Ep 160: People Analytics, Data and Learning: Insights from SAP’s Chief Learning Officer

In this podcast we take a look back on some of the interviews I did in 2016 and listen to some of the past guests talk about key issues they feel are shaping the workplace of the future. In 2016 I had a lot of great conversations with a wide variety of senior leaders. Last week I took a look back on the 2016 podcast interviews and discussed six lessons I learned from my guests last year. This week I wanted to let the guests speak for themselves, so I gathered up some highlight clips from last year’s podcast interviews and put them into one podcast mashup.The subjects range from how innovation is changing to automation and AI to the six reasons why we work. The first interview I looked back on was the one with Jeff Wong, the Global Chief Innovation Officer at EY. In our discussion we talked about innovation during a disruptive era and one of the main points was about how innovation is changing. Wong said he believes that innovation is changing a lot and it is really driving companies to think about themselves differently. Companies are now forced to pay attention to things like training, environmental and community impact and inclusive capitalism in order to be successful. Wong says companies need to think about whether they are “training a workforce for the future, or are you training a workforce to do the function of today”. He believes that his job as a Chief Innovation Officer requires him to “do old things in new ways”. One of the fascinating topics I touched on with a few guests last year, was the subject of People Analytics and how it is revolutionizing the way we think about employee experience. Ben Waber, the President and CEO of Humanyze, talked to me about what makes up people analytics. He said that while survey data is useful, “it is not data about behavior, it is data about perception”. Because you cannot survey people every single day, you lose the ability to accurately get a picture of the day to day workings of your office. With People Analytics you are able to get real world data in real time which allows you to fix issues as you go instead of waiting for the end of the year. Ellyn Shook, the Chief Leadership & Human Resources Officer at Accenture, talked about the problem with annual employee reviews which points to why the topic of people analytics is so important for the success of a company. She says the problem with annual reviews is just that; they are only done once a year. She says “very little works in annual cycles anymore”. We are a society that is used to immediate feedback, so telling employees to wait a year to see how they are doing at work is not realistic. Shook says that her company realized that they were putting a lot of time and effort into their annual reviews, but they were receiving very little value from them because they “spent too much time talking about their people, instead of talking to the people”. In order to get the best results you need “forward looking, real time and on demand” data and feedback for your employees. Employee experience was another hot topic I discussed with several guests last year. Some of the guests who touched on the subject were Monika Fahlbusch, the Chief Employee Experience Officer at BMC Software, Francine Katsoudas, the Senior Vice President and Chief People Officer at Cisco and Karyn Twaronite, the Global Diversity & Inclusiveness Officer at EY. In our discussions we defined what employee experience is, how large companies are able to scale employee experience across a wide range of languages, locations and cultures, and the importance of focusing on diversity and inclusiveness. Fahlbusch says that to create employee experience you first must listen to your employees. Your employees will help you find the overarching problems, or “pain points” if you learn how to listen to them. You also need to look at your individual company and figure out what experiences you should be focusing on. To do that you need to understand things about your company such as what are your values, what are you trying to celebrate, where are you trying to go in the future? Katsoudas talked about scaling employee experience across hundreds of countries and thousands of employees. She says Cisco’s belief is “one size fits one”, meaning they understand that the ideal employee experience in India will not be the same as that in England or the US and that’s okay. Twaronite gave an example of why it is so important for senior leaders of companies to not just list out the available benefits for employees, but they should also be role models who walk the walk. She shared a story about the EY Chairman and CEO, who was giving the keynote for a company wide event, and during his speech he apologized to everyone and explained that he would be leaving the event early in order to honor a commitment he made to his daughter. In doing this he was transparent, authentic and helped employees feel that the work flexibility benefit was not just a bunch of empty words. One subject that I am always fascinated with is technology dealing with robots, AI and automation. Three guests I spoke with who got into this topic of discussion were Robin Hanson, Thomas Davenport and Mihir Shukla. Robin Hanson, who is the author of “The Age of Em”, the Associate professor of Economics at George Mason University and the Research Associate at the Future of Humanity Institute of Oxford University, spoke about the extremely futuristic topic of what an Em is. Hanson discusses the fact that there are two different scenarios that could happen to get us to a point where we have robots that are as smart as humans. One way would be to “slowly write and accumulate better software on faster and cheaper machines”. This is what we are doing now and if we continued on this path it would take several centuries to reach this point. Another way would be to port the “software” from our brains into an Em. If we find a way to do this, the Em age could happen within one century. Thomas Davenport talks about how there are two camps of people today, those who are opposed to the move towards automation and those who are embracing it. The people who are opposed are scared about the implications of automating jobs. They feel that this shift in our economy will create chaos and wipe out jobs for humans. The camp of people who are embracing it feel that automating certain jobs could be a good thing and that we will always find a way to create new jobs for humans. Davenport believes that reality is somewhere in between the two camps. Mihir Shukla talks about how software bots can complete mundane tasks, and also tackle more complicated problems as well. Many employers want their workers to complete today’s problems while thinking about tomorrow’s challenges using yesterdays technologies and approaches. Processing invoices, verifying documents, generating reports, data entry, and other mundane tasks still need to be completed, but by humans or bots? Introducing mundane and complex tasks to the digital workforce allows the human employees to think, create, discover, and innovate; basically doing things that humans do best. Other subjects that are touched on in this episode include recruiting millennials, whether or not open workspaces are the next best thing, how to identify a Superboss, the six reasons why we work, how to drive behavior change and entrepreneurs vs. freelancers. Looking back at the guests from this last year it is easy to see that there are a lot of changes happening in the workplace and I am excited to see where we go from here. I am working on lining up a great list of podcast guests for this year, so be sure to stay tuned and keep listening to the weekly future of work podcast!   (Music by Ronald Jenkees)

18 Jan 201751min

Join me as I take a look back on six lessons I’ve learned about the future of work from my podcast guests over the last year.   We are moving into a new year and I am excited to see what podcast guests we will have and the things we will learn about the future of work. I wanted to take a moment to look back over the 53 published podcasts of 2016 to discuss six lessons I learned from my guests this past year.  The first lesson I learned in 2016 is that we should be thinking of our organizations more like a laboratory and less like a factory. Over the past year I have had some great guests including the Chief HR Officer of Accenture, the Chief Innovation Officer at EY, and the President and CEO of Humanyze and all of my guests have been very honest in saying they don’t know everything. They understand that in order to be successful they have to treat their organizations like laboratories where they allow for testing, exploring, adaptation and innovation. They also embrace failure in order to learn from their mistakes.   The second lesson I learned from my guests is that the future of work doesn’t happen to you or to your organization, it happens because of you or because of your organization. We need to understand that the future of work is not its own entity that we cannot control, it is something that we collectively create. We design it, build it, manifest it and implement it. Our organizations need to play a more active role in the future of work.   The third lesson learned this year is that there are big changes happening to the employee/employer relationship. The relationship has to evolve with the growth of the gig economy, more flexible work arrangements and the changing demographics in the workplace. Employers have to be aware of the changes in the workforce and they must adapt accordingly. It is also vital for employers to understand their organization and their people when making changes instead of blindly copying what other organizations are doing.   Lesson number four is that technology seems to be taking centerstage. Technology is affecting everyone across the board--human resources, management, sales, IT, etc… We are seeing things like virtual reality, people analytics, AI and automation, collaboration tools and wearable devices. It is important to mention, though, that technology is just a vehicle. Just because you have technology does not mean you will necessarily achieve anything. You have to know what technology will work for your company and how to best implement it. This also ties into lesson number one, treating your organization like a laboratory and allowing things to be tested.   The fifth lesson deals with employee experience vs. employee engagement.  We have seen a huge growth in companies paying attention to employee engagement. Never before have we seen such an investment into employee engagement. The problem is, never before have we seen employee engagement levels so low. This stems from the fact that people do not realize that employee engagement is the effect, but we are not paying enough attention to the cause. The cause of employee engagement is employee experience. Employee experience has three basic elements that go into it; cultural environment, technological environment and physical environment. By investing in these three environments companies can create a better employee experience, which will in turn, create better employee engagement. And the foundation of employee experience is people analytics.   The final lesson I am going to touch on is that organizations seem to have a cautious optimism about the future of work. There has been a lot of talk about AI replacing jobs, political challenges, issues with globalization, etc…Basically, there is a lot of doom and gloom out there when talking about the future. But there is hope in the cautious optimism that I have seen among my 2016 guests. Most of them have expressed a desire to proceed into the future believing in positive outcomes while still preparing for challenges. Taking AI and automation for example, a lot of my guests believe that more jobs will be created than destroyed. They are, however, taking precautions such as retraining and educating their workforce in order to equip them with new skills that will help them stay relevant in this changing world.   Overall this has been a very insightful year for the future of work podcast. I had so many great guests and we touched on a lot of vitally important topics. I truly hope that you all learned a lot along the way as well. I look forward to sharing more of my conversations with senior level leaders as we discuss the future of work.     (Music by Ronald Jenkees)

10 Jan 201731min

I am a big fan of stories, so this week I am trying something new for the podcast. The following story is about a well known business leader. Try to figure out who it is before the end of the story where I reveal who it is.   This young boy was born in 1971 in South Africa. All through school he was bullied and picked on for various reasons. At one point the bullying became so bad that he was thrown down a flight of stairs and he had to be hospitalized.   In order to escape his harsh reality, this young boy turned his attention to space and computers and he combined the two to create a unique space themed computer game. In order to create the game he taught himself how to code at the age of 10. He finished creating his first PC game at the age of 12 and he sold this game for $500 to PC and Office Technology Magazine.   At the age of 19 he began college where he studied dual Bachelor’s Degrees in Business and Physics. While in college he ran into money problems and had to get creative in order to make ends meet. At one point in time he turned his house into a weekend night club in order to make some money. While his fellow students partied downstairs, this young man was upstairs playing video games. He graduated with his dual Bachelor’s Degrees and then attempted to get his PhD from Stanford, but he dropped out after only 2 days in the program.   From there he went on to start a company with his brother, Kimbal, which they ended up selling for millions of dollars four years later. He was also able to create and sell a money transfer service to Ebay for 1.5 million. After all of this time this man found that he was still extremely interested in space. He traveled the world looking for a way to get involved in a space program, however he ended up coming to the conclusion that it would be easier if he started his own space company. Therefore SpaceX was created.  Of course, you may know by now that this story is about none other than Elon Musk, the founder, current CEO and CTO of SpaceX and the co-founder, current CEO and architect of Tesla Motors.     (Music by Ronald Jenkees)

4 Jan 201711min

Dee Ann Turner is the Vice President of Enterprise Social Responsibility for Chick-fil-A. She was previously the Vice President of Corporate Talent at Chick-fil-A for 16 years. She is the author of a book called, It’s My Pleasure: The Impact of Extraordinary Talent and A Compelling Culture. Chick-fil-A is a fast-food restaurant based out of Atlanta with over 2,000 locations all over the U.S. They have 100,000 team members including 1,600 in their corporate offices.   Corporate culture is one of the most important aspects of an organization and it is a major topic of discussion nowadays. One company that is getting corporate culture right is Chick-fil-A. The original founder of Chick-fil-A, S. Truett Cathy, believed that Chick-fil-A was “not in the chicken business, but in the people business” and the way he developed and lead the company was a true testament to that belief. Cathey advised Turner to remember that, “people decisions are the most important decisions we can make”.   Chick-fil-A has steadily increased in sales every year and their retention rates are phenomenal, which is rare for the fast food industry. They have franchisees from ages 19 to 80 with very diverse backgrounds, beliefs and experiences. They state that their purpose is, “to glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come into contact with Chick-fil-A.” Chick-fil-A has a very unique corporate culture and it really focuses on building up and investing in their employees. They truly are a company whose focus is on people, both the employees and the customers.   Turner explains that Chick-fil-A incorporates one thing as an umbrella over everything that they do and that is the idea that they care about people personally. “Employees and guests are not just a name, they are a story and people know their story”. She says that Chick-fil-A employees celebrate milestones in each other’s lives. They throw baby showers and wedding showers, they attend their kids’ sporting events, they listen to each other and give advice. They understand that “to be innovative, you have to be diverse” and one of their core beliefs is that you should treat everyone with honor, dignity and respect.   Leaders in the company are trained in and encouraged to use the Serve Model. Each letter in the word serve stands for a value. S is for see and shape the future because leaders should have vision and they should be able to articulate that vision to others. E is for engage and develop others. R is for reinvent continuously and the ability to be willing to change things up. V stands for valuing results as well as relationships and the last E is to embody the values of the company which include generosity, loyalty and excellence. Chick-fil-A believes that the higher up you are in the company, the more responsibility you have to embody the serve model. The focus is putting others before yourself.   Chick-fil-A also has some very unique perks for their employees. Their headquarters have outdoor workspaces with full wifi, they have a cafe with free lunches, the company offers great health care and they allow employees to use condos owned by management for vacations. They also have an annual conference and one year they rented out the largest cruise ship in the world for it.   Corporate culture is vitally important for successful organizations. It shapes who you are as a company, it helps you attract and retain great talent and it helps you focus on where you need to go in the future. Chick-fil-A is a great example of how putting people first can go a long way in creating an amazing corporate culture.   What You Will Learn In This Episode:  Why Dee Ann wrote her book and what the process was for writing the book  How Dee Ann started working at Chick-fil-A  The Chick-fil-A Corporate Culture  What the Serve Model is  Unique things Chick-fil-A does that other organizations do not  How Chick-fil-A is using servant based leadership  Employee experience for Knowledge workers vs. service workers  The 6 step hiring process of Chick-fil-A  Link From The Episode: It's My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture on Amazon DeeAnnTurner.com   (Music by Ronald Jenkees)

27 Des 20161h 11min

Jeff Wong is the Global Chief Innovation Officer at EY, a global organization that has over 200,000 employees worldwide. Before he was at EY he spent 10 years in innovation at Ebay. He has an AB in Economics, a Master in Industrial Engineering and Engineering Management and a MBA from Stanford University.   The world is changing faster than it ever has before. We have seen the evolution of AI, self driving cars, drones and robots in the workplace and who knows where technology will go in the future. In this ever changing world it is imperative for companies to adapt and keep up with the times. The question is how can companies keep up when things are changing daily.   Wong says innovation is “doing old things in new ways”. He says one of the most important things to do to stay ahead of the game is to pay attention to what is going on around the world. He says he is constantly reading up on world events and always listening to clients and employees around the world. Companies should be aware of what is going on around the world. EY has employees around the world which allows them to reach out to a whole host of regions in order to learn what different areas are doing and how it is working for them. Four main technologies that Wong and EY are paying attention to at this time are data analytics, blockchain, AI and robotic process automation.   Innovation is no longer just about plugging technology in, technology is much more involved now. Companies and employees have to be willing to “get their hands dirty”. Wong says in order for companies to keep up with innovation they cannot just sit and talk about new technology. Companies need to play with new technology, they have to implement it and they have to actually use the technology to address real problems. Doing this allows companies to “see where that technology is today and how fast it is evolving”.   There are three types of innovation; Disruptive innovation, which is looking far into the future to figure out what could be, adjacent innovation which is doing things one step ahead of today’s technology and sustaining innovation which should be done everyday to make sure you are staying on top of what you already have in place. Wong says it is so important for companies to implement all three types of innovation.   When companies strive for innovation more likely than not, there will be failure. Wong says, “failure is a big part of innovation” and that the important thing is “what you learn from that failure and how to change the pathway around it”. Both Wong and EY embrace failure and understand that it will happen when companies try new things. There have even been times when a project or an idea has had to be scrapped completely. This is just something you have to be okay with if you want to be an innovative company.   Wong says in order to be a leading innovator in a disruptive world “you have to be willing and eager to learn. You can’t get stuck on any framework or model”. He says you can’t just be focused on the technology of today and you have to have the “willingness to be wrong, and admit it”.   When it comes to advice for organizations trying to keep up with innovation, Wong says it is important to “read a lot, know what is going on in the world, get your hands dirty….know where things are today and where they are going in the future”.   What you will learn in this episode:  What Jeff Wong is paying attention to in the way of innovation  How innovation as a whole is changing  Advice for organizations trying to keep up with change  Examples of innovation from EY  Blockchain: What it is and why it matters  What is robotic process automation  Answers to a few listener questions  Where Jeff (and EY) stands on the subject of failure  Links From The Episode: Jeff Wong On Twitter EY.com (Music by Ronald Jenkees)

19 Des 20161h 5min

Join this week’s podcast as I talk with Doug Waggoner, the CEO of Echo Global Logistics, about what Millennials want, how to manage them, how to adapt to this new workforce and some common misconceptions people have about Millennials.    Doug Waggoner is the Chairman and CEO of Echo Global Logistics, a non asset based trucking company. Echo Global Logistics carries out about 14,000 shipments per day. They have 2300 employees in 30 offices across the country and 70% of the company is made up of Millennials.   There are a lot of stereotypes and preconceived notions these days about Millennials and how they work. A lot of times people assume Millennials are lazy, spoiled, and they feel they are entitled. As someone who hires a large amount of Millennials, Waggoner feels that the stereotypes are not always accurate and they come from a misunderstanding of this generation.   Waggoner says Millennials “don’t want anything everyone else doesn’t want, they’re just not afraid to ask for it” and that ability to ask for what they want comes from the values this generation has been taught. Waggoner believes Millennials are confident, authentic and they want opportunity and transparency.   So how does Echo Global Logistics attract Millennials? They mainly send recruiters to college campuses to recruit newly graduated talent. The company understands what Millennials are looking for and what they want in a job. Waggoner believes that some of their biggest selling points to Millennials are their office locations, the unique office space set ups and their corporate culture. One of their main offices in the River North area of Chicago is located in a 100 year old distribution warehouse that has been modernized. They have floor to ceiling windows, an open work environment, a coffee shop and TVs all around the office.   Their corporate culture is built on five main values, called the Echo Way. The five values are: Better is the only way, carry the load together, work hard and hustle, do what’s right and bring your own. They promote teamwork, making ethical decisions, working hard and always improving as well as being self motivated. They also use awards and social media recognition programs to frequently reward employees for carrying out the Echo Way values.   Waggoner says his company is constantly listening to employees and having open conversations about what they are looking for, however it is a balancing act. It is important to listen to employees about what they are looking for, but it is “not just about bending to every will of the employee”.  Echo uses focus groups, surveys, committees and an internal podcast to learn about their employees’ wants and needs. However, with most of the company’s new hires coming right out of college, Waggoner says “we have to train new hires how to be employees”. They have to train them how to have realistic expectations, how to be responsible, and how to work hard as a large number of them have never had a job before.    They say that by 2020 70% of the workforce will be made up of Millennials. So what can company leaders do now to be prepared for this shift? Waggoner advises company leaders to accept the fact that the world is changing and don’t resist it. He says, “you will become irrelevant if you don’t adapt”. You have to “do away with bureaucracy. Be honest, transparent and keep it light and fun”. Waggoner brings up the fact that ultimately you have to remember that as Gen Xers and Baby Boomers, you raised the Millennial generation and you are the reason they are the way they are. Therefore you have to deal with that now.   What you will learn in this episode:  How the workforce would look if we didn’t have any millennials   Career paths and what the Millennials actually care about  All about Eco Global Logistics and how they have used the hearts, minds, passions and dedications of Millennials to build a cutting edge organization  How to build a company with millennials  How to manage millennials  Some misconceptions about millennials   Link From The Episode: Echo Global Logistics   (Music by Ronald Jenkees)

12 Des 20161h 5min

Ben Waber is the Founder and CEO of Humanyze, a people analytics company. He is also the author of a book titled, People Analytics: How Social Sensing Technology Will Transform Business and What it Tells Us About the Future of Work.   People analytics is a truly fascinating and exciting field that is changing the way companies test and analyze their employees, and ultimately how effectively the company is operating. Unlike the techniques that have been used in the past, such as annual surveys or polls, people analytics uses behavioral data that is collected directly from the employees in order to get a broader look at the day to day activities of a company. Ben Waber defines people analytics as “using data about what people do at work to change how a company is managed”.   Humanyze is a social sensing and analytics platform that uses sensors in employee ID badges to measure important behavioral data such as where people are in the office at any given time and the volume and speed of an employee’s voice when talking with a coworker. Gathering these types of behaviors allows companies to get a bigger picture of the ins and outs of their company and the performance and patterns of employees. It can help find issues such as causes of stress in the workplace or the mishandling of how people are rewarded. People analytics can help companies answer basic questions such as, how much time should a salesperson talk with a customer or how much time does management spend with a certain department? These seem like basic questions, but they have not been answered up until now because we haven’t had a way to collect the data that is needed to provide answers.   With people analytics we can look at the percentage of time a manager spends with their team, the amount of time employees spend with their coworkers, how people talk to each other and motion patterns. It is important to note that the sensors don’t collect individual conversations or specific data about an individual, rather they collect the data to give analysts a broad look at the company. People analytics allows data to come in and be tested constantly, as opposed to once a year with a survey. This helps companies to analyze data on an ongoing basis to allow them to make decisions and continue to adapt in a way that keeps them at the top of their industry.   This doesn’t mean that companies should stop doing surveys and polls; those are good initial steps, but using surveys alone is not as effective as they measure employee perception versus reality.   One example of a company who implemented people analytics is a call center that hired Humanyze. This call center, as with most call centers, had a huge number of employees and the goal of management was to keep as many people on the phones at one time as possible as success is measured by completed calls. Because of this, all the employees were broken up into teams and each team member had a separate lunch break. In terms of the number of people on the phone at one time, this seemed to be the most effective way to operate for the management team. However, after starting people analytics and testing they found that the performance level was nowhere near where it needed to be and employees seemed to be stressed. In the end they found that it was due to the fact that the employees were not able to talk to their fellow team members during breaks and therefore they weren’t able to vent about problem calls or get support from each other. From that data the company changed their policy to allow lunch breaks to have 15 minute overlaps for team members. This resulted in calls being completed 23% faster, lower turnover rate, less employee stress, and more cohesive teams.   Without people analytics the call center may have never figured out what their performance issue was. As Waber states, “they didn’t have the data before, so they had no reason to change”.   At this point in time there are some challenges for people analytics. It is a new concept and a lot of people are skeptical or scared of it. There is also a cost, as it requires companies to create a new type of team with analysts and data scientists as well as HR professionals and it requires certain technical updates. But the cost of ignoring people analytics far outweighs the cost of implementing it. There are already several companies, large and small, who have started using people analytics and as we proceed into the future more and more companies will join in. Waber says on average people analytics increases top line performance by 10-15%.   Waber advises companies to “Take baby steps. You don’t need to jump out ahead, but do something that makes you uncomfortable and outside of your comfort zone”. Even if you haven’t started implementing people analytics yet, Waber says, “you are not that far behind, yet. But in the next couple of years it will be harder and harder to catch up”.   What you will learn in this episode:  What is people analytics  Different types of data that organizations can collect  We look at big data and people analytics and how those two things play together  Software and hardware in people analytics  Where we are today in people analytics and where they will go in the future  Privacy issues  The growing role of data scientists and analysts   What organizations are doing in people analytics and why Links From The Episode: People Analytics On Amazon.com Humanyze.com   (Music by Ronald Jenkees)

5 Des 20161h 9min

Monika Fahlbusch is the Chief Employee Experience Officer at BMC Software, a company in the IT management space. BMC Software has over 6,000 employees around the world and the Experience Team has 450 people focused on employee experience. Fahlbusch has a background in both IT and HR in high tech companies for the last 30 years.   What is employee experience? According to Fahlbusch there isn’t a cut and dry answer for what it is; the answer will be different from company to company. This is because it is dependent on the employees in the company and the culture of the company.  Fahlbusch says it is important for companies to listen to their employees to find out where the “pain points” are and to find out the breaking points that inhibit productivity and innovation. Listening to employees and asking for where they think the company could improve can seem daunting to executives because they may feel that they have to implement all the ideas or risk letting people down. Fahlbusch says “sometimes you listen and that’s enough, sometimes you listen and learn, and other times you listen and have to make changes immediately”. So listening to employees doesn’t mean you have to implement every single idea, employees like to feel that they have a say and that they are being heard.  There is no doubt the workplace is changing and that the future of work will look different than work today or in the past. Fahlbusch talks about four main areas in which the workplace is changing. One area is the physical workspace. Recently companies have started to move away from a physical space where employees have to report for work all day every weekday. Now companies are allowing employees to have more freedom to work remotely for a majority of time and then have a space where employees can come together once in awhile when they have to collaborate on projects in person.   Another area the workplace is changing is how employees connect to the values of their company. Values are extremely important to the incoming generations such as the Millennials and it is important to them that their company reflects its values in real ways daily in the workplace. Its no longer good enough to say a company value is to “do the right thing”, nowadays you have to be sure your company is showing how to do the right thing, maybe by getting involved in community outreach or by operating in an environmentally responsible way. Other areas where the workplace is changing include the blending of personal and work lives and thinking outside of the organization.   So what does the workplace of the future look like? Some things that Fahlbusch sees happening in the future is a move towards doing work while standing vs. sitting all of the time. She also thinks that physical work spaces will evolve from working in one big office building, to working remotely from any location. She believes companies will be more globally minded, closer to customers, and closer to communities. Fahlbusch hopes that the future of work will include a stronger collaboration between education and tech companies for mutual benefit and that there will be a real impact with information technology in the ways of AI and wellness/health.   When it comes to employee experience Fahlbusch says that while some companies will say they don’t have the budget to impact employee experience, it is a choice. There is a cost, but there is also an opportunity cost for not doing it. It doesn’t have to be expensive, but if you want to be satisfied with the employees you have and the employees you are attracting to your company you can’t afford not to budget for employee experience.   What you will learn:   4 key areas in which the workplace is changing  What the workplace of the future will look like 5-10 years from now  What Monika hopes the future of work will include  How much employee experience costs  How Monika defines employee experience   How Millennials view work and how they are shaping the future of work  Links From The Episode:  BMC.com  Monika Fahlbusch on LinkedIn   (Music by Ronald Jenkees)

28 Nov 20161h 8min