HR Tech Connect Summit 2019
November 18 2019, Ponte Vedra Beach, USA
HR Tech Connect Summit 2019
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HR Mega Trends for 2020 - Ultimate Software Keynote Presentation @ HR Tech Connect Summit 2019
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  • Description
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  • Discussion

About speaker

  • Jarik Conrad
    Senior Director, HCM Innovation at Ultimate Software
Jarik Conrad, EdD, SPHR, SHRM-SCP, is the Sr. Director of Human Capital Management Innovation for Ultimate Software. In this capacity, Dr. Conrad helps organizations stay abreast of the latest workforce trends and innovative approaches to people management.

Immediately prior to joining Ultimate Software, Dr. Conrad led The Conrad Consulting Group, where he served as an executive coach, facilitator, and management consultant. Previously, he held significant human resources roles at Fortune 500 companies, including McDonnell Douglas (Boeing), Pillsbury (General Mills), Union Carbide (Dow), Citigroup, and CSX Technology, and directed the human resources department for the City of Jacksonville, Florida.

Dr. Conrad is passionate about education. He earned a bachelor’s degree from the University of Illinois, two master’s degrees from Cornell University, and a Doctor of Education degree from the University of North Florida. He is a certified Senior Professional in Human Resources (SPHR), a SHRM Senior Certified Professional (SHRM-SCP), a certified intercultural sensitivity expert, and a certified emotional intelligence expert. He also holds a certification in Plant-Based Nutrition and is a certified personal trainer (CPT).

Dr. Conrad is a member of the invitation-only Consortium for Research on Emotional Intelligence in Organizations (CREIO). Additionally, he has served as an adjunct faculty member at Jacksonville University, has taught continuing education classes at the Univer

About the talk

Topic: Business

Speaker: Dr. Jarik Conrad, Senior Director, HCM Innovation, Ultimate Software

Description: The speed and magnitude of innovation today is unparalleled — driving the radical transformation of the traditional workforce and workplace. No industry will escape untouched. The risks and rewards in this new era of automation and artificial intelligence are real, from balancing the clarion call for more transparency and trust in our institutions with mounting data privacy rules and regulations, to sustaining high levels of innovation and growth with a shrinking, aging, increasingly diverse and ever-shifting workforce. Prepare for the changes ahead. In this session, Ultimate Software's Dr. Jarik Conrad will reveal the three global MegaTrends you can’t afford to ignore in 2020.


00:00 Intro. Global trends that are affecting HR Tech and society

02:08 Crisis of trust

03:45 Labor shortage. Aging of population. Chronic health issues

08:05 The machines can't save us. We can't rely on AI

10:45 Discussions around diversity and inclusion. Focus on assessability

13:09 What is employer-employee contract look like

13:47 Making a workplace more assessable for people. The key abilities

21:55 Don’t remain silent on a really important issue. Building trust

25:59 Code of ethics

26:26 Factors that most influence satisfaction at work

29:05 Making a mistake can't be catastrophic for people.

29:57 Skills of the future

32:50 Remembering Maslow's hierarchy

33:49 About diversity equity and inclusion. Survival mode

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How is everybody this morning? 00:00 All right terrific it is wonderful to be back in my old stomping grounds. 00:02 I'm originally from Illinois, but I spent 17 years right here in Jacksonville. 00:06 Florida anybody from Jacksonville in the local people here couple people right so I spent 17 years here in fact. 00:11 There's a sister Club, The Lodge. 00:18 That's down the street and I was a member of that club for about 10 years, 00:20 so we spent lots of time here. 00:25

And Speaking of practical jokes. 00:27 I think my team does this practical joke on me, 00:29 I'm on to this. 00:32 And so I mentioned I was here 17 years, 00:32 but now I'm in California. 00:35 I'm in San Diego. 00:36 But it seems that every time I come back to the East Coast to speak. 00:36 I'm always at 00:41 o'clock in the morning, at 08:00 o'clock in the morning so. 07:00 Which is you know 510 for me now so I'm onto you all about that's all they had? 00:45 I'm on to this so next year. 00:52

I'll be the lunchtime speaker so we're going to talk about trends. 00:53 Everybody's talking about trends understand you learn a little bit about some of the trends that are affecting. 00:57 By us I mean, this whole HR space, 01:03 you'll see some things. 01:06 Hopefully, 01:06 if we're right about this you'll see some overlapping themes. 01:08 And but I might have a little bit of a different approach to this so every year at ultimate software. 01:12

We do these trends that are affecting HR Tech but we start off by the kind of looking on the outside. 01:17 What are these global trends that are affecting society and then we kind of translate that to the workplace? 01:24 How does that affect us and the work that we're doing in our organization so for this year? 01:30 This is you know like hot off the presses you wanted the first audiences to see this. 01:35

There is surprisingly for a lot of people this global labor shortage is happening right now in terms of the number of people who are. 01:41 Unemployed that rate is lower than available jobs right and it's interesting when you see the projections because of the age demographics? 01:50 How they're shifting and I have. 01:58 So more on the net. 02:00 Trust crisis, 02:00 I'm sure it's not the case for organizations in here, 02:03 but people are having this, 02:08 this crisis of trust. 02:10

They don't trust the entities that they have for so long again will go into details in each one of these. 02:10 But there's a tremendous opportunity for us in our organizations here, 02:18 so we, we look at the positive side of that a sustainability, 02:22 we've talked about. 02:25 Yeah, for the labor shortage So what? 02:25 How do we respond to that? 02:29 How does that impact us and the work that we do? 02:30 Well, we got to focus on accessibility. 02:33

We have people that are not in the game now and so we'll talk about how can we bring? 02:36 Are all of our talents to the table? 02:42 How can we get people in the game that or not? 02:44 To deal with this labor shortage. 02:46 An in terms of the trust crisis well. 02:48 You know in some ways as organizations doing right we have not always. 02:51 Made the best use of people's day to use it in a way that would encourage trust so we're going to talk about that a little bit more. 02:56

And it's not just data privacy will talk more broadly about that and then sustainability, 03:05 so you get the age of AI things are changing so fast. 03:11 How can an organization says sustainable? 03:15 How can an organization stay relevant and it's being adaptable we always talk about? 03:18 The adaptive workplace, you know how can we have organizational adaptability and we're bringing it to the individual level? 03:24

Let's look at the workforce from a people’s first standpoint how can we make them more adaptive? 03:33 How can we make them? 03:38 Adjust more easily to these changes that are happening at warp speed, 03:39 so I mentioned this labor shortage. 03:45 Look at that trend. 03:48 We've never had this, 03:48 where these lines have crossed that you have all these jobs available. 03:50 And you don't have people to fill those jobs. 03:55

And it is interesting where would you think most of the jobs are that are just wide open that we can feel? 03:57 Where do you think they are? 04:04 Technology High Tech. 04:07 Interesting. 04:10 Look at this. 04:10 Now the first one is application development but look at the rest of 'em you see a theme there. 04:14 Really interesting. 04:22 And part of this is because of the aging population right people are getting older they're living longer than mean they're healthier. 04:22

They are living longer, but they have some challenges. 04:31 Here's the other part that gets missed and I can do a whole another discussion about this, 04:34 I actually. 04:39 Ran a clinical trial with the Mayo Clinic here in Ponta Vedra, 04:39 where we help people transition their diet to a more plant-based diet. 04:43 To help them avoid chronic health disparities? 04:47 What gets missed, I think in all these discussions is that not just. 04:50 Older people are being more unhealthy. 04:54

But our regular workers right younger people are more likely to have chronic health disparities. 04:58 Half of Americans have a chronic health issue. 05:03 You know like a significant serious life-threatening kind of chronic health. 05:06 Half of Americans so in our workplaces. 05:10 More and more of our employees in their 30s in their 40s. 05:13 In their 50s, I haven't ease chronic health issues. 05:18 Some of it will lead to disability as we will talk about. 05:21

But we gotta figure out you know how to manage this, 05:24 where the case now thing Genexyrs are the first generation. 05:27 Who's long term health projections are going to be worse than its predecessor? 05:31 First time that ever happened. 05:36 You know every generation gets healthier so this is an area that we're going to end up talking about more and more. 05:38

That you know have some overlaps with technology, 05:44 but not necessarily a technology thing I just find that interesting. 05:47 Here's another thing people are saying forget the traditional work right. 05:51 We've all heard about the gig economy and so many people. 05:56 Either they're making it their primary source of income or is there a little quote Unquote Side Hustle. 06:00 I think it is one of the weather. 06:05

One of the commercials talked about so this is a challenge that we will continue. 06:06 It's just kind of a way of life. 06:10 Here is what I talked about the demographics are shifting. 06:12 So look at this for the first time in history were saying, 06:17 a lot of things for the first time in history. 06:20 A person's age 65, plus outnumber children under 5 globally. 06:22 And so those you know you'll see that gap. 06:29

And at some point they gap hits the workforce and so, 06:32 if you look around 2040 - 2050. 06:36 Most of these economies. 06:38 We're going to be experienced in these labor shortages. 06:41 So we're going to have to figure out if the traditional source of Labor is shrinking. 06:43 What are we going to do? 06:48 I talked about the trust crisis. 06:49 Now, when I look at this slide, 06:51 I see opportunity. 06:54

So people don't trust the organizations that they traditionally have trusted for years, 06:54 but whom do they trust. 07:01 They trust their own employee. 07:04 The other guys, they're unethical, 07:06 but this company, I have some faith in you? 07:08 So it's an opportunity, but it's a tremendous responsibility. 07:10 Because if we breached that trust it hurts more. 07:16

They trust it is like being in a relationship right somebody who you thought cared about you when they do something. 07:20 You know it's going to hurt more than those other people who you already didn't have high expectations up. 07:26 And so there's a tremendous opportunity, 07:31 but again tremendous responsibility for organizations to understand that in some cases. 07:34 The organization is the only people that that person trusts. 07:39

And from a sustainability standpoint this is interesting, 07:47 so as much as we have this new technology that is really boosted our productivity over the years look at what has started to happen. 07:51 Productivity is a sort of plateau and is declining. 07:59 And so in some ways, 08:04 the machines can't save us. 08:05 They can do some things. 08:08 Obviously, right, but we can't rely on AI. 08:09 We can't rely on automation 'cause. 08:12 We're not seeing the numbers translate. 08:15

Into this higher level of productivity since they were filling. 08:18 These gaps with some other things that might not always be the most efficient. 08:21 Most useful things so, So what do we do in this case? 08:25 What do we do? 08:29 We got to really rethink when we bring people to the table, 08:31 we in HR we've always said look. 08:35 Is not just about technical skills you know you got to think about these quotes Unquote Softs kills and nobody listened? 08:38

People are starting to listen a little bit more. 08:45 This is kind of like not a nice to have anymore. 08:48 We're going to have to have a different set of skills in the workforce. 08:50 If people are going to be adaptive will talk a little bit more about that. 08:54 I think that's the only way. 08:58 That we can have continued to produce. 09:00

So focus on disability by the way this was a new one for me as we're working on this presentation. 09:02 811 why have you all seen that kind of an acronym for disability on? 09:07 Maybe I was just laid on that. 09:12 So for accessibility. 09:14 1111, letters are anyway. 09:16 We need new sources of way. 09:16 I'm kind of old school so. 09:21 we need to rethink how we think about accessibility. 09:23

You know it is not just you know for people who are in a wheelchair or something like that there. 09:28 People who are impacted it impacts everybody strollers. 09:33 People caring about different kinds of. 09:37 We just got to think more broadly. 09:39 How can we make this physical? 09:41 Place this physical space more assessable for people and then we gotta get a beyond that. 09:42 In some ways from a psychological standpoint. 09:48

So certainly we need to do more in the traditional sense around Accessibility. 09:51 Up. 15% identify as having some kind of disability. 09:57 So this is not just a handful of people. 10:04 And look at the employment rate or the unemployment rate. 10:07 These are people who can work right you know, 10:11 I can do that job and we don't even look at them. 10:14

They're severely under employee partly because of stigmas that we have or just our lack of creativity to figure out how to accommodate. 10:17 Different people this is interesting. 10:26 This is where I don't know if you have seen this in some airports. 10:28 For people who are visually impaired. 10:31 To make this more assessable for them to get. 10:35 Huber. 10:38 We've talked more about this concept of Neurodiversity. 10:40

So, in when I'm doing discussions around diversity and inclusion. 10:45 I try and make sure to include this because it's something that's. 10:49 Critically affecting our workplace and look at this 85% 10:53 of college grads affected by autism unemployed college grads. 10:58 They were able to focus you know enough to graduate college and perform they can take those skills to the workplace. 11:03 But we just haven't tapped into that resource. 11:11

So again woeful unemployment there. 11:15 This is going to be interesting so people as we talked about this workforce. 11:20 Aging while we've had a lot of boomers raise their hand to retire. 11:26 We have a lot of people saying look either. 11:30 I can't retire. 11:33 Oh, I don't want to retire. 11:33 There's even people writing about the fact that retirement may not be even a concept in the future because people are going to be around a lot longer there. 11:35

Into a new life stage, which means in the workplace. 11:45 We're going to have to make some accommodations for people who might be differently able. 11:48 Right as they get a little bit older, 11:53 so when you focus on assessability? 11:56 What is that what does that mean? 11:58 you got to expand your thinking. 12:00 Now. 12:03 I want you to think about this in a sense, 12:03 too. 12:06 I mentioned it look. 12:06 We gotta get the whole team. 12:08 In the game. 12:09

And we think about accessibility as a relates to people with disabilities. 12:09 We have other populations, though, 12:15 that is woeful. 12:17 Underemployed people of color. 12:17 I think about East St Louis IL where I'm from almost 100% 12:22 black population. 12:26 Unemployment rate how do we make the workplace assessable for people like that. 12:29 People that we have somehow marginalized there's some industries where there're no women right. 12:34

It's not there, so how do we make the workplace? 12:40 Assessable for women to come into places to where they have not traditionally been. 12:43 So, in my mind when I'm thinking about accessibility. 12:49 I'm thinking about you know who's not in the game. 12:52 How do we get them in the game? 12:56 How do we examine the systems and structures that are causing this to happen. 12:57 So we got to rethink belonging. 13:03 so again you know what does this labor employee? 13:06

What is this contract look like this employer-employee contract? 13:09 What does it look like? 13:14 Is it always full time? 13:15 do I recognize they have gig things, do I? 13:17 Higher teams to work on certain projects in it. 13:19 This whole thing we have to think about a little bit differently. 13:22 Reassess real qualifications. 13:26 So what is a real you know a bona fide way of bona fide occupational coffee? 13:26 What's real you know what is real in our organizations. 13:34

We say people should be able to do a certain thing. 13:38 That they're never going to do. 13:41 You know is that a real qualification for their job. 13:43 Here's another thing as we think about making a workplace more assessable for people. 13:47 Are we value and things like resilience? 13:55 Brazilian so just think about this you have you know you hiring somebody for a job you're looking at their resumes? 13:58 You have to test scores qualifications of the person, 14:06 or right here. 14:09

The test scores qualifications experience for Person B or right here. 14:09 Here's the minimum that you need both of 'em over that minimum person, 14:15 A is here person B is here. 14:19 Person B is from East Saint Louis like Maine. 14:21 You know didn't have private schools didn't have tutors might have had some family challenges. 14:24 Whatever those challenges have been. 14:30 I mean, isn't that isn't resilience are people going face stress in our workplaces. 14:33

So within their ability to deal with stress, 14:41 the ability to overcome stress, 14:43 the ability to work through stress. 14:45 The ability to bounce back up from failure aren't those critical skills. 14:48 And in fact, is that skill going to last longer than this new technology is going to be obsolete in. 14:53 You know. 15:00 The number of months, 15:00 maybe years. 15:02 So we need to think about that. 15:04 I don't think we have ways in our organizations today to account for that. 15:06

We're going to be in the lead. 15:11 Of that we're going to have to figure that out, 15:13 we're sitting in the right spot to help figure that out. 15:16 So obviously advanced in technology you know, 15:19 I mentioned that automating things is important. 15:22 Gotta automate what we can, 15:25 but it's more about. 15:27 Augmentation right, 15:27 you know how do we? 15:30 How do we amplify? 15:31 What makes people human and how do we then figure out? 15:31 How to make them more productive and. 15:36

And I have a slide just talk about that a little bit later. 15:38 Well, you know, we know that when we don't do this from a compliance standpoint, 15:43 it can be costly. 15:49 I don't want to spend a lot of time on compliance because I want us to be passed compliance right, 15:49 I'm trying to think about creative ways that this shouldn't even come into question, 15:55 but certainly is an issue. 16:01 It's an issue if we're not complying. 16:03 We thought this was a great quote. 16:06

From Anita B. 16:08 Let me just take a look at it. 16:11 Kind of similar to what I've talked about. 16:15 You know how do we make this more assessable? 16:18 To everybody. 16:22 You know again we have was playing a game and we have a lot of talent to just sitting on the bench. 16:22 And we're losing the game it doesn't make sense. 16:30 It doesn't make sense. 16:34 So this trust crisis. 16:34

And how it is that maybe we can overcome this trust crisis by striking the right balance between you know, 16:38 having people’s information, making it real. 16:45 Readily available to them for protecting and at the same time. 16:47 So again people have lost faith in their traditional organization. 16:51 They've been burned. 16:55 They've been burned in many cases, 16:55 it's been and here's the deal too. 16:59 When these things have happened because we find out everything real-time. 17:02

It's all magnified right. 17:06 It's not that people just start doing. 17:06 Unscrupulous Kansas things right, it's just that now when you do it. 17:10 Everybody knows about it. 17:14 And so people feel like the look. 17:17 I don't have any kind of control over how my personal information is being used. 17:19 I like the convenience. 17:25 Of having these tools that know who I am and can kind of predict what I want and need. 17:25 And have that customized to me, 17:32 I like that convenience. 17:34

But I'm not sure about what I have to give up to get that convenience so people are having a struggle. 17:34 I know personally, I'm having it struggle. 17:42 I just built a new house and you know this is a smart house and I'm like man they just find out. 17:44 Everything about us from the time we wake up till I just I don't know how I feel about that, 17:49 but I do like pushing that button and have them vacuum cleaner clean everything so it's. 17:55 It's a balance. 17:59

So how do you overcome this? 18:01 How do you overcome this were you going to be trustworthy? 18:03 You got to be trustworthy and being authentic man open being transparent or all keys to being trustworthy. 18:07 And you know, and I communicate with Maine. 18:16 It's always been a hallmark of mine as an HR professional, 18:19 I've always tried. 18:23 To at least be as upfront and be as proactive about communicating as I could. 18:23

Because there were things that I obviously I couldn't say and you're in that same situation their things that we can't share. 18:30 But if we share the things that we can. 18:36 Then when there's something that we can talk about people will understand. 18:39 But if we're always you know walking around like people don't trust what's going on, 18:42 you're not going to trust? 18:47 What's going on? 18:49

So there is some research that talks about how this is important, 18:51 too, and a half more like 2, 18:56 1/2 times more likely to be leaders in revenue growth. 18:58 Outperform customer loyalty. 19:01 So these are organizations where the trust in the leadership is very high. 19:01 So you know, there are some numbers attached to this as well. 19:09 I mentioned before that, as you talk about these soft skills that we have talked about. 19:12

At least in the 20 years I've been in HR people didn't listen to pass. 19:17 We had a hard time trying to quantify some of this stuff in the past because of technology now. 19:21 We can quantify the impact of these soft skills a little bit more so to the degree that we can. 19:28 You know as HR professionals. 19:34 We've got to be able to tell a story two ways. 19:36 There's this qualitative story we can tell. 19:38 This is how it feels but there's this. 19:40

This quality quantitative story that we have to be able to tell. 19:42 As well and we didn't necessarily have the tools to do that. 19:46 And now we have the tools or at least the tools available. 19:50 We just haven't fully utilized them as a function and you know in some ways, 19:53 we're still trying to mature. 19:58 As a function and part of that maturation process. 20:00 I think has been able to bring these tools in. 20:03

And they use the data to measure some of this stuff, 20:06 they hit a four we could. 20:08 So people all this stuff is important. 20:10 This trust is important. 20:12 People say they think about this. 20:12 We're in a job search. 20:16 They think about the reputation of a company has. 20:17 Have I seen this company in some of these high profile breaches. 20:20 You know how do people feel about this company? 20:24 How is it regarded? 20:27 They definitely think about that. 20:27

And this is interesting, we've had some long discussions around our trends about this you know. 20:30 The future is going to be more purpose-driven. 20:38 People are going to be thinking about who they are the impact that they're having on society individually and they're going to align themselves with. 20:41 Organizations that they feel like share and who they are, 20:50 and can help promote that so people are not. 20:54 Just looking for a paycheck. 20:56

You know, I mentioned this relationship well come in. 20:58 I provide a great day’s work. 21:01 You give me a great salary you know, 21:03 we live happily. 21:05 That's not enough. 21:05 It's not enough for people they're looking for something. 21:07 More look at this 75% 21:11 of workers said they would take a pay cut to work for a socially responsible company. 21:12 Interesting. 21:19

Now, I will say there's probably a little bit of a gap between what people say they were doing what they actually would do I recognize that you 21:19 know you're probably thinking that yourself. 21:29 But this is important. 21:31 This is important for people I guess it depends on the size of that pay cut. 21:31 But it also depends on where they are, 21:37 and I'm going to talk about this a little bit later, 21:40 an employee needs to keep this. 21:43

Keep this in mind as we talk about employee needs. 21:45 Corporate activism 56% of employees. 21:50 I have no respect for a CEO, 21:53 who is going to remain silent. 21:55 On a really important issue. 21:58 We were just talking this morning at breakfast about politics in the workplace how you can have. 22:00 That's out the window. 22:07 You can no longer separate politics in the workplace in my opinion. 22:07

And I know this ring some heartache you know, 22:15 some challenges for HR professionals, 22:17 but if you're talking about. 22:20 Issues like diversity equity inclusion? 22:21 How can you talk about that without talking about politics when there's a clear political divide? 22:23 Over how to approach these things. 22:29

When you're talking about other aspects of social responsibility. 22:31 if you talking about you know, 22:35 environmentalism global warming and what your organization might do. 22:37 There're some political implications for that. 22:40 Right so it's becoming impossible to talk about these really, 22:43 really important social issues without politics, 22:47 getting into the conversation. 22:50 Rather than saying no politics. 22:50

I think that maybe we can offer guidance around how these discussions in our organizations can be more productive. 22:54 You know how can we have people with different points of view be able to articulate their point of view? 23:01 Without that conflict is destructive. 23:06 I think that's where we have to be. 23:08 93% of leaders agree business should have a positive impact on society. 23:10 You should just be the profit motive. 23:16

The profit motive has gotten a lot of people in trouble 2 or 3 consumers. 23:18 Will boycott or choose a brand based on these issues? 23:23 So this is what we are. 23:27 And so once that flip is you know once that switch is flipped. 23:29 I don't think you can flip it back down. 23:32 You know this is where we are, 23:35 and so you know for organizations say. 23:37 Hey, I don't you know, 23:39 I don't want to insult certain customers etc. 23:40

If you not proactive about taking a stand and how are you going to do that you're going to find yourself? 23:43 Having to react. 23:49 And you're always at a disadvantage when you have to react versus being proactive. 23:49 So part of building trust is meeting expectations so if you look at these organizations that are meeting expectations versus not meeting expectations. 23:57 Look at the strong trust. 24:06 That's there for organizations that meet those expectations. 24:09

This is what I'm thinking of my the employer. 24:13 This is how I think we are this is who I think we are. 24:15 And you know when you don't meet those expectations it. 24:19 It causes the erosion of trust. 24:23 Uh we talked about the fact that you know compliance is important so you know, 24:27 I'm in California now. 24:33 So a lot of this stuff starts in California. 24:33 Really following that GDP our approach. 24:38

So you know it happens, 24:42 there in California first it will be in Florida, 24:44 you know at some point. 24:47 Soon. 24:48 There have been you, 24:48 said not you know think so. 24:51 Uh. 24:54 So there have been some high profile cases. 24:54 It, you know, we find. 24:58 These are just you know, 24:59 we found about these because these are the big companies. 25:00 But there are other companies is affect small companies smaller organizations as well. 25:03

Fly news has just started to happen by the way I think this was really the first year. 25:10 The GDP like look we gave you warning now we're going to start to impose these fines, 25:14 so for some organizations this is becoming real. 25:19 And for a lot of us, 25:22 we work with global organizations right you know, 25:23 we're not just based. 25:25 So here's some keys around open. 25:25

Nishan privacy treat your folks like customers be open about the information you have given control of their data. 25:29 Let them go out there, 25:37 let them do what they want to do with data. 25:38 There's a movement about people taking control of their data. 25:41 And they like look. 25:43 I'm going to own my data, 25:43 an I'm going to decide to sell my data or not you. 25:46 So stay tuned for that. 25:49 I'm sure that there are value and you have that data. 25:51

You know what are you going to do with it and how are you going to make their lives better as a? 25:53 Make sure that there's a code of ethics. 25:59 I know it ultimate software. 26:01 We have this AI. 26:02 You know, 26:02 kind of code of ethics. 26:04 Because we've got to start at the beginning in terms of how you even thinking about these products and how they're going to be used. 26:05

And we've already talked about how if we can automate compliance where we can be less likely to make these mistakes. 26:10 So this was I think this was a quote from like in the 90s from Warren Buffett around trust. 26:18 And is still very relevant today, 26:24 so Part 3. 26:26 So things are changing so fast. 26:26 How do we say? 26:30 Relevant how can we say sustainable as an organization and we think that employees have to be adaptive so think about this 23? 26:30

Factors that most influence satisfaction at work look at number one. 26:40 Potential for future growth yet less than 40% 26:45 of the people feel good about this in their organization. 26:48 So I think about this as it relates to the non-discretionary. 26:53 I mean, the discretionary effort that people put into discretionary effort so. 26:57 I'll do my job, but I'm not necessarily going to go above and beyond. 27:02

And that's where you know good performers and really high performers are separated right the discretionary effort. 27:06 If I don't think there's a future here for me. 27:13 How much am I going to really do that? 27:16 How much am I going to do that? 27:18 So this was interesting so Forbes had an article around that in vital behaviors for the future of work. 27:20 And it was just listed. 27:26

And we looked at that and say you know what really a lot of this stuff, 27:27 He is at the center. 27:31 And now I kind of made a name for myself right here in this area over the last 17 years. 27:33 Focused on emotional intelligence, and so many of the things that we think are the skills of the future. 27:38 They relate to this. 27:47 I put a little box around these new technology skills because there's still going to be an important right to have these new technologies. 27:47

But here's the challenge as these technologies become obsolete. 27:56 If you don't have these other skills. 28:00 You're not going to be able to adjust. 28:02 And learn on the fly and shift and focus on these other technologies right you become a Dinosaur. 28:04 And so these skills are going to be critically important. 28:10 He should be at the center. 28:13 He is one of those things when it first came out. 28:14

Everybody gravitated to it, you have people who were presenters and coaches, 28:16 they would erase the name of their stuff and put emotional intelligence on this sounds like this stuff. 28:20 And so you know get a bad reputation in for a little bit and now it's come back around to like look this is real science. 28:26 To this stuff there's enough research out there now to show that this stuff matter is measurable an one can develop it. 28:32

So we got to focus on that in our organizations. 28:40 So is critically important to think about kind of design, 28:44 thinking you know as we move forward using technology. 28:49 To help us experiment to make some mistakes. 28:54 Go back redo it again. 28:57 This means in our organization that we just can't have this fear of failure. 29:00 Making a mistake can't be catastrophic for people. 29:05 Of course, it depends on how deep you know what is there. 29:09

But people have to feel like they can make a mistake and be OK. 29:13 We want them to make mistakes. 29:18 To be able to make mistakes to innovate and in some ways, technology can speed up that curve. 29:20 I talked about people like they want access to their own information they want to be able to do things. 29:26 On their own. 29:31 Having a well-implemented knowledge base helps them do that instead of people coming to us and asking a Gator person? 29:31 Can you do this? 29:40

Can you do that I mean? 29:40 They want to be able to go look at this stuff me? 29:42 Let me go look at it, 29:45 plus I might not even want you to know what I'm thinking about. 29:46 But what my questions are so this is going to be critically important for people. 29:49 And this is key. 29:55 I think people miss, 29:55 this as well. 29:57 They're all these books about the skills of the future only Softs kills etc. 29:57 But we have a pipeline issue. 30:02 We have a pipeline issue. 30:04

So my doctorate in education, 30:06 so I've worked with schools both. 30:08 It higher education, I taught at Jacksonville University and I've done a lot of work week eight through 12. 30:10 Working on these skills around emotional intelligence there. 30:16 Then we're trying to change somebody when they're 40 and 50 years old in the workplace is much harder. 30:20 That's what they used to call me in for is it, executive coach. 30:25 You know here's a 57-year-old person who. 30:28

This really doesn't know how to connect with people very, 30:31 very smart technically but it's really making a having a bad impact on the team. 30:34 Around him or her and I would get called in as a coach to try and work with that person. 30:39 And I'm telling you it's difficult. 30:44 It's difficult because people think I have gotten successful if I made it to this point. 30:46 At this point because of how I am. 30:52

They don't realize that you made it to this point, 30:55 despite how you are. 30:59 And as the toughest thing to try to get somebody so my focus was looking, 30:59 you have been successful. 31:05 Imagine how even more successful you can be if we can clean these things up over here. 31:05 We need to be doing that in K through 12 as organizations. 31:13 We need to be pressuring that this is our pipeline. 31:17 We should have more influence. 31:22

These are the skills that we need, 31:24 when they show up for an interview. 31:26 I want to see these skills. 31:28 We should be threatening schools. 31:30 I'm not going to recruit at this school, 31:31 a less. 31:33 Your students are demonstrating these kinds of skills. 31:33 We need to be doing that, 31:38 we got to have more influence there. 31:39 So our organizations are having to do it look less. 31:41 We gotta do something different here. 31:44

And so Amazon Walmart are good examples of you know, 31:46 we see the skills that we're going to need. 31:50 Let's build something inside our organizations to provide the skills that our future employees are going to need. 31:53 I mean, it's fascinating stuff so. 32:00 You gotta teach adaptive behaviors, 32:02 Foster Resilience. 32:05 We've talked about resilience. 32:05 I mentioned this whole part about embracing diversity equity and inclusion. 32:08

Again, we gotta think of assessability, 32:12 not just to people with disabilities, 32:15 but just people who've been left out. 32:17 We talked about learning has to be real-time customize you can have people coming in the organization and everybody goes through this training class together. 32:20 6 months from now they go through this. 32:31 Other training class today, yeah, 32:32 we gotta figure out how to make this. 32:34

Individualize what does this person need right now alone their own track so that they could have an opportunity? 32:36 Here is where I want to spend a couple of minutes. 32:44 We've had so many different applications of this, 32:47 this employee Continuum needs. 32:50 You all have heard of Maslow's hierarchy right. 32:50 You remember Maslow's hierarchy and every thought that I don't think in a workplace. 32:54 We're talking about a hierarchy. 32:59

We're more so talking about a continuum. 33:00 I've mentioned a couple of times that we need to understand where people are individual. 33:03 And here's where this really comes into place. 33:08 That one stat that said, 33:11 You know, people will be willing to take a pay cut. 33:12 If so, and so and so and so. 33:15 Well, it depends on where they are. 33:16 On his continuum. 33:19 And so if somebody is in a survival state. 33:19 This means I'm probably paycheck to paycheck right. 33:22

I'm just I'm barely making it. 33:25 I don't know what the future is going to bring. 33:27 I'm under a lot of stress. 33:29 I'm just in your life is going to be very different for somebody in that situation. 33:31 Is somebody in influencing fulfillment? 33:35 I'm thinking about the broader purposes and I may take a pay cut for something that I really believe in. 33:37

So you got to think about where people are in your organization and again, 33:43 I mentioned this has lots of applications. 33:47 I talked about diversity equity and inclusion. 33:49 Think about this. 33:52 You've done a study in your organization you realize that you're woefully underrepresented in women and people of color. 33:52 Write your numbers in I could and so you're going to launch this diversity initiative. 33:59

And so you go out you talking to your people, 34:03 you're trying to get your leaders to understand and embrace this stuff. 34:05 You talk to a white male that is in survival mode. 34:09 And you say look you know we don't have enough women and people of color. 34:13 So we're going to launch this diversity initiative so we get. 34:16 Increase the number of women and people of color. 34:19 I'm a white male in survival mode, 34:22 what have you just told Maine? 34:23

You outta here man, we try to replace you right, 34:26 Yeah, at least that's what they hear and then going back to politics. 34:29 We've seen that political rallies. 34:33 These signs that say what? 34:35 You can't replace us. 34:37 That is a survival mode that's where they are you're not going to move them by giving them stats around diversity and inclusion. 34:37 You understand why they're in survival mode now. 34:49 If I'm a white male I'm in fulfillment. 34:51

And I hear that we're going to increase the number of women and people of color. 34:55 What do I say? 34:58 How can I help? 35:00 I want to learn from that, 35:00 I'm tired of looking at the same faces around here. 35:03 I want to let this is going to improve my life. 35:06 I'm going to learn from people who had different they have different experiences. 35:08 And so we need to think about how do we figure out where people are? 35:12 How do we move him down that continuum? 35:16

So that they're not just in survival mode because they're not going to hear what it is. 35:18 We're trying to say they're going to be too emotional and they're not going to necessarily have the emotional intelligence. 35:22 When you're in survival mode, 35:27 it's more difficult. 35:29 So again when people have an opportunity to learn to be adaptive to show a new craft it's magic. 35:29 Is magic they have this opportunity they feel like this? 35:40

Is a place where I can grow or I can be? 35:43 Where can we learn new things so we have to focus on that? 35:46 Thank you all so much? 35:49 I think that's my time. 35:50 Thank you all so much this morning. 35:52 I think we have time for one question alright. 35:56 And I usually have time for that way. 36:02 What are y'all have don't waste this opportunity here? 36:03 We're good. 36:07 I'll be around for a little bit so you can pull me aside if you have any questions. 36:07

Thank you so much thanks again. 36:12

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