The future of work isn’t just about technology – it means a different workforce too.
So often, articles about the future of work focus on the technology. That’s not surprising bearing in mind the transformative role that generative AI will have. But there’s an equally important transformation that will occur in the next few years – the end of the ‘single dimensional’ workforce.
At the CIPD’s Festival of Work, I heard a great panel discussing the future workforce, so I’d like to share some of the key ideas raised by the participants: Dr Sarosh Khan of HSM Advisory, Simon Reichwald of Bright Futures Resourcing, Mel Forbes from APSCO, and Roger Clements from Matrix.
Roger Clements presented his 3 key factors for the future of work:
- Fundamental demographic and social shifts in the workforce.
- A change in the model of work – the end of the ‘single dimensional workforce’ where people complete their education in their early twenties, work for 40 years and retire in their mid-60s.
- The rapid growth of AI and intelligent automation.
The panel suggested the following tips for addressing the first two points:
1. Think about the challenges of an older workforce
With longer lives, it is accepted that we will need to work longer – into our 70s or even 80s.
With such a long time in the workforce, it is highly unlikely that someone will remain I the same sector or type of role for their entire working life. We have already seen an erosion in the traditional model of long service for an organisation – this will no doubt continue to decline.
Thus we will need to provide opportunities for people to reskill and to return to learning, in order to take on new roles and tasks.
There also needs to be better accommodation of the needs for older workers. Very few employers are thinking about the needs and desires of a 60plus worker – such as their external interests and roles.
2. Personalisation is king
The idea of a personalised job role is essential for younger people as well. Indeed, we have seen the end of the old model of the employer as the custodian of the worker’s career and the rise of the autonomous worker, crafting their own jobs and careers. Using flexibility to maintain their interests and side projects. vs autonomy, flexibility.
Interestingly, one panel member suggested we should be talking of ‘work-life balance’ anymore. Instead we need to consider ‘work-life integration‘.
3. Adapt your workforce models for flexibility and efficiency
Organisations can harness these changes in workforce desires and technology change to create a more efficient operating model. Companies in the pharmaceuticals and technology sectors are moving ahead with contingent workforces – bringing in people as you need them for specific tasks or project phases.
4. Promote belonging and connection
One of the side-effects of workers exercising their autonomy and flexibility may well be a loss of the belonging and connection that many people gain from their work. Indeed, we saw in the pandemic how important work was in terms of the social role, in providing purpose and identity.
Can organisations respond by making sure that people who work for them – no matter how long – feel at home and part of the bigger picture?
5. Make the most of your multigenerational workforce
A multigenerational workforce can add value and create benefits – but it is often portrayed more as a challenge.
Individual conversations are vital in understanding specific needs and desires, rather than making assumptions based on large-scale surveys.
Have programmes focused on skills development, available to all, not just a graduate development programme.
Use reverse mentoring or reciprocal mentoring to bridge the generational divide and ensure skills, knowledge, understanding and experience are shared.
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