Showing posts with label Work. Show all posts
Showing posts with label Work. Show all posts

Future Workplaces and Work

The future of work is often spoken about at events all over the world. Of course, there are implications for where we work too. The topic of remote, on-site, and hybrid working is a major topic of debate as a result of the Covid-19 pandemic. But what are the challenges for corporate real estate, from design, build, to occupation and services? How might the future of work impact the future of workplaces?

To consider Future Workplaces and Work I am drawing on my contribution to a panel discussion at a recent CoreNet (the world’s leading association for corporate real estate and workplace professionals, service providers, and economic developers) event, by sharing four scenarios about the workplaces of the future: A World of Multiple Actors; De-centralised, Autonomous Workforce; Ultra-Flex Office Accommodation; and Caught by Indecision.

Listen to the podcast on You Tube by clicking below or on Spotify’s Anchor podcast platform. 

You can learn more about me and my work by connecting with me as follows:

Email steve@stevewells.uk
LinkedIn linkedin.com/in/steve-wells-futurist-speaker
Twitter twitter.com/informingchoice   
Articles and Media informingchoices.blogspot.com
YouTube youtube.com/user/InformingChoices
Website stevewells.uk

Credits:
Image https://pixabay.com/illustrations/render-3d-design-office-open-space-2001817
Intro music Aleksandr Karabanov https://pixabay.com/music/introoutro-stomp-logo-3-13783 
Outro music Yuri Gagarin https://pixabay.com/music/beats-birds-in-the-trees-1176 

Opportunities and Threats of a Jobless World

With a current mindset, it’s hard to see the opportunities of a jobless world created through the growth of pervasive and ever-smarter automation technologies. Commentators will often focus on the challenge presented to economies and welfare systems of high unemployment driven by technological shifts. But what if the politically-driven economic paradigm of seeking 100% employment shifts? Are there opportunities as well as risks to a world transitioning towards a jobless future?

To discuss the Opportunities and Threats of a Jobless World I was joined in this episode of the podcast by strategic communicator and futurist Gina Clifford back.

Listen to the podcast on You Tube by clicking below or on the Anchor podcast platform

You can learn more about Gina and her work by contacting and connecting with her as follows:

Email gina.clifford@gmail.com
LinkedIn linkedin.com/in/ginaclifford
Twitter twitter.com/G1naClifford

Image Source: https://pixabay.com/photos/characters-jobs-work-fun-career-1372458

Informing Choices Mini-Pod - The Future of Continuous Change on Work

Even without the Covid19 pandemic, the world was undergoing complex changes that were drastically transforming the way businesses access and leverage the skills required for optimal business growth. Add to that underlying change the possible – some might say highly likely – rapid switch to technology enabled home, remote, and hybrid working and suddenly building and maintaining future-fit organisations becomes a crucial imperative.

Given this context of continuous change, what is the Future of Continuous Change on Work? To consider this question, I am joined on the podcast by future of work specialist Cathryn Barnard. Together, we explored:

  • How do continuous change and ambiguity shape how we plan for the future of work?
  • Continuous change is exhausting and yet, likely to be our reality for some time to come. What are the implications for how we work and stay in work?
  • How might work change in the future to accommodate the need to alleviate stress and the mental health implications of continuous change?

You can listen to the podcast on You Tube by clicking below or on the Anchor podcast platform here


You can learn more about Cathryn and her business at
workingthefuture.com.

Image Source: Gerd Altmann https://pixabay.com/photos/time-clock-time-spiral-spiral-3103599/

Informing Choices Mini-Pod - The Future of Recruitment

The dynamics of recruiting are changing, and changing fast. For tech-savvy recruiters, there’s a whole gamut of options: from automated applicant tracking systems, to video-based interview platforms, to gamified skills assessments, to simulations of on-the-job scenarios using virtual reality. All of which can take place in a remote environment.

The Covid pandemic has accelerated remote working and is likely to leave behind a more decentralised hybrid work model. Overlay that with the post-pandemic economic scenarios and we have an increasingly uncertain future environment. So what is the Future of Recruitment? 

To consider this question, explore how recruitment has recently evolved, how it looks set to change into the future, and explore the role technology might play, I am joined on the podcast by Human Resources Consultant, International Job Coach, and Mentor Ron Mayne.

You can listen to the podcast on You Tube by clicking below or on the Anchor podcast platform here


You can learn more about Ron and his business through his website at
yournewtomorrow.eu, contact Ron by email, and connect with him on LinkedIn

Image Source: Tumisu https://pixabay.com/photos/job-interview-hiring-hand-shake-3790033/

Informing Choices Mini-Pod - The Future of the Way we Work

The future of work is one of those subjects that has been covered regularly by futurists and organisational development specialists over the years. But the pandemic has brought many developments into where and how we work into sharp focus; increasing automation, home and remote working versus office based, for example.

To talk about The Future of the Way we Work, strategic foresight and change leadership advisor Rob Caldera joined me on the podcast in which we addressed the following questions:

  • In the aftermath of the 2020 pandemic, how might companies change the way they work so that they are more resilient and responsive to sudden, disruptive events?
  • Will remote work become the norm rather than the exception in the post-pandemic future?
  • What might become of corporate culture in companies composed mostly of contingent workers who work remotely in distributed, autonomous teams?
  • As AI becomes a necessary technology to enable the agility needed to thrive in the future, how far might businesses be willing to push the use of this technology?
  • What are the implications of these observations to leading change programs now?

You can listen to the podcast on You Tube by clicking below or on the Anchor podcast platform, here


Learn more about Rob and his work on
LinkedIn, on his website, and follow him on Twitter

Image Source: Alexas Fotos https://pixabay.com/illustrations/office-work-vacations-recovery-1548297/

A Scenario: A Very Human City in 2035


To many, the coronavirus pandemic of the early 2020s came out of the blue, although many commentators suggested that in fact, it didn’t. Futurists, among others, had warned of a future pandemic on many occasions in the past and governments had even held exercises to understand the potential implications. In the event, it was a case of experimenting and learning on the hoof to cope with the tension between political, economic, social, and technological drivers. But the pandemic also accelerated a number of drivers already in train; the decline in physical stores, the growth in on-line retail, the growth in home and remote working, the acceptance of on line meeting and collaboration tools, and the growth in automation.

This scenario looking back from 2035 explores a number of plausible developments that might change how we live our lives.

Home

The gentle vibration of my Sleep-Easy mattress slowly entered my consciousness at the pre-set time. I open my eyes to see the dawn breaking; a piece of emerging daylight against the backdrop of the Lake District’s Langdale Pikes; the sound of Stickle Ghyll murmuring over nearby rocks and the more distant sound of the ghyll dropping down one of the numerous waterfalls filled the room with increasing volume.

The combination of visio-walls and audio projection usually put me in such a good frame of mind for the day ahead. Like much of the other technology installed in the apartment created in the old Selfridges store, refurbished for “contemporary living,” I thought the novelty would wear off; but not at all. I am able to choose the scene and sound combination in each room to suit my mood and the time of day.

When I first viewed the show apartment using the estate agent’s virtual reality experience system, I was still dubious about choosing a living space in the middle of the building, without windows, and with a bio-access system. Direct natural light and a real view of the outside world came at a premium that was a little out of my price range. But the visio-walls and audio projection system throughout the apartment gives me access to an almost limitless range of outlooks. As it turned out, it was a gamble worth taking; I love my apartment, and the iconic building I live in. 

The Building

The building has nine storeys: two levels below ground hosting services, utilities, recycling, energy storage, and data services; the ground floor providing resident reception, building security, a number of communal and private meetings spaces; five residential levels; and the communal roof terrace and garden.

Inside the building the hallways and landings are provided with both powered and natural light. During the day, specially designed sunlight tubes draw light into the heart of the building; each one topped with a funnel shaped mirror that tracks the sun across the sky during the day to maximise access to natural light. The inner surfaces of the tubes are in effect projection surfaces and automatically project artificial light into the building when needed.

The building is mostly self-sufficient when it comes to energy generation. Electrical power is provided through a mixed portfolio of technologies with solar, wind, and by harnessing the piezoelectric effect from surfaces inside and around the building. Excess energy is stored in the battery bank in the basement and redeployed when required. Artificial intelligence (AI) manages the energy generation and distribution process; matching production with demand.    

Starting My Day

Making my way through to the kitchen-diner, Martin—my at home personal digital assistant—greets me, using exactly the right words, phrases, and tone of voice that matches my demeanour. Having switched the kettle on for my morning cup of tea—some things just don't need to change—Martin reads my messages to me. He prioritises my business and personal messages based on my completed and planned work activities and my recent personal conversations with family and friends. Using the same information, he tells me about relevant social media activity across the platforms I subscribe to. Martin knows my work and personal interests and so also filters the news feeds, providing me with a personalised morning news and sports compendium.

I move into the living room and asked Martin for the office visual configuration. I am no techno-geek but the ability of my room to reconfigure the visio-walls and my desk for work; the lighting, computer configuration, wall projector, work related news and information feeds still make me smile.

I started my work by reviewing my prioritised activities. Reviewing questions from the presentation on asteroid mining I gave the day before was top of the list. Having indicated my responses to each question, Martin set about contacting each person with my reply. There were also additional materials from the underlying research that needed to be integrated with the slides, a task to which Martin is again well suited. The system held all the information needed to meet my client’s requirements and that being the case, he could distribute the materials in line with the brief.

In addition, 12 of the people attending my presentation were seeking to connect with me. I asked Martin to go ahead with all those in relevant business sectors who also have more than 500 of their own connections on social media. I enjoyed giving the presentation very much—not just for the content—but the fact that it was the first time I had appeared as a hologram at the event venue, without leaving my living room/office. Twenty-three percent of the attendees were also represented by their holograms; the remainder were present in person. The ability for speakers and delegates to interact as if we were all at the event in person, was incredibly useful. I can see this style of event changing the events sector significantly and rapidly.



A City Transformed

The changes to the historical retail heart of the city seemed irreversibly permanent. Increasing automation across the white collar jobs sector and new working practices through the 2020s had rendered many city-centre based service jobs redundant. And yet, the re-emergence of residential communities in the heart of the city seemed to create a much more human place to live. The pace of change has been astonishing; an explosion of science and technology developments on the back of the Covid-19 pandemic has driven business and social change. But thankfully—and arguably just in the nick of time—government and local authorities had for once, harnessed the opportunities.

Owners and developers of a significant number of the taller buildings across the city gave the south facing facades over to vertical farming, providing fresh produce often to those people living and working in the buildings concerned and across the immediate locale. There are also operational synergies in the agricultural process and work and living spaces within the buildings. Automated irrigation systems and climate control technologies monitor and adjust humidity, temperature, and airflow so that the building environment is optimized both for human occupants by day and plants by night, to satisfy workers and optimize yields, respectively.

A similar contemporary cottage industry feeling was emerging as the cultured meat / in vitro meat sector began to grow. Time will tell if manufactured meat will really take over from the real thing, but slowly and surely the new products are gaining ground on traditional and increasingly expensive natural meat.

The introduction of autonomous electronically powered transport in the centre of the city was game changing. Five short years separated the banning of petrol and diesel vehicles and the banning of manually driven cars, vans, buses, and trucks in 2030. Many streets were designed with wider pavements and sidewalks, taking advantage of virtual trackways which were introduced into the road surface allowing pedestrians and traffic to occupy the same space. The transformation of Oxford Street and Regent Street into garden avenues with autonomous traffic making its way alongside social green spaces was extraordinary. And of course air quality was measurably improved.


My Half Day

With my work commitments complete by midday, I decided to head for the Trafalgar Square Courtyard. The square really isn't that far from my apartment but I thought I would take a ride share-pod there and stroll back.  As I made my way out of the building, Maggie, building receptionist / security AI robot greeted me cheerily. I waited 30 seconds for the Local Motors 3D printed ride share-pod to arrive. Already aboard were two other passengers. I recognised one of them and we exchange pleasantries; sharing perspectives on sports, the weather, and work. Some things—the human things—really don't change.

The retail courtyard at the redeveloped Trafalgar Square is a popular draw in the city. It provides retail and entertainment experiences for those that still favour going out. One of the truly innovative features is the 4D printed sky canopy which is suspended from a series of eight towers above Nelson's Column. Completely covering the square, the canopy changes shape, form, colour, and transparency depending on how the space beneath is being used.

The redeveloped space is as much a draw for residents as it is for visitors, just as it had always been. New technologies had helped to create a range of retail experiences with “pick up and walk out” (the Amazon-Go concept from the 2000’s that many retailers subsequently adopted), permanent digital wall stores, and space for 3D printed “Pop Up” stores.

Increasingly, experience was crucial in the new world of retailing with virtual reality and augmented reality immersive opportunities to try before you buy—including the ability to touch, taste, and smell products—a standard feature of the customer experience. Many retailers provide delivery by autonomous vehicle or drone. Dedicated drone delivery areas and personal drone drop off areas are common place. The vehicles and drones themselves are connected with others in the vicinity with ground and building sensors to ensure safe and efficient traffic management.

Having placed two orders, I headed home, reflecting on the changes I had seen between 2020 and 2035. 


Reflection

The transition between the analogue world of the 2010s to today’s digital world had been difficult as many had predicted. But the potential implications of accelerating automation, changing work practices, and new technologies brought government, academics, pressure groups, business, and futurists together to craft vision, policy, and strategy for a very human future.

The retail failures of the late 2010s accelerated through the pandemic period and consumed some of the biggest names in the sector. They were just one symptom of wider economic and social change gathering pace in the post pandemic period. As a result, it was a matter of some urgency that local authorities looked at new ways of invigorating town and city centres.

As retail businesses reduced their physical store space or left the shopping areas of towns and cities all together, developers took over the many historic buildings and with a favourable planning landscape and a raft of new building technologies (robotics, 3D printing, new materials for example) set about converting some of the most prominent historic buildings to residential use. This action helped preserve the city’s architectural heritage by preserving the exterior facades of the buildings but giving a new lease of life to the interior.

The rapid and significant investment in technology infrastructure including connectivity, information integration, AI, the development of a truly smart city, but most importantly, adopting new mind-sets and new ideas of leadership across government and business have been critical in avoiding what could have been a social disaster, and have instead led us towards a more human future.

Image Credits:

Human City: Mabel Amber / https://pixabay.com/photos/people-friends-couples-park-3755342/
Autonomous Mobility: Mystic Art Design / https://pixabay.com/photos/auto-vehicle-forward-future-2651594/
City Transformation: jplenio / https://pixabay.com/photos/london-skyscraper-the-scalpel-sky-3833039/
Reflection: Michael Gaida / https://pixabay.com/photos/architecture-skyscraper-1727807/

The Post-Pandemic Future Recalibrated


As our collective attention begins to turn towards the future and the post-pandemic period, many questions arise. Here I would like to address two: How do we navigate to a new landscape? And, how should we consider the next futures of organisations and work?

For this article, I am drawing on the new book, Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future (Talwar, R., Wells, S., & Whittington, A. (Eds.). (2020). Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future. London, Kent: Fast Future Publishing) for which I am a co-editor and contributing author.

Navigating a New Landscape

If we think about the world as we came into the COVID-19 pandemic, we were constantly talking about a more complex, multifaceted world. There were issues around how globalisation was working, tensions around economy and trade, ongoing regional tensions and conflict, and as a society we were coming to terms with increasingly pervasive technology.

The emergence of COVID-19 added a new dimension to those complexities; limiting economic activity, the rapid creation of funding mechanisms for businesses and furlough schemes for employees, challenging the notion of globalisation as nations sought supplies of critical products from local producers, and also the use of pervasive technology to monitor individuals’ health as part of track and trace strategies.

The pandemic and governmental responses to it have highlighted issues of sustainability—the UN Sustainable Development Goals are a wonderful template to help us think through the different dimensions of sustainability. The goals cover health, cities and communities, jobs and economic growth, all of which have been brought into sharp focus during the pandemic. One of the interesting factors to have emerged has been the positive impact on the environment through lockdowns and resulting travel restrictions. There are some interesting lessons both on the importance of sustainable economics and a sustainable society together with the positive impact that we can have on the environment if we choose to take action to limit harmful emissions.

As we move through the pandemic a critical question relates to not wasting the opportunity of a crisis: should we seek to restore the old order or work toward a total system reboot? On the one hand, many people talk about the folly of going back to the way we were; returning to the old normal. Equally, there are many complications and uncertainties about the impact of a total system reboot. So perhaps “radical and revolutionary” is beyond reach for now, and maybe rapid evolution will prove to be the name of the game.

The love of facts has become a critical issue; from understanding the underlying assumptions built into models supporting governments’ policy decisions designed to cope with the pandemic to information shared on social media platforms both knowingly and unwittingly false. Many people fell foul of dangerously inaccurate information in the early stages of the pandemic, sharing it across their networks under the misapprehension they were helping their friends and contacts. At the other extreme we have seen leaders make outrageous statements of their administration’s handling of the responses to the crisis.  Going forward, there will be a strong desire to communicate consistent and accurate information if we want to successfully adjust people's behaviour in future lockdowns, for example.

Government crisis responses have come into sharp focus as the degree of preparedness has varied significantly from country to country. Whilst some countries have fallen back on previously developed plans for their responses, others have reacted quickly to the pandemic and put some amazing mechanisms in place that would under normal circumstances go against the political doctrine of the government in power. But it does cause us to question how prepared we should be for major disruptions in the future.

Preparedness leads into responding with resilience and what we have seen is governments taking different views about securing supplies of critical products (ventilators, medication, and personal protective equipment, for example) which could change procurement decisions and supply chains in the future as home production and warehousing is seen as more important than cost savings of  “just in time” inventory management. Resilience to unexpected shocks will be critical, at both the governmental and the enterprise level.

The Next Futures of Organisations and Work

Organisations need to be more “future proof” and resilient to shocks and disruption. The most future proofed organisations work on three time horizons in parallel:

  • The first is a need to ensure operational excellence, to win the race for the current year by meeting commitments made to stakeholders.
  • The second time horizon is when we take a step back and we search for future growth. We look out one to three years perhaps—typically called strategic planning—and extrapolate the trends that we see into the future. This gives a sense of confidence that we know how the near term future is going to play out.
  • But future proofed organisations also work on a third time horizon in parallel, looking four to 10 years into the future;  trying to understand the future drivers and get a sense of the weak signals emerging that could help inform new views of the future. The objective here is not necessarily to take specific action now, but to build preparedness about policy, strategy, and future investments. Foresight provides valuable insight to the potential reshaping of our business and business model so we stay relevant in the eyes of customers and clients.

Adopting future-proofing processes is part of accepting a mindset challenge and part of changing organisational DNA. The choices here seem to be playing by the current rules; do what we’ve always done, so we get what we’ve always got; or creating and playing by new rules, innovating to create disruptive ideas in your chosen market place. The issue here is that by aiming to get what we’ve always got, we stand still. Or do we? In the meantime the market progresses, quick thinking existing competitors and new competitors come into the market and take share from us. Aiming for the status quo is tantamount to moving backwards. The challenge for future success relies on increasing innovation, creativity, adopting digital technologies, creating a new culture and imbed behavioural change that may acknowledge heritage but that doesn’t restrain the enterprise.

Mindset then throws up a challenge of achieving extraordinary leadership. In the past we have found consensus on the way ahead and have been able to regard the future with manageable levels of uncertainty. This is the realm of ordinary management. Increasingly we are unable to reach consensus about the way ahead, in part because the external environment is increasingly uncertain. This is the realm of extraordinary leadership.

Our next leaders will need to be capable of imagining and experimenting their way to the future. Extraordinary leaders will have a new configuration of existing stills at their disposal including foresight, systems thinking, competence in working with uncertainty and complexity, understanding the impact of exponential change on employees and those around them, developing and enhancing relationships, collaboration, communicating with clarity, exhibiting empathy and cultural and situational awareness. Extraordinary Leaders will also be digitally literate with the ability to understand and pose the right questions about the potential and challenges of introducing new digital technologies to the enterprise, and be aware of the potential impact of those technologies on people, on work, on jobs, and on society more broadly.

Education and training systems need to take account of digital literacy, of what are often called “soft skills,” and new ideas of leadership. As automated technology takes on more of the tasks that people have focused on in the past, we need to ensure that education and training refocuses on those skills that make us human and allow humans to make a significant difference to the enterprise. And that means rethinking work; not just the work we do, but the culture at work, the degree to which we are going to continue to work remotely, and the empowerment and trust that organisations and leaders will need to exhibit in managing and leading people effectively in their new-look enterprises.

Summary

For me, there are eight critical themes that emerge; four each from Navigating a New Landscape and The Next Futures of Organisations and Work.  They are:

  • Understanding the context for how we got to where we are and how it informs the future
  • Creating, enabling, and embracing cycles of experimentation and learning
  • Focusing on sustainability and ensuring that when we think of sustainability it is in a balanced context taking in the economy, social issues (health, inequality), as well as the environment
  • Communicating with clarity and enabling dialogue to help understand the nature of change and what it might mean for people
  • Adopting a new mindset that allows us to un-package what's been successful for us in the past and consider what needs to change for us to continue to be successful in the future
  • Adopting a new package of leadership skills and exploring what it means to lead
  • Educate, train, and learn for a new future; building on the past but not being constrained by it
  • Rethink work; what we mean by work, how jobs might change, and how we look at the role that humans have in the context of using increasingly automated systems.

As other commentators have said, it would be very careless to waste the opportunities presented by such a crisis.

 

Click here to watch a video of a presentation recently delivered by Steve on behalf of the Institute of Leadership and Management.

Click here for more information about the book Aftershocks and Opportunities – Scenarios for a Post-Pandemic Future

Email steve@informingchoices.com if you would like to discuss Steve presenting these ideas to your team or at your event.

Image Credit: Alexas Fotos / https://pixabay.com/illustrations/office-work-vacations-recovery-1548293/

Rethinking Work and Jobs in the Exponential Era

By Rohit Talwar, Steve Wells, and Alexandra Whittington 


Will any of the jobs that exist today still be around in 20 years? Is automation destined to rewrite all our futures?

Across society, we are beginning to acknowledge that smart technologies could transform every aspect of business, work, government, and our daily lives. We are already used to seeing faceless robots undertaking repetitive manufacturing tasks, and smart applications determining our credit ratings, autopiloting planes, and delivering an array of functionality to our mobile devices. But this is just the start; the next waves of development will see the coming together of artificial intelligence (AI), robotics, big data, and cloud services. The combinatorial effect of these exponential technologies is really what creates the opportunity for machines to interact with humans through the provision of services rather than simply delivering us data, analysis, and decision support.

If we look further into the future, the workplace of tomorrow is going to be very different from today. Imagine a workplace with humans, augmented humans, robots, holograms, and display-based AI manifestations all working in the same space. As a human, do you trust your robot colleague? What happens when the robot is smarter than you? How will we respond when the AI application working 24/7/365 complains that we are simply not learning or working fast enough to keep up with it? As a Human Resources Manager, how do you manage and monitor such a work force?

The Future of Work

It seems that whatever the country, whatever the economic context, the critical question is becoming ever more pertinent: What is the future of work in an era of exponential technology development? Artificial intelligence is arguably the big game changer and becoming more commonplace. We already see narrow AI in use in internet searches, customer targeting applications, and in predictive analytics. But AI has much greater capability that will emerge into every aspect of our lives in the future. Increasingly devices will learn more about us, provide an ever-increasing range of support, and take on more of our tasks. We are automating a lot more activity in literally every sector, and that is set to continue at an accelerating rate.

Future of Business

At Fast Future, in our book The Future of Business, we identified thirty different trillion-dollar industry sectors of the future which we grouped into clusters. We expect these clusters and the under- lying industries to be impacted radically by exponential technology developments:

  • Information and communications;
  • Production and construction systems;
  • Citizen services and domestic infrastructure;
  • New societal infrastructure and services;
  • Transformation of existing sectors such accounting, legal, and financial services;
  • Energy and environment.

So, we can see the significant disruptive potential that technology offers to emerging sectors and the new players within them.

The McKinsey Global Institute forecast which technologies will drive the economy of the future. They predict that mobile internet, the automation of work knowledge, the Internet of things (where many factory, office, and household devices and appliances are connected to the internet), and cloud computing will all form part of a transformative information technology (IT) backdrop and be the most significant creators of new economic value. They also singled out advanced robotics and autonomous vehicles as playing a significant part in future economic growth.

Future Skills and Management Challenges

Given the importance of the issue, it is not surprising that there have been several research projects exploring what this scale of technological change could mean for the future of work. Pew Research (2014) posed the question, “Will networked, auto- mated, AI and robotic devices have displaced more jobs than they have created by 2025?” Their key findings were:

  • 48% of respondents said that robots and digital agents will displace significant numbers of blue-collar and white-collar workers;
  • Society would see increases in income inequality, significant numbers of unemployable people, and breakdowns in the social order;
  • Conversely, 52% said technology will not displace more jobs than it creates. Lost jobs would be offset by human ingenuity creating new occupations, and industries; and,

This group also pointed out that current social structures (e.g. education) are not adequately preparing people for the skills needed in the future job market.

A 2013 study on the Future of Employment by Carl Benedikt Frey and Michael Osborne of the Oxford Martin School explored the probability of computerization for 702 occupations and asked, “Which jobs are most vulnerable?” The study found that 47% of workers in the US had jobs at high risk of potential automation. The most at-risk groups were transport and logistics (taxi and delivery drivers), sales and services (cashiers, counter and rental clerks, telemarketers, and accountants), and office support (receptionists and security guards). The equivalent at risk workers were 35% of the workforce in the UK and 49% in Japan.

A 2016 McKinsey Global Institute report looked at the automation of the global economy. The findings were based on a study that explored 54 countries representing 95% of global GDP and more than 2,000 work activities. The study found that the proportion of jobs that can be fully automated by adapting currently demonstrated technology is less than 5%, although for middle-skill categories this could rise to 20%. It also said that based on current technologies, 60% of all jobs have at least 30% of their activities that are technically automatable. The research found that, ultimately, automation technologies could affect 49% of the world economy; 1.1 billion employees and US$12.7 trillion in wages. China, India, Japan, and the US account for more than half of these totals. The report concluded that it would be more than two decades before automation reaches 50% of all of today’s work activities.

The World Economic Forum’s 2016 study into The Future of Jobs saw an increasingly dynamic jobs landscape. It estimated that 65% of children entering primary school today will work in job types that don’t yet exist. While the study saw job losses in routine white-collar office functions, it saw gains in computing, mathematics, architecture, and engineering related fields. The report identified several job categories and functions that are expected to become critically important in the future:

  • Data analysts – leveraging big data and AI;
  • Specialized sales representatives – commercializing and articulating new propositions; and,
  • Senior managers and leaders – to steer companies through the upcoming change and disruption.

So What for HR?

We are heading into a world of wicked problems that will require not “Ordinary Management,” but “Extraordinary  Leadership.” The leadership and management style required when working in uncertain situations can be challenging. For Ordinary Management we apply accepted best practice approaches; it’s the domain of trend extrapolation, tame problems, and technical challenges. But in the increasingly disruption filled world we are heading into, we require Extraordinary Leadership because our challenges are difficult or impossible to solve due to unpredictable trend paths, incomplete and contradictory information, and changing requirements that are often difficult to define or agree upon. We need the ability to navigate a rapidly changing reality, make decisions with imperfect information, and to tune our intuition to “sense and respond” when surrounded by an array of relatively weak signals of what might happen next.

A critical requirement here is to determine the organizational capacity to work in new ways including envisioning the future and making sense of complexity—it seems to us that HR could play a big role in developing these core capabilities.

We are in a rapidly changing world, one that is increasingly technology driven, one that will host more generations in parallel—with their divergent work/life wants and needs—than we have seen before. One that is highly likely to see a revolutionary change in jobs as we know them today, one that will see the birth of new jobs, and the demise of others. One that could ultimately see not working as the new normal.

Here are some questions that HR directors and senior leaders might want to consider:

  • How is HR helping to create a generationally and technologically diverse culture?
  • What role is HR playing in driving culture changes that help align the organization with the constantly evolving interplay between customer strategies, their resulting requirements, and our own business propositions and capabilities?
  • How is HR using technology to streamline and automate activities such as performance management, learning and development, resource planning, and sourcing and thus free up time for these more strategic tasks by?
  • Is there an opportunity for the Human Resources function to transition to one of Resource Management—adopting a more business–wide strategic role—to meet the organization’s business objectives?

This article is based on an excerpted chapter from the book Beyond Genuine Stupidity – Ensuring AI Serves Humanity (Talwar, R., Wells, S., Whittington, A., Koury, A., & Romero, M. (Eds.). (2017). BEYOND GENUINE STUPIDITY: Ensuring ai serves humanity. London, UK: FAST FUTURE Publishing). To read the full article, click here.

Image Credit: Gerd Altmann / https://pixabay.com/images/id-797267

Reflections on Nesta’s Event: Working Better - Using Data and Design to Create an Inclusive, Future-oriented System for Jobs and Skills


The challenge of enabling a "fairer future of work" was addressed at Nesta's event back in October. A world experiencing exponential change as digital and other technologies challenge our perspectives on life, society, business, the world of work, the nature of jobs, and the notion of "fairness" in the context of work - and even "work" itself – is the context.

It's hard to generalise about employment trends globally but many developed economies are enjoying close to full employment, or low levels of unemployment. Our political and economic systems and processes are geared to creating an environment that seeks to provide full employment. But there is uncertainty about how sustainable that model is, which begs the question, what then?

The Changing Nature of Work

Based on the analysis of trends in work, the changing nature of work, evolution of new business sectors as old traditional industries die, ideas of how we prepare for new jobs, where the new jobs are created, and how cohorts of existing workers are retrained to allow them to access employment opportunities were the focus of the discussion. The use of new technologies such as artificial intelligence (AI) and Big Data were behind ideas linking candidates’ experiences, skills, and qualifications with job opportunities and training interventions.

There's clearly a benefit in bringing data sets together to inform faster decisions about the evolving jobs market now. Better data, better information, better insight, better matching of people to jobs to support the development of near term policy and action.

However, there's a "but". I understand the benefit of extrapolating from the past to create insights about the evolution of the jobs market and the world of work. I understand the benefit of seeking new data sets, and bringing them together to help generate even more insight. But, will a focus on analysing and extrapolating from the past alone, help us prepare adequately for the future; especially if that future is radically different?

The Future of Work

If we look at the number of studies into the future of work we see a significant range of possibilities from increasing levels of employment through jobs created by new technologies and new industry sectors, the radical redesign of many existing jobs, to potentially many jobs displaced by automation technologies.

So for me, the question is how can we use foresight to pressure test the assumptions we draw from extrapolating trends in jobs, work, and the jobs market? What are the societal options we may need to consider to ensure that people continue to live fulfilling lives? How does the nature of education and training change in a world where we are uncertain about the future of employment? And within the recruitment sector, how do we address the rebalancing of technical skills with softer skills and human experiences?

The event demonstrated a number of valuable partnerships across government (DoE / DWP) and between NGOs and government. These partnerships become increasingly important given the likely change of emphasis in the skills required for the future world of work. For example, if many businesses are using the same automated / AI-enabled systems and products and services have a very similar look and feel, how will we differentiate our offerings to customers and clients? Can we re-align people to study a new portfolio of skills where the balance tips from technical to creative and so called soft skills?  Even now, the question of assessing a candidate’s soft skills is increasingly pertinent. Is the recruitment sector truly capable of integrating soft skills into the selection process?

Fairness

The notion of "fairness" is crucial in that access to work and jobs must be made on the ability of the candidate to fulfil a given role and not on the candidate’s ability to access the right technology. So the democratisation of technology through ubiquitous connectivity is one example of how national infrastructure needs significant improvement to support a fairness expansion. Access to skills training enabling more people to use technology as well as access to the technology itself needs to be addressed.

There was discussion about the applicability of some technologies in supporting “fairness” including the effectiveness of facial recognition with darker skin tones. Which begs a question of the development of algorithms and specially the audit of them to ensure they are technically capable of operating without bias.

Preparing People Better for Future Jobs

The question here is, can the effective use of jobs and work data be used to prepare people better for future jobs?

Here, the idea of a “commons data set” accessible widely would allow candidates, employers, recruiters, educators, and policy makers to review evolving business sectors and more effectively match people and jobs – and even provide support where start-ups would have access to the right talent pool.

But the question of how to prepare for the longer term future remains.

At what point, for example, do we need to switch from a technical focused education system to one focused on more human skills; coaching, facilitation, motivation, mind-set and leadership, creativity, collaboration, problem solving, systems thinking etc.

Future job systems also need to factor in attitude as well as technical skills. The labour market of the future is likely to have to become more flexible, resilient, supported by suitable training and retraining, and a much better understanding of the dynamics that will underpin the jobs market in an increasingly digitised society subjected to exponential change.

Questions
Here are four questions that the event posed for me:

  • How do organisations effectively assess soft skills and attitudes when recruiting new employees?
  • What needs to happen to effectively match workers in the gig economy with work opportunities? 
  • What role should foresight play in setting the context for future focused education and training policy and design?
  • What is the optimal balance between system and process automation and personal interaction in matching people with work opportunities?

Image Credit: Alexas Fotos via https://pixabay.com/photos/figures-professions-work-funny-fun-1372458/

Peter Jones Foundation - EntFest Talks 2019

At the 2019 Peter Jones Foundation EntFest event in 2019, Steve gave an informal talk about the future of work and explained how the expectations and needs of employers and employees are fast changing.