The pace of technological innovation is accelerating. How we work, the nature of our work and even what we mean by work is changing. Automation and ‘learning machines’ are already replacing humans in their jobs and changing skill sets which companies are looking for in the new age workforce. These challenges come at a time when governments and business leaders are grappling with an environment of disruption and instability in societal and political surroundings. This brings us to what are the questions we must ask about the future of work with regards to the governments and business organizations. For instance,
- We need to understand how we must be prepared for tomorrow’s workforce?
- What are the infrastructure governments and organizations have in place for Globalization 4.0?
- What are the inherent risks that will come with the future of work?
“With all the talk about automation, many people are anxious about the future of work. Organizations should take the lead and own the story, by building a strong narrative that covers what the future of work means for the company and its people.”
– Carol Stubbings, Joint Global Leader, People and Organization, PwC
How workforce leaders and government policymakers can address the questions on managing the future of work:
The Future of Work Isn’t Just About Technology, Its About People
It’s an established fact that the ways of work have evolved due to digitalization and automation. However, the real question is not about how modern technology is but how humans decide to use technology. In order to achieve success in this race of talents, we must focus on harnessing the ability of employees whose jobs are still safe from automation.
This talent can play an important role by helping companies to develop, innovate and strategize to successfully reach their end goal. Creating an engaging people experience is not just about managing workloads but also related to work conditions. It is vital for businesses to have an inspiring management style which can help to train the workers. Organizations must commit to:
- Support ‘intrapreneurship’
- Move beyond ‘best practices’
- Provide autonomy
- Adapt an agile style of work
- Build social resilience
- Tackle burnout and encourage vitality
A Fusion of HR, Technology, and Organizations
Rather than the organizations, it is the HR leadership which is more engaged and comfortable in executing their plans to prepare the workforce of the future. However, onliest HR efforts won’t meet with favorable results to make sense of workforce disruption. There’s a real need to get HR leaders, technology, businesses and governments on the same page to accelerate preparations for the future of work. Organizations must commit to:
- Coherently communicate initiatives aimed at improving the human experience
- Coach HR managers in implementing leads and measuring their success
- Encourage an inclusive and diverse future of work
Harness The Potential Caliber of Flexible and Remote Talent
As the concept of work is changing, so is the scope of work. There has been a rise in work trends like ‘mobile economy’ or ‘flex economy’. The number of freelancers, contractors and portfolio workers has been increasing. Identifying where and how to engage this ‘gig economy’ talent henceforth becomes extremely important, yet many organizations seem ill-prepared for this shift. With more on-demand platforms emerging to support agile, cross-geography and responsive work models, the enterprises must take advantage of this wider market. Organizations must commit to:
- Think innovatively of accessing global talent
- Build trust and engagement with this group of talent
- Crowdsource ideas
- Keep track of technological progress and make decisions based on corporate purposes
Get A Robot Reality Check
Businesses and governments must understand the fact that they can’t protect jobs made redundant by technology. Robots inventions are to create opportunity, prosperity and are overall good for the economy. At the same time, companies should train workers for the higher skilled jobs of the future. Organizations must commit to:
- Building a clear strategy for the future of work
- Support workers with reskilling and redeployment
- Share your strategic vision with your employees to earn their trust and support
- Be transparent about the commercial pressures about the adoption of new technology
Use HR Analytics
The sophisticated technology in HR has gone beyond hiring and adjusting department structures. Now HR has an increasing interest to see how it can provide a return on investment (ROI) for the organization’s overall goal.
HR analytics offer far better insights into the employee data. The workforce analytics applications help business leaders to develop and improve recruiting methods to make informed decisions and keep the best talent in the company.
However, despite the highly developed data many organizations still face difficulties to take the desired approach at it. The top-three ‘at risk’ areas faced by companies relate to lack of analytical capabilities organizations must commit to:
- Build analytical awareness
- Reduce people process bias through analytics
- Use analytics to personalize the people experience