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Willis Towers Watson Public — Willis Towers Watson — Investor Presentation (May 2020)
18 slides from Willis Towers Watson Public's investor presentation, May 4, 2020
Slide 1: Navigating the Covid-19 Crisis: The New Normal of the Workforce
Navigating the Covid-19 Crisis: The New Normal of the Workforce Sharing by Willis Towers Watson for the Malaysia Context (Version 2.1 – 4 May 2020) The content herein was presented in partnership with ICDM for the Covid-19 Webinar Series - Navigating the Covid-19 Crisis: The New Normal of the Workfo
Slide 2: Today's Agenda
Today’s Agenda Willis Towers Watson Speakers Shai Ganu ICDM Faculty Managing Director, Global Recap of Part 1: Managing through the Crisis Leader - Executive Compensation and and Restoring Stability Governance, Willis Towers Watson Operating post-crisis: Mid- to long-term actions to sustain human ca
Slide 3: Recap from Part 1: Key takeaways to respond to Covid-19
Recap from Part 1: Key takeaways to respond to Covid-19 and prepare for the way forward Have a clear exit strategy to navigate the aftermath of lockdown, while prioritizing wellbeing of employee post-crisis world There is no one size fits all solution – assess the level of impact Covid-19 will have
Slide 4: Addressing questions and challenges from Part 1 Webinar
Addressing questions and challenges from Part 1 Webinar Malaysia Context - Unemployment Leadership Requirements and Trust 1. Unemployment statistics resulting from Covid-19 1. Mindset of leaders in setting expectations for WFH 2. Fostering trust between management and employees Business Performance
Slide 5: Three distinct stages of the situation and key scenarios
We see the situation unfolding across three distinct stages, along with the key scenarios and its priorities to address the current realities and prepare for the journey forward to protect, preserve and create human capital value Three distinct stages Key scenarios and priorities 1 | Managing throug
Slide 6: Reimagine and Reinvent & Reform for HR 4.0
Reimagine and Reinvent & Reform for HR 4.0 – Build agility and resilience to accelerate business recovery and making it stronger by unlocking new levels of performance and productivity 3 | Operating Post-Crisis Reimagine and Reinvent & Reform for HR 4.0 Sustain Human Capital Value Challenges Challen
Slide 7: Key imperatives for post-Covid return
Key imperatives for post-Covid return: Aligning organizational and people elements to what is required to accelerate revenue recovery Broaden Your Reset Culture & Redefine the Core Make Work Portable Employment Repertoire Experience to rapidly recover to enable new ways of 1 revenue 2 working 3 to t
Slide 8: Reinventing the workforce through jobs for alternative ways of work
Reinventing the workforce through jobs for alternative ways of work looking at which part of the work can be automated, be done by human and augmented to create more value 1 Deconstruct jobs into their 2 Assess the best way to activities and classify the automate tasks and redeploy tasks so all of t
Slide 9: Reinventing jobs guided by Return on Improved Performance (ROIP)
Reinventing jobs must be guided by what will drive value, based on the Return on Improved Performance (ROIP) of different types of work As we look at the work, where does improving performance enhance Strategic Value? Where does it mitigate risk? ORGANIZATIONAL VALUE Positive Exponential-Value: Nega
Slide 10: In action – Reinventing the Bank Teller Job
In action – Reinventing the Bank Teller Job The tasks of the bank teller are divided into two categories – many of the tasks that are repetitive and independent can be replaced by technology (Automated Teller Machines (ATMs)) Repetitive Independent vs. Physical vs. Tasks and Activities vs. Variable
Slide 11: Pivoting together into a 'new-normal' post-crisis
The crisis has placed emphasis on the need for organization and people to pivot together as we emerge into a ‘new-normal’ post-crisis We are asking – and needing – employees to exist in new environments, think in new ways How do we reset culture and and act differently. experience for the new normal
Slide 12: The goal for operating post-crisis: return to full speed
The goal for operating post-crisis is to be able to return to full speed in shorter time-frame to drive business performance in the new normal Organizational Climate Journey (Post-Crisis Change Journey) Connecting Contributing Status Quo Limiting Renewed Accelerating Rigid, hierarchical and business
Slide 13: What a High Performance Employee Experience looks like
What a High Performance Employee Experience looks like, to bring people through the change journey, be connected to a new purpose and build resilience for what lies ahead CONNECTING CONTRIBUTING INSPIRATION TRUST DRIVE GROWTH “I am inspired by what our “I trust our leaders to use “I’m ready and able
Slide 14: Actions Considered: Mid-Term
Work Employee Experience Reimagine and Reinvent – Guide and action items to focus on Total Rewards Wellbeing 3 | Operating Post-Crisis Reimagine and Reinvent Sustain Human Capital Value Going into a New Normal Review workforce strategy and Implement employee listening strategy & Mid-Term configurati
Slide 15: Actions Considered: Long-Term
Work Employee Experience Reimagine and Reinvent – Guide and action items to focus on Total Rewards Wellbeing 3 | Operating Post-Crisis Reimagine and Reinvent Sustain Human Capital Value Moving to Future Way of Work Shift to future workforce model and Leverage work-technology integration Long-Term br
Slide 16: Call to action for post-Covid return
Call to action for post-Covid return: Aligning organizational and people elements to what is required to accelerate revenue recovery Broaden Your Reset Culture & Redefine the Core Make Work Portable Employment Repertoire Experience to rapidly recover to enable new ways of 1 revenue 2 working 3 to ta
Slide 17: We power ambition for the Future of Work, Reinventing Jobs and HR 4.0
We power ambition for the Future of Work, Reinventing Jobs and HR 4.0 Our intellectual capital and thought leadership “COVID-19’s impact on work is far more profound than just changing where people work; it is also fundamentally altering what work is performed and how we perform it.” - Ravin Jesutha
Slide 18: Thank you
Thank you Towers Watson (M) Sdn Bhd “The best way to predict the Menara Dion, #26-01 27 Jalan Sultan Ismail future is to create it” 50250 Kuala Lumpur Tel: +603 2372 0500 - Peter Drucker - If you have any questions about this document, please contact: ▪ Shai Ganu – Shai.Ganu@willistowerswatson.com ▪
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