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Future of Work fundamentals.

McKinsey, IDC, Gartner, The Washington Post, WEF Davos, IFTF Institute for the Future, Ceridian, Constellation, Mercer, Raconteur — every relevant medium is thinking about Future of Work. Why?

Rising automation, job losses, new skills, flexible and inclusive workplaces, inclusion gaps, social mobility — the experts say much about these future trends on the market. In our turn, we want to emphasize the crucial fundamentals of work that are indispensable in HR.

Future of Work fundamentals

HRForecast gathered the most emerging fundamentals of the Future of Work

Future of Work fundamentals

TOP priorities of HR leaders today.

1. Adapting to the changes that Future of work brings with it 

Each trend is impacting the organization. No matter how much we yearn for the “normalcy”, some business aspects will change forever. Businesses should understand this and start working on adaptability to the new normal. Companies will have to rethink, not tweak, their business models and rebalance their priorities.

  • For instance, now, when the world is flinching from lockdown effects, the business leaders have realized the uselessness of the multi-year strategic plans. For many, if not all, organizations the 3-year strategic plan may be gone and planning will occur quarterly.
  • Another important change that one must understand is the permanent workplace shift.
  • Increase in the need to foster the global presence
  • Increased use of automation, Big Data and AI

2. Development of critical skills and competencies

The second highest priority is the development of critical skills and competencies.

To adopt a more dynamic approach to managing changing skill needs, HR managers must first identify areas where priorities and associated skill requirements will change significantly. Further, roles and projects that need support should be broken down into individual skills and results. Leaders in training and development can team up with managers to train a selected group of motivated and influential employees to provide individual support in training colleagues.

Some of the essential questions that needed to be clarified:

  • How will specific job roles and skill profiles evolve in the short-, mid- and long-term future?
  • How are skill requirements impacted by new technologies and trends (e.g. digitalization)?
  • How can I optimize talent development, training, and recruiting according to future job requirements?

Finally, the organization’s internal movement should be encouraged by asking employees to define their skills, goals, and contact points regarding organizational skill needs.

3. Change management

Change management is a lever for professionals who want to keep an organization profitable in a change situation.

Everyone knows about the relevance of change management – how important it is, useful and necessary. From our observations, few managers and employees can explain what needs to be done for change to succeed.

To achieve a culture of open change, HR must support managers and executives in creating a two-way dialogue that recognizes that change is complex and listens to employees’ reactions.

4. Employee experience

The pandemic and its aftermath have shifted employee experience to maintaining a distributed workforce’s effectiveness and commitment. Some employees work remotely, some working fully or partially, and others in the workplace.

To evaluate the experience of employees during the interruption, HR must address three challenges facing their organization:

• Organizational credibility: to what extent do employees feel that we truly value people and care for their well-being?

• Engagement with colleagues: how do employees work with team members and learn from them?

• Right opportunities: do we help employees develop the skills, tools, and resources they need to succeed in this turmoil and in new everyday situations?

5. Current and future leadership

More than ever, organizations need viable leaders. To build resilience, leaders need support at the individual, group, and institutional levels.

HR needs to work with leaders to identify skill gaps and build partnerships between leaders who allow them to help each other by bringing people with additional skills.

In remote working environments, employees are 3.5X times more likely to work with five or more teams than in the office.

Managers need to learn how to lead better when it is unclear how to identify and provide the necessary resources for their team and link their teams better and send reports to others to develop skills and gain more resources.

From an institutional perspective, HR must ensure that performance management goals reflect and reward leaders who effectively link teams to the right resources. Leaders must also be empowered and encouraged to dynamically adjust annual performance goals and review all work processes according to the right priorities.

Future of Work fundamentals

So, what’s the line on this?

Managing the shifting Future of work is a top priority for business leaders in the post-COVID-19 world of XXI ca.

If there is someone within your company who thinks that this is just another buzzword, then we can disprove it, because Future of work is among us.

If someone says (the most common answer) that “Future of work is for Western companies and their managers while our aim is to implement the new strategy, keep sales at the planned level, reduce costs, etc.” — Well, this is the Future of Work!

If someone else says, (typical answer, by the way) “Future of work is not for everyone. This is the same as HR — effective work and management is an HR task. They need to know what to do with people so that they finish the project on time without dispersion of resources, join the new organizational structure and, in general, be a team”. — Well, this is also what is called the Future of Work!

So, there are plenty of areas of Future of work, but the most relevant of them are redeveloping the jobs instead of saving them, reskilling the employees instead of firing them, and optimizing the future-oriented skills which allow being one step ahead of a machine. About this, we are talking in our WTF Vlog Ep 28.

To sum it up, instead of saving something that will be gone, think about opportunities coming up with the changes!

The fundamentals of Future of Work are easy: to remain human in a technology-driven world, to see the new possibilities arising from the crisis, and to build a sustainable post-COVID future.

More insights.

As leaders in People Analytics, we support the working world with smart solutions for complex issues across the globe. We are here to answer all your questions on how your business can benefit from Labor Market Analytics, Market IntelligenceTalent availability in the context of Digitalization.

Get in touch with us and ask us about any challenges you are facing right now. Let’s shape the future together!

Learn more.

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How to redefine complete work processes and organizational structures?

Future Insight: Study 2019

Hygge lifestyle in your company – What the Future Ep 26


Let´s start the rocket!