-
mance_of_Companies_That.2.aspx
5 http://journals.lww.com/joem/Ab-
stract/2016/01000/Linking_Workplace_Health_Pro-
motion_Best_Practices.4.aspx
6 http://journals.lww.com/joem/Fulltext/2016/01000/
The_Stock_Performance_of_C__Everett_Koop_
Award.3.aspx
7 http://www.cdc.gov/niosh/twh/totalhealth.html
8 https://fitwel.org/
9 https://www.wellcertified.com/
10 http://www.apaexcellence.org/assets/gener-
al/2015-phwa-oea-magazine.pdf
11 http://www.globalwellnesssummit.com/images/
stories/gwi/GWI_2016_Future_of_Wellness_at_
Work.pdf
12 https://www.reference.com/math/percent-
age-lives-spent-working-599e3f7fb2c88fca