All right. Good morning, everybody. Good morning and good afternoon. And welcome to this session webinar we have this morning. This is about changing winds today. We're going to talk about how changes in the society is also impacting our people strategy and our HR tech strategy. And my name is John Christensen. So as we see, we have changing winds in society and we also we also experiencing this in the people strategy world and the HR tech. And this is really impacting how we're doing things today. So we have put together a webinar today with a team of our senior consultants. We have Julius, Anne-Marie, some of our partners, myself. I will be doing the introductions. And then we have Ludmilla and Kasper. And each of these consultants will be covering several topics. So after I have done the introduction, you will be able to choose two topics. First, you go into one topic. And then after that, you go into the second topic after this introduction. So changing winds. So changing winds. So as you have all experienced, we see demonstrations. We see people seeking more freedom. We see people seeking equality. And so what we are observing in society is really four major factors that are changing how we connect to each other, how we relate to other people and how we relate to the organizations and just people we work with overall. First of all, we are really seeking more value and more meaning and purpose in what we're doing. So what we are expecting increasingly is also that the organizations we work with, that they have a purpose and they are part of the change that we would like to see in society. Secondly, innovation and change. And as you can see, I joined the workforce many years ago. And when I joined the workforce, change was a constant and change was going to happen faster. But what was different back then was that change was happening to us. Now people are demanding change. So there's a difference in how change is happening. And there's a difference in how change is being demanded from different sides. Also, fairness and equality is a huge trend, of course. We have seen Me Too. We have seen several waves of Me Too. And it's probably going to continue in the future. But people expect fairness and equality. People expect when they start working, when they do their career, they expect that they are on a level playing field and everybody expects that. And that can seem very basic. But that was just not how it was 10 or 20 years ago. People knew that they did not have the same opportunities. Now it is being expected. And then the last one is an experience. And this is really something that has kind of been sneaking in on us. But since we had the mainframe computers, then we had the PCs, and then we had the smartphones. And now we have the apps. And it is very difficult to follow just how fast it is moving. But ease and experience is key. So you have new apps coming up that can do things in a different way, in a smarter way, in a faster way. And people just expect everything to be very easy and to have a seamless experience when they're trying to do things. So we're now going to see how these broader values and these broader trends are going to impact how we do stuff in the people strategy and technology world. So, but also let me just reference, these are some of the things we are looking at. So a lot of the focus in our side, of course, is going from HR to people. And that is not exactly new. And that is not exactly new. But we are still seeing a lot of strategies, a lot of programs being top-down driven rather than people driven and rather than more centered on the initiative of individual people. So there's a lot of focus on that. And there will be increasingly more focus on people. Also, human capital overall and ESG factors, for example, that you are assessing what is the company's impact on environment, on sustainability, and governance, and governance, and ethics. This has also been around for a while, but now it's really becoming an integral part of how businesses are being run. And also how businesses are being assessed for the value and the ethical message. And this is also one of the reasons why the leaders of companies are becoming increasingly important when they are signaling the values and the beliefs that they have in society. And then we have also recently, we actually read a really good book by Josh Burson, where he's summarizing a lot of the first person, where he's summarizing a lot of these trends, the book Irresistible. So it is a great book that really summarizes some of the elements where you're going from a hierarchy more towards teams. You're really looking at work more broadly, not the specific jobs. The manager is more trending to be a coach rather than a boss. And I will not go through all of these, but the focus is really more about the relations and less about the hierarchy and less the roles and responsibilities. Yes. So this is really changing. And a lot of you out in the organizations, you probably already have people officers or you have people services rather than HR services. But just to really outline what is in this shift and what it means for you. So the HR strategy is really a top-down driven approach, of course, where you would define the strategic objectives of the organization, the goals, you would cascade down the goals, and you would cascade down the objectives of the departments and the teams. So that is going much more towards purpose. And what you're seeing today is that rather than be cascading the objectives, the individual units of a business and teams of a business actually define their own purpose. And that connects to the second level, so that rather than doing the hierarchy and roles and responsibilities, then people have skills, and then by connecting the skills you have in the different teams and then looking at the purpose, then you can be more innovative in finding new ways of resolving your issues or new products, new services, and new channels to market. So again, also functional specialization, that is probably the biggest thing that is really changing, where if you look at it today, the organization is actually a functional structure. And what that means to have a functional structure is that you're not supposed to have overlapping skills or overlapping responsibilities in the organization. So in each part of the organization, they're supposed to do their own part. But when you are moving to a more purpose and skills-based organization, then you will see greater overlap in skills, and you will see greater overlap in what people do and how they define the work. And this will actually allow people to work together in new ways to deliver more innovative solutions and designs. And managers, of course, you will see greater overlap in new ways to deliver more solutions. And managers, of course, you know, moving towards coaching people, because the teams and the people in the teams are the ones who actually develop many more solutions. And then again, rather than being focused on processes, manuals, and compliance, it's going more towards experience, suggested actions based on AI, and guides and transformational situations. So this is not a one-zero situation, but it's definitely much less of the data strategy. So it's actually much less of the data strategy, and much more of the people strategy. Checking in with the new employees, are employees doing well? What kind of training should employees have? What kind of people do they talk to? So you can suggest learning, then you actually see how the AI can also be part of supporting people, supporting individuals, and supporting the organization. And then number three, the experience is, as I said before, this is really becoming an expectation that how you do things, it has to be easy. So in the past, there was really either you could do it the compliant way, or you can do it the easy way. And they would be two very different ways. But now the expectation is increasingly that the easiest way is actually also the compliant way. So the technology has to find a way to make the two meet. And then integration, of course, that we see solutions will be integrated much more. And what is happening in the technology space is that these vendors are trying to build items from these four dimensions to develop new technology, new solutions and services. So when you then look at the development of talent, what is that actually going to look like in the future? So for example, when you look at learning, as I said before, learning will probably be much more suggested. So rather than having a training catalog that sits on the shelf somewhere or in a folder, then learning will be suggested maybe based on who you communicate with, or the type of programs you're working on, or otherwise, some of the purposes of what you're trying to do. So learning will become a much more suggested item that will be nudged and kind of pushed to you. New jobs and job mobility internally will also change. We're already seeing that with the talent marketplace internally. But this is still an area and this is actually a really good example of where you can see the good old functional structure struggling. Because you probably have concepts like poaching, where if somebody has been hired into one department, then other people should not be taking this employee, because that would be poaching of the talent in the other department. But that really has to change so that you're looking at the skills and how you can maximize internal mobility and people development. Because it will not be so much promotions that will develop people in the future. It will be the internal mobility and opportunities people have. And then developing leaders will be the same. There will be AI guides and so on. Solutions, of course, will change. There will be more suggested talent and proposed talent. Rather than derive through PowerPoints that are printed out in small meetings. And mentor and mentorships, etc. Also opportunities. Okay. And to navigate this whole complex world, you will have solutions. You see, we still have some of the HR suites or some of the big packages, like Workday, SuccessFactors, Oracle, but we see also many other solutions coming up that are really interesting, like like Gloat or Eightfold and some of the other ones. So some of them can do really advanced analytics. Some of them can do really like a talent marketplace. And you will see more of those later on in the session today. And then also experience-based. Just to have a very quick look at what that looks like. Then you see on the left side, you see some of the employee use systems. So employees, they use LinkedIn, they use YouTube, they use Microsoft, they use Microsoft, they use Microsoft, they use Microsoft, you know, Outlook, Teams, etc. And the experience, the way we see it will go much more in that direction. So some of these systems will actually be the people slash HR systems of the future, where you will do things, you will make changes, and then it will cascade through to all of your systems. And then of course, you will have talent and intelligence applications where you have some maybe some of the more fancy systems on top. And then you have a backbone of a more traditional HR system. And the backbone of the traditional HR is probably something that you will see less and less in the future. So now that was enough for introduction. So now I would like to introduce you to the team, the four people who will be doing the breakouts. So first of all, welcome Julius. Thank you, John. I'm Julius. I'm here to talk about talent acquisition today in the first breakout. You can choose. And then Anna-Marie. I'm Anna-Marie. And I will host a breakout on skill-based talent management, where we look at how the trends that John has outlined will impact the way we approach talent and talent management in general. I'm Ludmilla. And I'm going to host a breakout on driving change through employee experience. So if you're interested in how the two connected, come and join my breakout. Yes. And my name is Casper. I will do an introduction on what employee experience is and why it's more relevant than ever. So we try to grasp that and become a little bit smarter. On this slide, as you see here, we now have the breakouts. So this was the introduction. You have four different topics. And Julius, who was just getting started, he will be talking about the skills-based talent acquisition. Then Anne-Marie about from talent management to talent intelligence. And Casper has a session on experience. And Ludmilla on journeys. And you will now be able to select these different sessions from your screen. And you will have about 15, 18 minutes in this session. And once you leave that session again, you will be able to choose another one. And that will be your second breakout session. So what I can say is that we are being engaged by a number of organizations that are struggling with employee engagement where employees are leaving because they feel there's a lack of development opportunities or they want more personal development. So some of these factors is what we are seeing a lot. So we are engaged in the employee value proposition projects and career portals, etc. So if you are having some similar challenges, then we hope that this could be of inspiration for you. And this could lead you to think about how you do things at your place. And of course, reach out to us if you want to know more. But otherwise, we just hope that this could provide inspiration and could provide some opportunities to research something further that could be of value and help to you. If that's before I close down. If that's before I close down. I see we do actually have a couple of minutes. Does anybody have any general question they would like to raise? Then we do have a minute. It's not a super big group, you know, so it's not it's not so dangerous to ask a question. No. All right. Well, then I will not stand between you and your second morning coffee. So we would like to thank you, all of us. And we hope you have a great day. We hope we were able to inspire you. And until we speak again. All right. Bye. Bye.