“Can you stop thinking about work for, like, two seconds?” (Courtesy: Newyorker)
Despite all the talk about robots taking over jobs, when people think about the future world of work, 73% feel positive, with 37% excited to see a world of possibilities, up from 29% in our 2014 reports a PWC Global Survey of 10,000 workers.
When Freud was asked to define happiness, he gave this simple answer: “Work and love.”
We all want to be happy at work, not only because we spend a significant part of our life working, but also because it is a source of meaning for many of us and the lessons for wellbeing we learn here can be applied to other areas of our lives. To love one’s work is to be engaged, to experience such a complete sense of absorption, that action and awareness merge. When we become one with what we do it leads to optimal performance, cognitive and physical. This is the perspective that Beata Souders, MSc., PhD candidate shares in her article dated Oct '20.
Whether Gen A, Gen Z or even Millennials are demanding more meaningful work. One in which they can pour their passion. They are not averse to learning and doing the hard grind as people have exhibited globally during the Covid. As a consequence, conventional jobs in North America are facing shortages while people have migrated to better jobs that provide them greater satisfaction and income commensurate to their contribution.
Becoming Relevant
The Future of Work is all about becoming relevant in the Digital Economy. This requires talent transformation on the supply side and an intelligent process to map and match talent on the demand side. It wouldn't be possible without changing the Structure, Synergies and Systems that are relevant to the digital economy. Can it be done in a flash? Obviously not.
A compass is needed that pursues a path of Simplification, Modernization and Disruption on the demand side while concurrently making talent ready to experiment, learn and deliver the next breakthrough in every industry. Be it in enterprises or societies, work orchestration must therefore create an osmotic Operations and Innovation environment.
In today's era of volatility, there is no other way but to re-invent. The only sustainable advantage you can have over others is agility. That is it. Because nothing else is sustainable, everything else you can create, somebody else will replicate it. Jeff Bezos, CEO & President, Amazon
It is just not work in the Software Industry but in every sphere of life. It must be realized that it is not technology that requires transforming. Rather, technology is transforming each one of us. This brings us to the flow of work in every sphere of life which needs to be seen in the context of the 5 following steps:
Step 1: Self Inquiring
Surfacing the latent that seeks expression at an Individual, Enterprise or Societal level. This would move the needle from Needs, Wants and Expectations to the Aspirational. Setting the compass to move from the Status Quo to the Desired State in a Continuum.
Step 2: Talent Transformation
Training, Practicing and Learning New Behaviors & Skills of relevance. And it is essential that these three dimensions are looked at inclusively to establish intelligence that metrically aligns Capabilities; the Capacity to Transform (Mindset) and the Ability (Skills) to Perform.
Step 3: Exploring & Discovering
A Cognitively Intelligent Process that connects talent with work. Where both the Work and Talent must blend to the Future State of the Work Environment.
Step 4: Talent Management
Precise Definition of Work and Talent at an Enterprise or Societal Level. The Intelligent Processes must be able to align Work and Teams to share and collaborate across Customer, Industry and Life Ecosystems. This will include Key Performance Indicators (KPI), Critical Success Factors (CSF) and Performance Measures (PM) measured in real-time against the defined scope complexity and agile delivery goals.
Step 5: Work Orchestration
Orchestrating Operations and Innovation; mutually inclusively. Processes persuading to deliver to the Aspirations of Individuals, Enterprises & Societies.
Working Hybrid
Working from Anywhere, Anyhow and Anytime demands a Secure Networked and Communications driven Work Environment. Where Work and Talent are fused intelligently through different modes of Work in an ecosystem to deliver work outcomes facilitates by dynamic Authentication, Access, Authorization, Permissions and Privileges. Work Orchestration must address this to allow Work that is driven by Role Driven Digital Identity that works with the power of the three P's: Profile, Personalization and Preferentiation with Device, Channel & Medium independence.
In contrast to the idea that disruption can be a catalyst for reinvention, many human capital topics, Deloitte Global Human Capital Trends Research Reports, have traditionally been approached through discrete programs and initiatives. As organizations make the shift from survive to thrive, these solutions need to become dynamic so that they can better support the human strengths that enable the broader organization to flourish.
Its recommendations are as follows:
Integrating workers’ physical, mental, financial, and social health into the design of work itself rather than addressing wellbeing with adjacent programs.
Capitalizing on worker agency and choice as the means to drive learning, adaptability, and impact.
Creating teams and super teams that use technology to enhance natural human ways of working.
Developing and acting on forward-looking insights using real-time data to harness workforce potential.
Shifting HR’s role from standardizing and enforcing workforce policies to a new responsibility of re-architecting work across the enterprise.
Comments