prepared especially for
PWSHRM
By
Dalton Alliances, Inc.
/franciedalton
2020: Domestic robots = norm 2013
2030: Driverless vehicles = norm 9/13
2050: Nanobots perform surgery 2035
as projected in 2011 vs 2013
Which two haven’t yet been successfully
produced via 3D printing?
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Guns that can be successfully fired
Vaccines that can then be self
administered
Fresh meat for human consumption
Fully functioning human ear
Stay informed so you can anticipate
Workforce Stats
Implications for U.S. Business
Navigating Your Perfect Storm
2013: Degreed workers < demand by 6M
2025: Degreed workers < demand by 16 M
Bureau of Labor Statistics
GRADUATE AGE
U.S. RANK
25-34
7th
25-34
16th
as reported by OECD in 2011 vs 2013
By 2020
•
•
•
20% or more of all employees will need
Bachelor Degree or higher
3% will need at least 5 years experience
21% will need moderate/long term OJT
OECD 2011
Your inputs/suggestions must be:
Data Based
Ask “What’s so?”
Develop a clear statement of current state
 Mentoring
 Budget
 Succession Planning
Competing priorities
Opportunity costs
 Slow/unclear benefit
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Ask “So what?”
Develop a clear analysis of implications
Quantitative issues
Intense competition
Qualitative issues
T&D: critical
Few age 30 to 49
Few Expert Mgrs
Physical/technical
jobs automated
Remaining jobs will
be “high touch”
Towers Perrin; Gallup: current state and implications

Quantitative Deficits in Labor =
- Fewer Products/Services

Qualitative Deficits in Labor =
- Eroded Execution
- Erosion of Competitive Advantage
- Sustainability
Ask “Now What?”
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Vox Inclemente
Toxicity
Disengagement
Wait for others to act
~OR~

Reorient your thinking/approach
S+R=O
Situation + Response = Outcome
Navigating the Perfect Storm
Mistakes
 Margins
 Missed Opportunities

Demonstrate Shared Concerns
Anticipatory
Gathered Data
Asked What’s so?; So What?; Now What?
Demonstrated Shared Concerns
But….
Absolutely Wrong
Package your recommendations for acceptance
By each relevant party/key stakeholder
Workplace Passion ≠ emotionalism
Excavate Potential Radial Impacts of your
Recommendations
B E F O R E
Presenting Them!
Be willing to USE TOOLS
How to perpetuate/ensure the
undesirable

How to Perpetuate C-level Refusal to
Allocate Sufficient Funds for
Training/Development?
I M P O R T A N C E
highly important
easily achieved
D
I
F
F
I
C
U
L
T
Y
Use charts/graphs so you
T A L K less!
I M P O R T A N C E
Highly important
Easily achieved
Position re: Opportunities?
Position re: Vulnerabilities?
D
I
F
F
I
C
U
L
T
Y
Assess opportunities and vulnerabilities
AND
Organizational position to capitalize/neutalize
THEN
Determine need for reprioritization
Volunteer required!
Recalibrate your Delegation Grid Quarterly
Perpetually mindful of:
current/desired states per C-level concerns
 positioning re: opportunities/vulnerabilities
 packaging your approach to relationships
 calibrating time deployed to highest value

prepared especially for
PWSHRM
By
Dalton Alliances, Inc.
/franciedalton