Piyush Mehta, Senior Vice President, Human Resources for Genpact shares his perspective on the ‘Future of Work’.  With Technology being an imminent driver of professional growth, Piyush highlights the present effects of technology and his take on “Flexi-hours and Working-From-Home” options. Constant management present does not ensure a sure-shot and rapid increase in knowledge and execution of tasks in the stipulated work timings. The mindset is now “result driven supervision” which is readily welcome by stakeholders and this can be credited to the rapid technological advancement. Genpact recently launched their “Returning Mothers Programme” where women were given options like flexible hours and preference of desired office locations, this ensured successful deployment of 85% mothers.

Digital 2030 will drive efficiency with decreased costs and increased speed. Processes will be much more streamlined to reduce wastage and robots will take over simple routine tasks. This change implies a need for change in Leaders in terms of upskilling and relevance in the future.

Future of Jobs in the Manufacturing Industry:

  • The advent of robots and 3D printing would automate considerable jobs in the manufacturing sector. Therefore, a combination of Technology and Human ambition will help create newer opportunities. Recent examples of this collaboration include the growth of Amazon and Uber in the past 5 years.
  • Software will create massive disruptions in the manufacturing sector. Taking GE as an example, which is at present investing to become an “Industrial Software “Company.
  • SMAC (Social, Mobile, Analytics and Cloud) will revolutionize the Industry further. The advent of new technology will eliminate “low-skilled” jobs.
  • Jobs will move from “skilled” to “specialized talent” and would require upskilling of current workforce.

Skills of the future:

  • Ability to learn and unlearn
  • The will to constantly re-invent and staying passionately curious

Future of Management:

According to Piyush, the role of management in the future will focus on the following areas:

  • Future belongs to Enabler: The future leader’s primary role would be to enable people to do their best. To be an efficient enabler the leader must be proficient in the following skills:
  • Genuine interest in people’s development
  • Ability to show a shared vision
  • Skill to understand behavior patterns and how to harness them
  • Inclusion: Diversity will come not only in the form of gender/race/country/language but also in the form of personalities. A leader in this situation needs to be inclusive, comfortable with different line of thinking and possess the ability to pick up best ideas and ways of working.
  • Technology: Connecting with people will be imperative for a leader and technology needs to be used as an aid to do that.
  • Learning Agility: Business situations are going to change rapidly, keeping pace with it and responding appropriately even if you miss it sometime will be extremely crucial. Managers need to be more flexible in terms of timings, rotational projects and roles. They should provide regular feedback, map career paths and be output driven.

Managing the future of Diversity: A perspective from Genpact

Employees at Genpact are trained for unconscious bias with participation of over 4500. The organization strives for inclusive leadership, conducts sponsorship programs, sets up diversity councils, track promotion and sets Diversity related goals on recruitment slates.

The data shows that business verticals with more than 10% women in leadership roles grew significantly faster than those with the lesser women on the board.

Genpact has endeavored to create a supportive ecosystem by building policies around maternity benefits and has built infrastructure to support day care for children which has around 196 children covered. Career 2.0 is an initiative to get young moms back to the workforce, with 30 women employed under this initiative. It has targeted growth and development of senior women professionals with 50% of the leadership(VP+) consisting of women .Genpact not only communicates its Diversity and Inclusion belief internally but also engages in external forums and has partnered with Ashoka university to open the Genpact Centre for Women Leadership which aims to advance women and Indian society through path-breaking research and pioneering programs, and by creating ecosystems which advocate breakthrough practices and policies.

40% women have been hired by Genpact in the year 2016. It created diverse candidate slates, interview panes and specialist vendors to facilitate the same. When it comes to external communication they engaged with NASSCOM to facilitate various talks on the D& I context. A CTI (Centre for Talent Innovation) conference was held in NYC which was attended by senior leaders.

Role of HR in the workplace: Vision 2030 for D&I                                    

  • HR should invest time in understanding the millennials and their need to be visionaries
  • Re-tool the skills of their employees in advance, be comfortable with technology and going digital.
  • Less time to be devoted to transactional work and more emphasis on value addition.
  • Internal Changes:
  • There will be a steep decline in the number of employees
  • 70% of the revenue will be from consulting, analytics and digital.
  • Ecosystems built on consortiums, partnerships, alliances.
  • Tap on talent- key takeaway changes will not happen in a day
  • External mega forces:
  • Big data analytics
  • Disruptive technology
  • Managing and Engaging the millennial workforce

Hence the major changes in workforce will include disaggregation of the supply chain and a rising demand for niche skills.