Future of work report

The Future of Work

OUR PROJECT IN NUMBERS In 9 months...

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135

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reports

articles

interviews

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co-creative workshops

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testings

solution

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TABLE OF CONTENT

Development

08

Editorial

104

Medieval guilds, inspiration

106

Kelly service, inspiration

108

Football clubs, inspiration

110

Hollywood agents, inspiration 112

Research

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Idea generation

64

154

Andy Swan, interview

114

Neil Bachelor, interview

115

Debbie Carlton, interview

116

Tirdad Sorooshian, interview

117

Liquid 156

Team work, key insight

118

Storyboard 158

Competences, key insight

120

Liquid components

176

Co-creation workshop

122

Offline support

192

Testing workshop - companies 128

Quality assurance system

194

Phil Hughes, interview

134

Value for companies

196 198

Solution

Understanding the bigger picture 13

Jan Vanden Boe, interview

47

Irving Waldawsky, interview

16

Talent Broker, interview

48

Rising freelance, trend

20

Fernando Gillmore, interview

50

Skill shortage, problem

24

Ed Tam, interview

51

Types of workers

26

Pedro Tolipan, interview

52

Freedom vs security

28

Hangil Song, interview

53

Current user journey

66

Dejan Mitrovic, interview

135

Value for workers

Mental model

30

Meg Rye, interview

54

Stakeholder maps

70

Mark Catchlove, interview

136

Packages 200

The liquid workforce

32

Preeti Chaudhary, interview

56

Swot analysis

72

Designing wireframes

138

Revenue streams

202

Learning from peoples’ stories 34

Uttam Gupta interview

57

Personas 74

Designing the UI

142

Business canvas

204

RCA WIP Show, exhibition

Katherine Ray, interview

58

The situation

84

Silicon Milkroundabouts

144

Brand 206

Discussing work, questionaire 40

Kuldish Silba, interview

59

Problem areas

86

Testing workshop - workers

147

Blueprint 208

96

Testing workshop - HR

150

Stakeholder map

210

All about people, conference

152

Road map

212

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Definition

The team

6

Facebook group

44

Nick Coutts, interview

61

Problems into opportunities

The brief

7

Brodie Reynolds, interview

46

Freelance mums, forums

63

The design direction

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THE TEAM & THE BRIEF Based on trends about the changing nature of work in the future, experts predict that we will work wherever we want and change jobs as often as we want. Work structures will become distributed instead of hierarchical, so people will move within different networks instead of climbing the corporate ladder.

People will take responsibility and ownership of their work, wich means that they will work on things they consider meaningful, work with like-minded people, maybe work less (Sweden), maybe don’t even need to work (basic income model), or work only when they feel like working.

MANDANA DILMAGHANI

KRISTI HODAK

SERVICE & PRODUCT DESIGN Germany

SERVICE & GRAPHIC DESIGN Slovenia

But the labour market has not kept up with these changes in people’s values and lives.

As our final year project for the MA Service Design at the Royal College of Art, we will be looking at this issue through a service design lenses, and examine problems and opportunities to see where service design can contribute to the changing labour market.

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UNDERSTANDING THE BIGGER PICTURE We started our journey by looking at the bigger picture: how our lives and our conception of “work“ is changing.

For this we looked at secondary research in terms of trend reports and current projects that are addressing the future of work, and conducted primary research in the form of interviews and exploration workshops.

IBM: Futurists Insights What is the future of work

Herman Miller Living Office

McKinsey The future of work in advanced economies

UKCES Employer Skills Survey 2015

Frog Future of work

PWC The future of work A journey to 2022

Accenture Liquid Workforce:

ICIMS Recruitment Marketing: Fad or Future

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Job hopping

oyers

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INTERVIEW

IRVING WALDAWSKY Future of work expert TOPICS DISCUSSED Changing workforce Importance of soft skills Organisational culture

Guilds

Fragmentation of work On demand economy Platform economy Knowledge workers Job security

Kelly Girls

Dr. Irving Wladawsky-Berger retired from IBM on May 31, 2007 after 37 years with the company. Dr. WladawskyBerger is Adjunct Professor in the Innovation and Entrepreneurship Group at the Imperial College Business School and Visiting Professor of Engineering Systems at MIT, where he is involved in multi-disciplinary research and teaching activities focused on how information technologies are helping transform business organizations and the institutions of society.

We have had several conversation with Irving, around the topic of the changing workforce and the implications of technology on work, employees and companies.

In the on demand economy, instead of people having a classic full time job with one company for 5, 10, 20 years (my case I worked for IBM for 37 years) - the expectation is, that the vast majority or at last a large portion of people will have more flexible work arrangements. Some of it is because that what companies prefer, but another part is that is what let’s say “millennials” prefer.

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“As a knowledge worker you should look at yourself as a professional rather than an employee.”

There are issues here, like how about benefits? And the answer that I think most let me call it “non ideological people” would say, is that governments should provide a safety net. You shouldn’t need to worry about getting your healthcare from an employer or even the question Of transitional pay when you are between jobs.

Denmark: flexible security What’s appealing about it is that it’s somewhere between fixed income and unemployment compensation. Finding a balance between that.

Platform economy: Not necessarily cheap workforce, in some cases that’s correct but if you look at the film industry, it’s always operated at this model and Angelina Jolie doesn’t come cheap and she and Brad Pitt don’t work full time for anybody - they are part of the “on demand economy” and then there are platforms that help companies find skilled workers - especially the ones that are retired and don’t want to work full time. So there is cheap but there is a full spectrum with cheap on one end up to the media and entertainment world.

One way to look at this is to segment it, on one end you have the highly creative industry like movies and theatre and so on. Writers: George RR Martin does not have a full time job. The you have the knowledge workers, an increasing amount of knowledge workers does not have a full time job by choice. A lot of people are in the position that they’d rather be freelancers or have a start up but it’s a lot easier if you have a degree from a major university.

At the other end you have gardeners or people who work at Starbucks. You won’t be able to look at them as one class, it’s so different. You need to focus on segments.

The notion of guilds is very interesting, the professions don’t work for a company but are protected by their guild (you see this in the media: screenwriters, actors, cinematographers etc.). I was reading an article that said that the notion of guild goes back to medieval times. It’s an old concept that we may need to bring back in this “On demand age”. There is a difference between a guild and a union. The reason guilds were born is that when you travel from town to town, people can trust you that you have the skills to do your job.

In the past you had to do something really bad to lose your job, that is not the case today. We need new job models and there are not a lot around.

When I joined IBM in 1970 even the people in the cafeteria were IBM employees, because this was just the nature of industrial companies. Now over time the cafeteria was outsourced to companies that were experts in cafeterias so you no longer needed them to be IBM employees. Later on a lot of the manufacturing of commodity components were outsourced to other firms, because you could get them less expensive than doing it in house. As the means of communication and doing transaction are getting more efficient, what you have done in house in the past is now done by other companies.

If you have a major legal case you may hire more layers for a certain amount of time or you may hire another company. This is a strategic decision for companies: which tasks should you do in house? Companies need a culture as well though, if everything is outsourced you don’t have a culture.

Firms should be seen as a kind of extended family.

So how do you design a family? If you ignore culture and social cohesiveness, you don’t have a company. If everybody who works for you is a contractor, how do you insert pride? Pride to work for your company and in what they do?

There should be a culture where there feel proud of what they are doing as supposed to feeling hostile. A good company will learn how to establish a good relationship with their contractors.

As a knowledge worker you should look at yourself as a professional rather than an employee. If you are a software expert it is you responsibility to keep up with the state of the art and keep adding to your expertise.

Even if you are not an employee I’d encourage people to be part of a professional society, which is the equivalent of the guild.

How does this translate to being an Uber driver? It can translate if you say I am good at what I do, I want to deliver a great customer experience But this varies from person to person, some really make an effort and some see it as “just a job”.

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• • • •

•

TREND

RISING FREELANCE “By 2020, 40% of the workforce will be freelancers.” - Forbes

In 2013, the number of businesses hiring freelancers online increased 46% Payments to freelancers increased 37% year on year The average hourly rate for UK freelancers increased 6.7% in 2013 IT & Programming (at 41% of all hires); Design & Multimedia (24%) and Writing & Translation (18%) make up the majority of freelance jobs online Freelance numbers have increased by 45% from just under 6.2 million to 8.9 million in 2013, making them the fastest growing group in the EU labour market.

Why “In [the creative sector] which is very project orientated, you don’t need all of the people, all of the time. It makes much more sense to employ people for the process or the period that you need them for or a particular area of the expertise rather than to have them on the staff.”

(Talent Broker) What is the biggest struggle of the freelancers?

“The house keeping. Getting paid on time, negotiation.

The financial side. Having continuity of work when you need it. Personal development - if you have been freelancing for 5 years… how do you move on, how to make a marketplace to see you differently and not just coming on delivering the same product again and again.”

(Talent Broker) In a competitive market, personal branding becomes very important as well. Freelancers have to constantly update their skills and make sure they have a strong USP. (Katherine Ray, Talentology)

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New jobs, Traditional vs. Contingent 1995 - 2013 What is the biggest problem for companies?

Another potential issue is keeping up the level of engagement with a freelance workforce. “People do not only work for money, but also for social reasons,” MacCormick points out. “Under the proposed new structures, executives might struggle to get the best out of people if they do not manage to instil some sense of belonging.”

Lynda Gratton, Professor of Management Practice at London Business School, researches new forms of work. In 2011 she was ranked by London’sThe Times newspaper as one of the world’s top 15 business thinkers. Her book, The Shift: The Future of Work is Already Here (HarperCollins), describes this brave new world: one core group of employees in each company and many freelancers working in small hubs.Gratton agrees with MacCormick’s view that the biggest challenge in the new world of work will be the relationship between the individual and the organisation.

Managers will become more important. While Gratton anticipates middle managers being replaced by highly

specialised coaches, MacCormick envisages the future of management becoming more general, rather than specialised, with a workforce that is more geographically dispersed. “In terms of tasks, managers become the motivators whose role is to ensure everyone is on the same page,” MacCormick predicts. “Organisations will differentiate in their ability to create corporate cultures that make people want to engage. In the future, executives will need to be able to manage a network, rather than a hierarchy.”

For employers, “success will depend on their ability to define core competitive advantages, core IP, core staff and their core differentiating factor”, says MacCormick.

All else will be outsourced to the work cloud.

Pros for the freelance economy MacCormick can also see plenty of opportunities in the Liquid model. “When the contributors have more experience in different environments they tend to have a broader understanding of the issues. They bring their learning to the table and for employers that may trigger a lot of innovation,” she suggests.

1995 - 2001

2001 - 2005 Traditional

2001 - 2005 Contingent

Dollars and sense, Friedman, 2014 23

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People and personal skills that need improving A study by UKCES has identified skills that were hard to find among appli-

PROBLEM

SKILL SHORTAGE “[...]2 million staff have skills not currently being used in the workplace.� - UKCES

cants Ability to manage and prioritise tasks Customer handling skills Team working Managing own feelings/ handling of others Persuading or influencing others Managing or motivating other staff Sales skills Instructing, teaching or training people Setting objectives for others/ planning resources Making speeches or presentations None of the above

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TYPES OF WORKERS

KNOWLEDGE WORKERS

WHITE COLLAR WORKERS

BLUE COLLAR WORKERS

PINK COLLAR WORKERS

...are workers whose main capital is knowledge. Typical examples may include software engineers, physicians, pharmacists, architects, engineers, scientists, public accountants, lawyers, and academics, whose job is to “think for a living�.

...are people who perform professional, managerial, or administrative work.

White-collar work is performed in an office, cubicle, or other administrative setting.

They have become a majority in industrialized countries due to modernization and outsourcing.

...perform manual labour. Blue-collar work may involve skilled or unskilled manufacturing, mining, sanitation, custodian work, oil field, construction, mechanical maintenance, warehousing, fire-fighting, technical installation and many other types of physical work.

...perform jobs in the service industry. Occupations tend to be personal-service-oriented worker working in retail, nursing, and teaching (depending on the level), are part of the service sector.

The rise of smart machinery and robotic tools, means that blue collar workers are increasingly being replaced through intelligent machines. Pink collar workers see this happening through apps and websites. With the rise of intelligent robots, this problem has reached white collar workers as well and knowledge workers are set to become to biggest and most important workforce of the 21st century.

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Freedom vs Security

Freelance Flexibility

Higher salary

Different experiences

Permanent employment

FREEDOM VS SECURITY

Professional development

Comparing permanent with freelance work

Continuous income

Benefits - Pension - sick pay - holiday pay - maternity leave etc.

No office etiquette pressure

Based on the research that we did, we compared the pros and cons of bing a freelancer and a permanent employee.

Community/ social aspect

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THE MENTAL MODEL After we looked into the space of rising freelance and contingent work, we decided to zoom out and look at the bigger picture and mental model behind the changes that we observed.

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WHAT IS THE LIQUID WORKFORCE?

“Nowadays our lives have become a lot more distributed and we expect the same of our work life.

The corporate ladder, has turned into a corporate lattice. We want to be Liquid workers - moving in all directions.�

A generation of people, who is looking for diversity and changing opportunities and is therefore not interested in climbing a corporate ladder, but move through an career lattice.

They go through different jobs and employment models, rather than sticking with one job their whole life.

TRADITIONAL LADDER MODEL

NEW LATTICE MODEL 33

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LEARNING FROM PEOPLES’ STORIES We analysised the subject of work from all angles and spoke to HR professionals, talent brokers and company representatives.

To get a better understanding of the point of view of the worker’s side we spoke to freelancers, contractors, permanent employees & workers who switched between the employment models.

The Future of Work. Mandana dilmagh

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EXHIBITION

RCA WORK IN PROGRESS SHOW The RCA work in progress show too place for one week in January 2016 and we used it not only to present people with the subject area of the future of work but as a research opportunity to gather insights from the visitors.

We used three main tool to engage our audience: 1. Cards with provocations and questions, which the visitors were asked to fill in.

2. An iPad on which the exhibition visitors recorded themselves answering the question “What does work mean to you?”

3. “Stay-in-touch” cards which invited people who are interested in the subject to leave their details to participate in future workshops, interviews and testings.

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“I don’t like the term “work”.

It should be “pursuing skills”.

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ONLINE QUESTIONNAIRE

DISCUSSING WORK AND FULFILMENT To collect insights from a broad audience, we created an online questionnaire on the subjects work and self fulfilment.

For some people work just means making money while others value work as an important part of their lives.

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“Self fulfilment means feeling good after accomplishments over a longer period of time, being better and better at something, learning and putting that into practice�

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COMMUNITY ENGAGEMENT

FACEBOOK GROUP Communicating our process to the public

To engage interested people in the progress of our project, we have created a facebook group, on which we shared project updates, workshop photos and research questions.

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INTERVIEW

INTERVIEW

University recruiter at Facebook

Executive Recruiter at McKinsey Digital Labs

BRODIE REYNOLDS TOPICS DISCUSSED Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Career development

Lack of long-term planning Taxes

Mandana Dilmaghani & Kristi Hodak 2016

JAN VANDEN BOE TOPICS DISCUSSED

Brodie Reynolds is a Recruiter and Program Manager with a long history of diversity consulting and results driven work. Exceptional learning agility and dedicated client support in a variety of industries including Finance, Biotech, Technology, and Academia.

We talked to Brodie about his experience at Facebook and how he sees future trends influence working at facebook. While he shared some stories about Facebook’s culture with us and their future ambitions, the interview mostly represented an official standpoint.

Contingent workforce Problems: freelance / corporate Freelancers rights Prof. development for freelancers Trust

Career development

Jan is a recruiter for McKinsey Digital Labs in Europe and previously worked as an account manager at IBM in Europe.

Jan shared his experience of recruiting diverse talent for a large organisation with us and gave us insight into the restrictions that come with this. He additionally shared differences in the treatment of freelancers and permanent employees in large organisations with us.

Corporation perspective

Umbrella companies

“We are legally very restricted of training and coaching contractors compared to other people.”

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INTERVIEW

TALENT BROKER The mediator between the company & worker TOPICS DISCUSSED Freelancers in creative industries Role of a talent broker Lattice model

Job security

Professional development Retaining & attracting the talent Company-worker relationship Biggest struggles for freelancers Negotiation & marketing skills Professional portfolio

“It is about matching the ambitions of the company with the ambitions of the individual.”

The talent broker we spoke to is one of the directors of a new talent broking company focused specifically on strategic and service design.

She also works on a one-to-one coaching basis with individual clients to help them build updated professional profiles for themselves or to find new areas of business which are in need of their expertise, and improve the way they present themselves to potential employees.

The talent broker was a valuable source as she sees both sides, the one of the employers and of the employees.

She shared especially interesting insights about the lack of professional growth opportunities for contingent workers with us.

“How do you draw experience in your company? If you buy it by a week, by a month on freelance or consultancy basis you should be looking to get more diversity to your organisation as well.”

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INTERVIEW

INTERVIEW

Corporate worker who wants to be a freelancer

Successful & experienced freelancer

FERNANDO GILLMORE TOPICS DISCUSSED Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Career development

Lack of long-term planning Taxes

Umbrella companies

ED TAM TOPICS DISCUSSED

Fernando Gillmore, is a business consultant at McKinsey & Company since September 2011. He took time off to complete a course at the London Business School, which has led him to do some freelance work and co-found his own business.

Fernando shared his freelance stories with us and compared them to his very different life at McKinsey.

As a part of his contract he had to return to McKinsey this year, but is planning to work as a entrepreneur and freelancer when his contract ends.

Lifestyle: freelance / corporate Types of workers

Outsourcing

Relationship: freelance / employer Mass market of work platforms Importance of networking Importance of portfolio

Ed is an experienced global marketer having led numerous award winning campaigns around the world.

He was a creative strategist at Naked, TBWA and Mindshare, before joining Nike as a senior marketing leader. Ed has recently completed an MA in Service Design at the Royal College of Art in London.

Ed shared his experience of being a successful freelancer with us. He gave us insights into his journey of becoming a freelancer and regularly finding freelance jobs and showed us tools that he uses for this.

Services for freelancers

“Freelancing – you get more flexibility, you are not worried about any office politics. You are just there to do your job. And you are judged only by the outputs they create.

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INTERVIEW

INTERVIEW

Mckinsey design director & experienced contractor

Senior designer at Samsung Electronics

PEDRO TOLIPAN TOPICS DISCUSSED

HAN GIL SONG TOPICS DISCUSSED

Problem in hiring permanent workers Issues in contracting lifestyle Importance of networking Career development for contractors

Pedro Tolipan is a Design Director at McKinsey Digital Labs. With over 18 years experience working for both consultancies and client side, Pedro is an accomplished leader in design, innovation and customer experience, delivering strategies for organisations in many different sectors. He is a great example of a liquid worker since he has changed a big number of jobs in his career.

Corporation mentality Corporation’s social responsibility Benefits of an employee

Hangil Song is a senior design at Samsung in Korea and currently attends the MA Service Design at the Royal College of Art. He has been with Samsung for more than eleven years, making him a valuable source for insights into corporate life and culture.

Professional development

Market value & Negotiating

Loyalty & Trust

Recruitment agencies

Hierarhy

Learning from different experiences

“At McKinsey Digital Labs we are struggling to hire more permanent workers.”

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INTERVIEW

MEG RYE Design recruiter at Facebook INTERVIEW

TOPICS DISCUSSED Relationship: freelancer & employee Hiring process at Facebook Team building process Issues in finding the right people

Meg Rye is currently design recruiter for Facebook in London, and has previously other recruiting and administration in the US. Meg was able to share some interesting “best practice” examples of hiring and treating employees from facebook with us, and compare these to experiences she had at other small and medium sized companies.

CARLOS SOARES Start up enthusiast

Project work Inspiring culture at Facebook Employee benefits

“The hardest thing is to find the right pool of talents. This part is the most time consuming.”

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INTERVIEW

INTERVIEW

An energetic Learning and Development Consultant at RBS

Employee who decided to become a contractor

PREETI CHAUDHARY TOPICS DISCUSSED Problems: employees vs contractors Lifestyle: employee / contractor Life - work balance Competences

Team building

UTTAM GUPTA TOPICS DISCUSSED

Preeti is a learning and development consultant at the Royal Bank of Scotland and highly experienced coach with a passion to help people, teams and businesses learn and grow. Key areas of expertise cover developing capability frameworks for complex organisations, designing training needs analysis and implementing capability building from training delivery through to coaching and evaluation.

Strenghts & Weakneses

Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Preeti offered great insight from the corporate point of view as well as her own experience as a worker.

Career development

Lack of long-term planning Taxes

“It’s always obvious who in the office is a contractor - they are all sick and sneezing.”

Uttam Gupta is a senior business analyst and project manager who has more than ten years experience of working as a permanent employee in a corporate environment, and has recently decided to make a career change and become a contractor. He shared valuable information about the challenges he faced in his “transition phase” with us.

Umbrella companies

“There are few things I would like to change in my career past if I could. I wish I would had had more guidance at that time.”

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INTERVIEW

INTERVIEW

Founder and Director at Talentology

Expert in HR Shared Services

KATHERINE RAY TOPICS DISCUSSED Attracting & retaining the talent Problems: freelance / corporate Trust

Career development

HR role in a company Talent Management Company’s capabilities

KULDISH SIBIA TOPICS DISCUSSED

Katherine is a HR professional, specialising in Talent Management, Learning & Development, Coaching and Mentoring. Prior to founding Talentology Ltd she spent 14 years in a number of senior HR and talent positions working within FTSE 100 and Fortune 500 FMCG and Media organisations, gaining many valuable skills and Experiences.

Katherine offered us insight into the experiences she made during her time at Unilever and compared this to HR at small and medium sized companies. She has a great understanding of the overall situation of the changing workplace.

“The biggest challenge for companies is to come up with a more effective strategy to retain their best talent.”

Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Career development

Kuldish is a freelance HR professional and the director of KSHR Ltd since April 2014 and he has gained expertise through working with companies such as Sky, Apple, Wonga, Trainline, and Lebara.

Kuldish helped us understand how the service that we develop can benefit HR as a long term stakeholder and pointed out strengths and benefits in our service proposition.

Lack of long-term planning Taxes

Umbrella companies

“The problem that HR has is that they don’t know where the information on competences is.”

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INTERVIEW

NICK COUTTS Future of work enthusiast TOPICS DISCUSSED Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Career development

Lack of long-term planning Taxes

Umbrella companies

Nicholas Coutts is a visiting lecturer at Imperial College London and the Royal College of Art, and an expert in global routes to market. He draws from his experience as the Vice President of Global Distribution Channel Strategy at IBM and as a director and coach and various other companies internationally.

We met with Nicholas at several stages during the project and he advised us on the creation of our business model and route to market, amongst other things.

“Because the workforce demographics, Because of the population profile. For example: 40% of the senior engineers are eligible to leave today and you cannot replace an engineer with 30 years of experience with an engineer with 3 years of experience and you cannot find an engineer with 3 years of experience because not enough are being born.�

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FORUMS

FREELANCE MUMS Learning from netmums

One of the tools we used to reach a wider audience, are online forums. We reached out to freelance mothers on in the forum NetMums, where they shared their work stories with us.

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Definition

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CURRENT USER JOURNEY

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Traditional model

Definition

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Employment

“Individuals are responsible for their own development.

Organisations need to facilitate that.”

Recruitment

Current model

Tirdad Sorooshian

Employment

Recruitment In the past people were recruited once and then stayed within the “employed” status for the rest of their lives.

With changing work models, people have to go through recruitment processes over and over again which takes time and in the case of freelancers, does not offer steady career improvements.

Future model

The aim for a future model is to simplify the recruitment process, so that it does not disrupt people’s lives, and to create a system which allows upward career movement by offering a new system to measure progress.

Employment

Recruitment

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WHO IS INVOLVED

STAKEHOLDER MAPS We have created a set of stakeholder maps to assess who and what could be relevant for or involved in a possible service proposition.

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HIRED

WHAT IS OUT THERE

SWOT ANALYSIS INTERNAL ORIGIN attributes of the organization

We’ve analysed what current services in the field of freelance and permanent work are doing and we have found some good services which make freelance and specifically freelance work easier (like YunoJuno and Freshminds), and services that consult companies in work efficiency of freelance workers. But none of them really disrupts current practice (stay on the surface) and puts both worlds closer together: the workers & the companies.

HELPFUL to achieving the objective

Current Solutions

EXTERNAL ORIGIN attributes of the environment

The Future of [ Work ]

HARMFUL to achieving the objective

S W O T

- Personalised matchmaking - Applicants centric - Methorship for applicants optimises the quality of match - Positive Brand + Clear message - Good clients - Research to inform the comapnies

- Lack of mentorship for the companies (requirements advice) - not enought building on you competences - not considering team competences when making matches - focused only on hiring - lack of disruptive innovation (just marketing)

- make process more organic by collaborating with companies and providing switching processes for employees - support professional development of the applicants and the companies (SMEs) - make maches based on companies current internal competences + team competences of applicants

- fast rise of talent pools and marketplaces - economic: reliable just on hiring - could be replaced with automated matchmaking tool - legal: do they do legal checks, what if someone lies in their resume?

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Definition

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PERSONA

FRANCO, 28

From: Chalk Farm, London Profession: management consultant Professional history:

Corporate worker who wants to be a freelancer

“ I realised it’s not that hard to work by yourself.”

Tools: online: • LinkedIn • Talent pool (HQ) • Recruitment agencies • Time management tool & finances (priority matrix) offline: • Personal contacts (through LSE) • Networking events Interests: • Cycling • DIY, startups • Spending time with his girlfriend & friends • Eating pizza • Travelling • Going to music gigs • Innovation

Values: • Work-life balance • Having positive impact on the world • Family & relationship • Being valued for what he is worth • Money & having a good lifestyle Barriers: • Existing contract with McKinsey & moving back • Being valued (based on his full-time experience) • Viza • Lack of professional development if he stays freelancer Asspirations: • Start his own company, when older • Start a family • Be valued highly • Living a fulfilling life Motivation: • Money (affording a good lifestyle) • Girlfriend (staying close together) • Personal pride • Enjoying what he does for a living • Personal health Strengths: • Energy and youth + no obligations • Well networked + references (education) • Self motivated

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PERSONA

BARBARA, 30

Location: Uxbridge Profession: Web development Professional history:

Freelancing mother

“ Nobody is there to hold your hand when you are freelancing.”

Tools: online • LinkedIn • YunoJuno • Own website offline • Freelance Union • Networking events • Job fairs Interests: • Weekend trips with her doughter • Yoga • Healthy living/cooking • Friends • Dog • DIY projects • Personal projects

Values: • Work-life balance • Learn while working • “Be your own boss” - choose your work • Collaboration / working in teams Barriers: • Child -> time • Lack of agency experience • Beginning: finding work (not a lot of contacts) • One year out of work after giving birth Aspiration: • Work with the best talent • Become a good mother & wife • Build on career Motivations: • Self improvement • Inspiration through innovative work • Don’t lose out on work because of motherhood Strengths: • Gets benefits from husband job • Self-motivated • Flexibility/adaptability to the situation

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PERSONA

SAI, 33 Unsatisfied permanent worker

Mandana Dilmaghani & Kristi Hodak 2016

Location: Wimbledon Status: married (1 year) Profession: Digital Technologist, Diaego Professional history:

Tools: online • Compendium CV • Contractor calculator • Contractor uk offline • Advice from family & contractors he was managing before • Networking

“I manufactured a way out.”

Interests: • Movies • Video, filming • Creativity • Analysing new trends on the market • Spending time with his wife, family and friends Refurbishing their new apartment Watching tv, reading a good book Talking

Values: • Doing sth good for the world • Family • Life balance • Diversity • Making the most of the available opportunities • Finding fulfilment through work (not stressful) • Health • Planing Barriers: • Very slow in making changes • Not enough self-confident to make a (important) change in his life • Lack of advantages that you get as a permanent employee + benefits for his future family • Managing his work and personal life Aspirations: • Start a family + supporting + providing for his family + being a good dad • Contribution to a world • Living peaceful life Motivation: • Professional progression • Enjoyment of what he does • Being a good and supportive husband • Doing something useful and beneficial for people • Doing something he is passionate about Strengths: • Analytical - only makes informed decisions • Passionate about what he does • Diversity of experiences + adaptable skillet 83

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THE SITUATION

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PROBLEM AREAS

Benefits

Finding work

Holidays, Sick pay, pension, work security etc.

Finding new projects to work on, networking with potential clients and contacts etc.

Professional development

Employment model

Meaningful career management and progression

Flexibility to move between jobs and companies; the opportunity to move in all directions, not just upwards.

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BENEFITS Holidays, Sick pay, pension, work security etc.

While contingent workers usually receive a higher loan than permanent employees, they are missing out on benefits which the higher pay may not always compensate.

Freelancers and contractors are missing our on benefits like pensions, maternity leave, sick pay, holiday pay and health insurance. Some of these things can be self organised but this is not always easy and presents an additional burden.

A couple that we spoke to found a way around that: as he decided to go freelance and bring in some additional money for the household, he was able to join his wife’s health insurance which is provided by her employer.

“I thought of quitting to try contracting for so many times, but my wife and I are planning to get a mortgage at some point so that would make it much more difficult.

Uttam Gupta

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FINDING WORK Finding new projects to work on, networking with potential clients and contacts etc.

“You really need to know your market value. But there is still a lot of negotiating. I hate that.”

Pedro Tolipan One of the issues that young freelancers brought up again and again in interviews, was the process of finding new projects. They often have a week or more between projects which they dedicate to finding new work.

The most important factor to this is networking, as most projects are assigned on a word-of-mouth basis.

Freelance platforms where freelancers can bid on jobs, have created a race to the bottom, as freelancers from the UK, US and EU compete with people from India or the Philippines who can offer lower prices, due to the lower cost of living. A third option are recruiters who work with companies to recruit people for specific projects.

According to UNSW Australia, in the future “for individuals, personal success will become reliant on their professional digital reputations on platforms.

Individuals’ profiles will develop as with other forms of social media but, instead of posting their favourite music tracks, friends or photos, people in the talent cloud will post career achievements and qualifications. There will be more than the one “like” button as employers either express delight with an “immediate bonus” click or place criticism: “Did not meet deadline for last project”.

The resulting digital CV will provide a basis for future job applications with IBM and all other companies using the Liquid platform.

Senator Mark Warner has told the Wall Street Journal that he thinks “[I]t will be about a social contract, but it will also be about how we can promote more economic mobility in this emerging economy. We can better link people with their appropriate skillet quicker to a job in the sharing economy, and you cut down the amount of time people are unemployed.”

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PROFESSIONAL DEVELOPMENT Meaningful career management and progression

One of the issues that young freelancers brought up again and again in interviews, was the process of finding new projects. They often have a week or more between projects which they dedicate to finding new work.

In a conversation a talent broker has pointed out to us that there is no continuous professional development.

People are working as isolated units and there is no continuity in their employing company either because they are freelancers or because that employing company doesn’t have any training facility. As a result they are having problems with making transitions in their careers.

They remain static and are limited in their abilities.

They might have years of experiences, (they can end up with 5 year, 10, 15 years of experience) but they are not necessarily getting external support and help with making changes. On top of that, there is no system that they can measure their abilities against as the outdated hierarchical system does not suit them anymore. When people want to move on to something slightly different, when they need to be perceived more senior, or they need to charge more money for their work, then they need to adjust how they present themselves but there is no system to measure this.

“There is no continuous professional development for freelancers and

contractors. They remain static. They might have years of experiences, but there is no system that they can measure their abilities against. How can people get any better ever learn, ever make transitions in their careers?

The Talent Broker

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EMPLOYMENT MODEL Flexibility to move between jobs and companies; the opportunity to move in all directions, not just upwards.

Workers are still grouped into categories designed for a 20th-century workforce, in which most people spent their careers employed by one large company.

Increasingly, work doesn’t work that way.

People, especially millenials, want diversity of experiences and flexibility that suits their lifestyle. They want flexible work hours and they expect to be mobile and work from home/office/cafés at will. While going freelance is one option for many people who want to achieve work-life-balance, many people don’t want to miss the security of a permanent work place.

“In the on demand economy, instead of people having a classic full time job with one company for 10 or 20 years the expectation is, that the vast majority of people will have more flexible work arrangements. Some of it is because that what companies prefer, but another part is that is what let’s say “millennials” prefer.”

Irwing Berger

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PROBLEM

OPPORTUNITY

Companies don’t respond to the values of the fluid workers and therefore encounter problems with attracting and retaining talent.

The service could help companies to create a working environment/ model that adapts to the values of the liquid workforce by offering flexibility, sense of purpose and changing experiences.

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PROBLEM

OPPORTUNITY

In an “on-demand” job market, the fluid workforce frequently changes between employment models and job positions, but they experience a lack of support & natural flow. Companies as well as workers are forced into a permanent state of recruiting/searching for jobs.

The service could offers an efficient yet personal process to connect companies and talent and help people transition between jobs.

“If everyone goes freelancing, it will dry your day rate down and it will become so competititve at work.”

Facebook recruiter

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Definition

PROBLEM

OPPORTUNITY

The contingent workforce is not eligible for traditional benefits given to long term employees, such as sick pay or maternity leave, which asserts pressure and a lack of security and certainty.

The service could provide a supporting framework for contingent workers, which creates (a sense of) security to enable them to work flexibly and feel peace of mind.

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PROBLEM

OPPORTUNITY

In a fast changing work environment, companies need to on-board new workers quickly and vice versa workers need to quickly integrate into the company / office culture, to enable efficient working and trustful relationships.

The service could present a mediator between companies and workers which enables an introduction to culture and working environment on an in depth level and acts as a facilitator of trust by taking on responsibility towards both parties.

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THE DESIGN DIRECTION Companies need to respond to the liquid work-force’s wish for flexibility and diversity.

How can we help companies manage flexibility in an era of uncertainty and create adaptable work arrangements which support meaningful professional growth of flexible workers?

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IDEA GENERATION In one of our first idea generation sessions, we used this tool to rapidly generate creative ideas and open up the mind.

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INSPIRATION

MEDIEVAL GUILDS

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“Membership of a guild was an honour as it was a sign that you were a skilled worker who had some respect in society�

Medieval Guilds played an important role in Medieval towns as guilds attempted to guarantee standards amongst crafts in Medieval England.

A group of skilled craftsmen in the same trade might form themselves into a guild. A man would have to work through three phases to become an elite member of a Medieval Guild during the Medieval times of the Middle Ages - apprentice, journeyman and master.

A guild would make sure that anything made by a guild member was up to standard and was sold for a fair price.

Membership of a guild was an honour as it was a sign that you were a skilled worker who had some respect in society. Some members of a guild were chosen to check that other members of the guild were working up to standard. The guild would also look after sick members and it would help the families of dead guild members.

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INSPIRATION

KELLY SERVICE Kelly Services started as “Kelly Girls” in the “mad man era” of US advertising, and used to be a secretary service company, where people could get someone to come in and be a secretary for while, while their own secretary was sick or on maternity leave or sick. What made Kelly Girls special was the guarantee of quality: people knew what to expect from a Kelly Girl, and could be sure that they will be able to do the job, be clean, well dressed and polite.

Today Kelly Girls has turned into Kelly Services, and is a temping agency for various job roles.

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INSPIRATION

FOOTBALL CLUBS Football clubs practice flexibility in the form of “loans�.

In sports, a loan involves a particular player being allowed to temporarily play for a club other than the one he is currently contracted to. Loan deals may last from a few weeks to all season-long and can also be for a few seasons. Players may be loaned out to other clubs for several reasons. Most commonly, young prospects will be loaned to a club in a lower league in order to gain valuable first team experience.

We see an opportunity to adopt a similar model for changing work arrangements.

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INSPIRATION

HOLLYWOOD AGENTS “If you are an actor you would have an agent who presents them in the market place. Someone who is taking care of you. There is nothing like that in our sector.

You are completely by your own. And it is judgemental it is subjective, competitive and it is very ambiguous product that you are selling.”

People like actors, film directors, models, writers and musicians (and other various people from the so called “talent industry”), use talent agents or booking agents to find them jobs.

Agents are third parties who negotiate between studios and clients, making the need for the agents’ services an imperative for each party. They defend, support and promote the interests of their clients. In return the agent is paid a percentage of the star’s earnings (typically 10%).

What if all professions could benefit from having an agent, who promotes them, does the negotiating for them and advises them on which jobs to take and which ones not?

Talent Broker

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INTERVIEW

INTERVIEW

Future of work enthusiast

Assessment Consultant & Founder of Omnifolio

ANDY SWANN TOPICS DISCUSSED Lifestyle: freelance / corporate Problems: freelance / corporate Mass market of work platforms Importance of networking Trust

Career development

TOPICS DISCUSSED Andy Swan has mastered many trades and describes himself as a consultant, speaker, writer, connector, change maker and founder. Currently his primary aim is to make organisations “all about people” and he organises an annual conference by the same name.

Andy has attempted to launch a service with some similar components to our in 2011 and was able to share some helpful insights from his experience with us.

Lack of long-term planning Taxes

NEIL BACHELOR

CV

Professional portfolio

Open data on competences Learning evaluation Psychometric profiling Motivations Capabilities

Neil is an assessment consultant and social entrepreneur with a background in learning evaluation, psychometric profiling and on-line system design.

He has been tracking his daily learning for the past two and a half years, with 3,200 discrete learning events.

One of his motivations for this is to create a data-based CV that reflects his real work and learning habits. He is also a founder of Omnifolio. He shared his experience of creating Omnifolio with us and gave us valuable advice on which steps to take to make Liquid real.

Umbrella companies

“Organisations need to learn how to support human nature.”

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INTERVIEW

INTERVIEW

Team competence expert

Future of work enthusiast

DEBBIE CARLTON TOPICS DISCUSSED Competence DNK Strategic training transformation Business development Work force planning Skills

Knowledge

TIRDAD SOROOSHIAN TOPICS DISCUSSED

Debbie has spent 15 years or more as a successful independent consultant in strategic training transformation, career management and training, workforce development and next generation talent and employability services based on competence and experience as the labour market currency. She is actively involved in a range of sectors (e.g. Oil & Gas, Engineering, Utilities, Defence) in workforce planning & competency gap analysis projects leveraging innovative competence semantic technologies.

Debbie works closely with a key partner, Intelartes, who have jointly developed a framework which can be applied to any competency problem. The heart of the framework is about the dynamic interpretation of competence in context based on the meaning of competence using language, semantic and knowledge processing technologies. This combined with other work force planning or job analysis strategies has addressed many clients’ competence application challenges (talent acquisition, career planning, upskilling, team readiness, performance management, employability etc.)

New relationships with companies Personal professional development Utilisiation of work Diversity & Impact Social Security Attitude

Tirdad Sorooshian has years of experience as a mentor and coach for SMEs and start-ups and works as a change management consultant over 30 years’ global business experiences. People in organisations, leadership and effective work climate and culture and commitment of companies, are just a few of his specialities which we were able to gain insights from.

Knowledge

Types of skills

“Companies cannot expect workers to be loyal as they were in the past. What they can expect is commitment. This is a challenge.”

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KEY INSIGHT

TEAM WORK ‘‘The time spent by managers and employees in collaborative activities has ballooned by 50 percent or more.’’

Working in new industries and professions have changed work requirements. Interdisciplinary teamwork and having well matched and harmonious teams is of great importance for the success of a project.

One study Rob Cross, published in The Harvard Business Review, found that ‘‘the time spent by managers and employees in collaborative activities has ballooned by 50 percent or more’’ over the last two decades and that, at many companies, more than three-quarters of an employee’s day is spent communicating with colleagues.

In Silicon Valley, software engineers are encouraged to work together, in part because studies show that groups tend to innovate faster, see mistakes more quickly and find better solutions to problems. Studies also show that people working in teams tend to achieve better results and report higher job satisfaction. In a 2015 study, executives said that profitability increases when workers are persuaded to collaborate more. Within companies and conglomerates, as well as in government agencies and schools, teams are now the fundamental unit of organization. If a company wants to outstrip its competitors, it needs to influence not only how people work but also how they work together.

The New York Times Magazine, What Google Learned From Its Quest to Build the Perfect Team, Charles Duhigg, feb. 25, 2016

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KEY INSIGHT

COMPETENCES

Competences

An important tool to design harmonious teams are competences. While there are many different definitions of the term competence, we define competences as: your knowledge, experience, skills and attitudes plus the context in which you apply them, divided by frequency and recency - how many times have you used this competence in the last year? Competences help us understand the value of our capabilities better.

Most of the time competence are assessed only after an employee has joined the company whereas in case of the temporary workers there is no assessment at all.

But there is an opportunity because when hiring new employees companies tend to focus on skills and competences are assessed after the employee joined the company. In a hiring “mass market�, assessing and matching team competence can save companies time and money on one hand and help workers to grow professionally inside compatable teams on the other hand.

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CO-CREATION WORKSHOP

EXPLORING WORK We held a exploration workshop with freelancers, permanent employees and a talent scout, to examine their perception of work and test their reaction to different provocations.

The first exercise asked the people at the workshop to tell us about their past work life and about how they envision their future. We supplied them with templates and colourful cardboard pieces to visualise it.

The results presented a usually quite regular and simply structured past and a much more colourful future.

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What if you could have a “Hollywood agent� who finds work for you and tells you what to do next?

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What if you could just swap jobs with one of your friends?

We asked people to comment on the idea of contemporary guilds. In the future we may feel as a part of a network of professionals, rather than belonging to a company.

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“People are lacking opportunities for professional development.

And there is no system that they can use to measure their abilities.�

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TESTING WORKSHOP

LIQUID FOR COMPANIES After we developed the steps for our service “Liquid”, we invited representatives of small and large sized companies to our studio for a testing workshop.

Commenting on the storyboard

Writing down the current journey of building teams

Designing profiles

Marketing the service

We presented our story board to Pedro Tolipan from McKinsey Digital, Phil Highes from the Royal Bank of Scotland, March Catchlove from Herman Miller and Dejan Mitrovic from Kidesign Amal Hmayed from BRD/I Group, to get their feedback on-board.

We also let them do an exercise to better understand how they are currently designing teams in their company.

In a second exercise we gave them components to put together what they would like to see on a worker’s profile and how they would present their companies to workers on the platform. In a final exercise they presented how they would market “Liquid” to companies and workers.

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“I could see this work for us. It would be great if they came back and brought some knowledge about agile working for example.�

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Liquid for me means: Win-win-win, a win for you, a win for your people and a win for other companies.

If you are giving you are getting.

Dejan MitroviÄ?

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INTERVIEW

INTERVIEW

Senior Customer Led Design Manager & former recruitment manager at RBS

Director of Kidesign

PHIL HUGHES TOPICS DISCUSSED Problems: employees vs contractors Belonging to the companies Problems: freelance / corporate Benefits Competences

Trust

DEJAN MITROVIC TOPICS DISCUSSED

Phil Hughes is the senior manager of customer led design at the Royal Bank of Scotland (RBS). Phil has been with RBS for almost ten years, having been in the role of their recruitment manager for three years.

Phil was able to offer great insight into recruiting for a large corporation, as well as teamwork and team building in the same context. As he has experience with human centred design, he was especially helpful as he could see both sides: the user as well as the designer side.

Lifestyle: freelance / corporate Problems of a small company Process of writing project description Importance of networking Trust

Career development

Dejan is a creative entrepreneur with a focus on design, technology and education. Tutors about design, enterprise and sustainability at the RCA and lectures at Imperial College, Ravensbourne College and City University (Cass Business School) in London.

Founded Kidesign – an educational 3D printing company.

Successfully curates different art/design exhibitions, music playlists and delicious recipes. Enjoys dynamic activities: hiking, cycling, swimming, snowboarding, driving…

“When contractor is gone and something goes wrong, who should I contact then?”

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INTERVIEW

MARK CATCHLOVE Director, Insight Group EMEA, Herman Miller TOPICS DISCUSSED Future of work trends Living office Co working spaces Psychology of work Inclusivity & diversity in companies CV & professional portfolio

Mark is director of Herman Miller’s insight group and is responsible for commissioning as well as sharing Insight into the latest thinking in workplace design and related issues. The subjects covered include, The Psychology of Collaboration, Social Capital, Generations at Work, Creativity in the Workplace and Agile Working.

Mark has been employed in the office interiors industry for more than 25 years, working with corporate, public and private organisations. He has specialised in working with the design community.

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PROTOTYPING

DESIGNING WIREFRAMES

Designing the Liquid experience for companies 139

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Designing the Liquid experience for workers 141

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PROTOTYPING

DESIGNING THE UI

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TESTING

SILICON MILKROUNDABOUT Silicon Milkroundabout (SMR) is bi-annual job fair for London’s digital industry. It is attended by over 175 companies and numerous developers, designers and product managers.

We used SMR as an opportunity to introduce companies and workers to the concept of Liquid and recruit interested people for workshops and testings.

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TESTING WORKSHOP

LIQUID FOR WORKERS After the very successful workshop with people from companies, we improved our concepts and then invited workers to our studio for the next round of testing.

Since we decided to launch Liquid for workers from the IT industry first (as there is a large freelance community already and high demand from the company side), we invited permanent IT employees from large companies and start-ups.

We started by introducing the main concept of the service through a short storyboard and then went on to the same exercise we asked companies to do, by letting them put together a profile of a company with the things that they would like to see, as well as designing their own profile. We then test the wire-frames and UI, to find out where we can make improvements in the interaction with the online platform.

We were especially happy to see that here was great interest in trying Liquid from the workers side.

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Designing the profile.

Testing the app.

We asked the workshop attendees to put together a profile that represents what they would like to know about a company before accepting a job offer, as well as a profile that shows how they would represent themselves on Liquid.

We also used the third workshop as an opportunity to test the experience of Liquid’s wireframes and UI.

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TESTING WORKSHOP

LIQUID FOR HR

“In order for permanent workers to be able to return, you could use the concept of the sabbatical.”

Kuldish Silba

We met with the HR freelancer Kuldish Sibia to test the Liquid wireframes and interface of Liquid, and make sure that we get the HR point of view on board.

Kuldish was very helpful with getting the legal details of the transactional relationship right and helped us understand how Liquid could work as a long term competence strategy tool for HR. With Kuldish we decided that one of the contract options for Liquid could be to introduce the time that workers “go liquid” as a sabbatical, to establish continuity of service and make sure that workers can keep their workplace.

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PRESENTING AT THE CONFERENCE

ALL ABOUT PEOPLE All About People builds a content platform and organises a series of immersive events that aim to inspire organisations. It’s their mission to seek out and share thought leadership, practical advice and unique perspectives that cross professional boundaries and improve workplaces.

We were invited to present Liquid at the All About People Conference on the 9th of July 2016 in Bournemouth.

Liquid sparked a very engaging conversation with our audience and we met a great number of people who are interested in Liquid as users, partners and investors.

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Solution

Solution

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Be Liquid. Join the future of work

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Liquid is a platform that enables workers to move between different companies to enrich their work experience.

It matches workers with projects and teams based on their competences.

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LIQUID

STORYBOARD We are going to show you how Liquid works through PinCo, Sai and YellowCo. The Pink Co is medium sized advertising agency and Sai is one of their employees.

But Sai is goingt o go Liquid and Yellow Co is going to host him.

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PinkCo hears about Liquid at a conference they attend. Since the company is struggling to retain their talent and stay competitive on the market, they find Liquid very attractive. They apply on Liquid’s website and choose the Liquid hiring package.

After few days they receive a confirmation of their application and invitation to schedule a adoption workshop for the CEOs & line managers to establish Liquid practice successfully within the company.

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To introduce the new service to the employees, Liquid holds an on-boarding workshop at Pink Co. The workshop facilitators help all employees with signing up to the platform. The Liquid algorithms then show each person’s competence levels and ask them if they are interested in

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becoming Liquid in the future if there would be an opportunity.

Sai, is one of the employees at the workshop and he is excited about new opportunity and he clicks on the button: Interested in becoming Liquid.

PinkCo starts using Liquids. It helps them to make better decisions about the competences they need for each project & build harmonious and more efficient teams faster.

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Solution

As the months go by the amount of projects that Pink Co is working on goes down and they can’t afford to retain everyone who they do not need at the moment, but they don’t want to fire anyone either.

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The CEO decides that they are going to propose to few people to go Liquid for a couple of months. They see this as a great opportunity to bring new knowledge into the company.

They also schedule a meeting with Sai to discuss the option. Since Sai already thought of trying Liquid to experience something different and didn’t feel like he was developing recently, he is very happy to hear about the opportunity.

At the meeting they decide together that Sai can go Liquid for three months and then come back to work on a new project.

Sai agrees he is going to work on his web development competence.

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Solution

At the end of the meeting the line manager activates his profile.

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Sai can now improve his profile and set work preferences about flexibility, price and in which sector he would like to develop his competences.

Meanwhile Yellow Co, they have to replace one of their workers as she will be going on maternity leave. By using Liquid they discover Sai’s profile and as he is a perfect match they send him an offer to work with them.

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Sai receives a couple of offers from different companies, and compares them.

He really likes the personal message and company profile of Yellow Co.

He is excited about the project and the positive impact he can have by working for a healthcare project, so he decides to accept it.

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Then he receives an email with onboarding information and Sai, & both companies receive a contract to sign.

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The next day Sai is nicely surprised with a call from Adam, his team buddy, who welcomes him in the new company and introduces to the team dynamics.

Sai starts his first work day full of optimism, since he had been already introduced to the new working environment.

After the first day, Jay - his Liquid consultant - calls him to ask about his experience & offers his help whenever he has a question or a problem.

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Sai enjoys working on the project with his new colleagues. Every week he updates his progress.

On his last day of the project Sai receives an email asking him to provide reviews for each team member and rate their skills and the quality of the match. His team members provide feedback on his profile as well.

Reading the positive feedback from his team members, he feels encouraged and looks forward to bringing the new knowledge to his home company.

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At the same time his line manager at Pink Co, received an email with suggestions on how to plan Sai’s return, and information on how to share his new knowledge inside the company. He checks the updated analytics of the company and is very

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satisfied with the new knowledge, Sai and other Liquid workers are going to bring to the company in the following month.

He schedules a meeting with Sai to discuss his new responsibilities and assigns him to a new team.

If his employees would like it, he is sure, he would propose to do it again. Maybe even more often.

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LIQUID

LIQUID COMPONENTS Liquid was designed for people who share the values of millennial generation. People and companies who look for diversity, flexibility and work-life balance.

On the platform we have companies, employees & freelance workers and it is specialised on temporary and project based work.

Liquid consists of 5 main components.

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Solution

COMPETENCE ASSESSMENT SYSTEM

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WORKERS ____ With the competency assessment system workers can analyses their competences as well as their attitudes and motivations, to help them understand them better. To enable this the user is asked to import and input data about their experience, knowledge and skills and answer a set of psychometric questions.

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COMPANIES ____ With this tool a company gets an overview of all competences their employees possess and understand the company’s capabilities as a whole.

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TEAM DESIGN TOOL

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COMPANIES ____ The team design tool helps companies to create well matched and efficient teams.

By inserting the project description, which is structured with the help of Liquid’s template and adding experts who are already in the team the t.d.t. will instantly suggest what competences the team still lacks to reach the project goals. The company can then search for the suggested competences and Liquid will offer a selection of the available profiles who present the best match for the project and the team.

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HIRING TOOL

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COMPANIES ____ If there is no one inside the company with the specific competences needed, the tool will suggest external available workers from the platform.

Companies can then check their competence as well as personal profiles, and then short list their favourites to compare them. With hiring tool company can send a message & offer very quickly to the desired worker and recruit & pay him through the platform.

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WORKERS ____ As for the worker, the recruitment tool enables them to present themselves and their competences to potential employers effectively.

They will receive offers that best match their work preferences, compare them and choose the most exciting project with the most suitable team.

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RESOURCE MANAGEMENT TOOL

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COMPANIES ____ With the resource management tool the company can constantly see the updates of their workers’ progress and have an overview of company capabilities & trends about demand and supply on the market. According to their business plan they can suggest to select workers to move to different companies and learn new skills and knowledge. They can also use resource management tool when their workers go on maternity/paternity/sick leave and find the most similar replacement.

5

CAREER MANAGEMENT TOOL

WORKERS ____ Finally, the professional growth tool enables workers to track their progress and compare them to the trends on the market. Based on the information about the current demand they can plan their professional growth and P.g.t. can provide them with customised advice on how to improve their employability.

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INTEGRATION

OFFLINE SUPPORT Liquid’s services are not limited to the online component but contain important offline support.

Companies receive training session for their staff: HR, project managers, and executives (depending on the size of the company) will be taught how to use Liquid’s tools efficiently, how to deal with new liquid workers, and how to use the new knowledge internal workers bring from their Liquid experience.

One of the tips that Liquid gives companies is for example to select one of the team members to become a “team buddy” and take care of introducing new Liquid workers to the company and team culture.

For the employees Liquid provides an on-boarding workshop to help them understand the advantages of going Liquid and create their profiles.

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INTEGRATION

QUALITY ASSURANCE SYSTEM BEFORE

Before companies and individuals are accepted onto the platform, a pre-screening and verification of the information provided takes place, to make sure only the best workers and companies become a part of Liquid.

DURING

During the placement, check up calls are carried out to ensure the match satisfaction of both sides.

If someone is unsatisfied the Liquid team is there to help.

AFTER

After the placement the feedback process supports the improvement of the matching process and helps with reviewing people.

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VALUE

COMPANIES

HIGHER EMPLOYEE SATISFACTION > RETAIN TALENT

It increases employee satisfaction and by that helps them to retain valuable talent.

ON-DEMAND COMPETENCES

It gives them access to to a pool of on-demand talent, specific to their needs.

SAVE MONEY & TIME ON HIRING

By that helps them to save time and money on the hiring process by only filtering out the best matches.

TRACK INTERNAL COMPETENCE IMPROVEMENTS

It helps companies with tracking internal competency improvements and through diverse experiences of their employees they improve resilience and overall company capabilities.

BETTER MATCHES > IMPROVED WORK QUALITY

Due to psychometric and cultural testing liquid makes better cultural matches which improves work harmony and quality.

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VALUE

WORKERS

DIVERSITY BUT SECURITY

Workers benefit from experiencing diversity and learning from new colleagues, while having the security of a permanent workplace.

ENHANCED DYNAMIC CAREER PLANNING

They are able to track their professional growth and take ownership of their career.

HIGHER EMPLOYABILITY THROUGH COMPETENCE TRENDS

And improve their employability by responding to trends in the demand of competences.

WORK LIFE BALANCE

The will be able to achieve better work-life-balance by choosing work arrangements that suit their moment in life.

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BRINGING LIQUID TO THE MARKET

PACKAGES

Liquid comes with two different package options for companies and workers.

Companies can either opt for the team design package which comes as a subscription and offers access to the competency assessment system and the internal team building tool. With this package we believe we will be more attractive to bigger, more traditional companies, who can use Liquid just internally.

Or they choose the hiring package, which gives additional access to the hiring tool and the resource management tool. Small companies can pay for this as a per-hire basis while large companies can take advantage of a subscription model. The starting market with the hiring package will be SMEs. When independent workers sign up to the platform they have access to the free competency assessment package which includes the competency assessment system and the hiring tool. They can then choose to subscribe to the premium package which will gives them the benefits of the career management tool.

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BRINGING LIQUID TO THE MARKET

REVENUE STREAMS PACKAGES

The packages for the companies & the packages for the workers.

BIG DATA

We also monetize the big data we collect on competences, by selling it to Universities and other organisations that may benefit from the information.

PRODUCT PLACEMENT

There will be relevant and targeted product placements by third party partners such as insurers and companies that offer professional development courses, in the form of offers for liquid experts.

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BRINGING LIQUID TO MARKET

BUSINESS CANVAS

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Key partners

Key activities

Value proposition

Customer relationships

• Omnifolio // matrix// aq. of resources & activities • Debbie’s company // matrix // aq. of resources & activities ____________

• Build & mantain platform • Data verification • Providing on boarding workshops & support • Selling data

Company • Fill skill gaps • Improved companie’s capabilities • Risk reduction with people they hire • Cost reduction: hiring & improving the utilisation rate • Attract more talent (more attractive employer) • SMEs: make money through lending & more competitive

Company • Membership • team building - self service/automated service (asses) - personal assistance (workshops + consulting) • team & hire - self service/automated service - community of workers & companies - pers. ass. (see above)

• 3rd party professional development sides > offer products through us > add value & support for users • Penna consulting > offer servi • 3rd party insurance firms > offer products through us

Cost structure

Key resources • Advertising • Employees for data verification, workshop facilitation & call center (consultants?)

• Data (of demand & supply & trends) • Office

One-off fixed cost • platform & app • Pay partners?

(Debbie, omnifolio, data analytics)

Employee • Higher job satisfaction through diverse opportunities // work-life-balance • Professional development & higher employability Freelancer • Performance: planned professional development • customised matches // better working environment (better teams) • Convenience: less tax hassle • Convenience: ger relevant job offers // don’t search

Recruiting fixed cost • employees salary • rent (ettice) > utilities Variable costs • cost of adding additional users

Worker • community membership • dedicated personal?

Freelancer •community membership • automated service (matches/asses) • dedicated personel > call

Customer segments Company • SMEs - Need - Temporary & specific - Replacement - Other - Temporary redundant workers - Retain &satisfu workers Workers • Security but diversity (company workers) • Full flexibility (freelancers)

Channels • Platform / online • E-mail • Phone / call center • In person // coming to computer office

Revenue Streams Companies • big company: membership subscription fee (team building tool: subscription fee) > fixed price (categories) • small companies: per hire > dynamic

Workers • premium version subscription cost > fixed price (categories)

Both + others • selling information (asset sale) > fixed price (categories)

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Solution

BRAND

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BRAND

BRAND

Values

_ Empowered _ Explorative Attributes _ Connected Attributes _ Collaborative (friendly) A platform that makes matches between A competencplatform that makes matches between _ Welcome (belonging) experts & project teams based on expertsdevel& project teams based on competenc_ Committed to quality es. It supports meaningful professional es. It supports meaningful professional devel_ Free (unbound) opment by offering tailored information on on Innovative (company) how to advance competences. opment by offering tailored _information how to advance competences.

Benefits

Personality

Values _ Impact _ Empowered _ Fullfillment _ Explorative _ Enabling _ Connected _ Professional _ Collaborative (friendly) _ Advanced _ Welcome (belonging) _ Trustworthy _ Committed to quality _ Dynamic _ Free (unbound) _ Innovative (company)

_ Impact _ Fullfillment _ Enabling _ Professional _ Advanced _ Trustworthy _ Dynamic

Benefits Personality _ (King with harem) _ Companies are enabled to retain talent _ (King with harem) talent4) (Fantastic through higher work satisfaction_&Companies helps themare enabled to_retain _ (Fantastic through higher work satisfaction & helps them _ (Foodbal player who switched teams a lot) 4) save time and money in the hiring process & _ (Foodbal player who switched teams a lot) save time and money in the_hiring process & Hollywood agent through moving temporarily underutilised _ Hollywood agent through moving temporarily underutilised employees. employees. & _ Company workers can grow professionally Essence Company gain flexibility by gaining diverse _work experi-workers can grow professionally & _ Dynamic gain flexibility ences in different companies, without loosing by gaining diverse work experi_ Enabling Supporting ences in different companies, without & loosing the benefits & safety of a permanent workplace. _ Collaborative the benefits & safety of a permanent workplace. _ Freelancers get more suitable work, by get_ Fullfillment & purpse (impact) Freelancers get more suitable work, by getting matched to teams & projects_ and get _ Pushing current standards ting matched to teams & projects and get support in professional development, increase support in professional development, increase employability, through getting information about competence demand.

Essence _ Dynamic _ Enabling & Supporting _ Collaborative _ Fullfillment & purpse (impact) _ Pushing current standards

employability, through getting information about competence demand.

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LIQUID

BLUEPRINT

BLUEPRINT - print_ServiceDesign_Kristi&Mandana.pdf

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LIQUID

STAKEHOLDER MAP

PLATFORM

3rd PARTY PARTNERS Project area

BIG DATA

Leadership

The main stakeholders within the Liquid platform, may vary from company to company.

While there will always be the company employees and contingent workers on the “worker” side, companies may wish to choose different people to operate Liquid, based on the size of the firm. While the HR of medium sized or large firms, may find Liquid use Liquid for the planning of long term competence strategies within the company, project, team, or line managers may use Liquid directly to speed up the process of hiring specific people on a regular basis. This process depends on existing company dynamics, which will be identified during the adoption workshop with company staff that is in operation roles.

COMPANIES

Operations

HR

EMPLOYEES CONTINGENT WORKERS

GOVERNMENT

SCHOOLS & UNIVERSITIES OTHER ORGANISATIONS

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LIQUID

ROAD MAP We have a four phase plan to roll liquid out: In phase one liquid will consist of only the competence assessment system. It will be a tool that people and companies can use to assess their competences; this will help us with collecting data on competences and improving our algorithms.

The next step will be to roll out a team design tool, which companies can use internally.

In the third phase people will be able to start moving between companies, while in the fourth phase we will open up the application process to freelancers, and companies will be able to source experts from a pool of permanent employees as well as freelancers. We will start with one industry to begin with; the IT industry as there is high demand a large freelance community already.

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Solution

Liquid is a platform that will change the way people work.

It respects people values and enables flexibility and freedom by changing current employment models and adjusting them to our lifestyle for better work-life-balance.

kristi.hodak@network.rca.ac.uk mandana.dilmaghani@network.rca.ac.uk