THE FOUR DIMENSIONS

Based on our research, we have found four dimensions of work that organizations should consider in order to determine the right models for engagement and execution within their talent supply chain.

THE WORKFORCE

The workforce is being impacted by several powerful trends. A simple demographic aspect that we’re dealing with across the globe is the multigenerational workforce. In addition, organizations are increasingly making use of cognitive automation for repetitive and data processing tasks, as this allows them to achieve cost savings ranging from 60 and 80 percent.1 Because computers are taking over these types of tasks from humans, jobs as we know them are being deconstructed. Consequently, workers are likely to develop portfolios of skills that can either be used collectively to perform a role or individually to complete projects.2

Furthermore, the gig economy continues to grow, and, according to some estimates, will comprise 43 percent of the U.S. workforce by 2020.3 This provides organizations with alternatives to full- or part-time employees, even for projects that require a high level of skill and experience. The gig economy is inherently linked to the growing importance of organizations that provide advocacy for their current and future workforces, particularly in the wake of the emerging independent workforce. At the same time, thanks to increased access to remote learning and project-based work, workers are becoming more empowered to create their own individualized career paths.

THE WORKPLACE

In the past 20 years, workers’ expectations of the workplace have changed dramatically. In the 1990s, people worked in a traditional building, in a cubicle or private office, behind a desk. Today, workers want their workplaces to match their lifestyle. Some office workers want amenities such as a broad selection of refreshments, a gym, and access to retail. Others want a flexible co-working space with a meeting room and a range of features. Yet others prefer to work entirely remotely. Furthermore, we now have the ability to communicate with other people in a personal, interactive manner, regardless of the physical location where the work is performed.

All of this change introduces significant consequences for how organizations select and organize their work environments. For example, consider a company that makes a capital investment in a building. The company expects that building to function as a work environment that promotes worker productivity for at least 20 years. Yet what does this look like in terms of catering to a range of different—and changing—worker preferences? And how do contingent workers and free agents fit into this picture? We can also look at companies in co-working spaces. This type of work environment can be highly conducive to collaboration when needed. However, it can also raise concerns about IP protection and accountability that wouldn’t be present in a traditional work environment.

Together, these examples illustrate that there’s a changing dynamic in the workplace. In order for organizations to understand and leverage it to their advantage, they must embrace it.

TECHNOLOGY

Based on our research, we’ve found that the disruption technology is bringing to the ways people connect with work can be consolidated into three core impact points.

First, augmented intelligence (much preferred to artificial intelligence) and robotic process automation will eliminate some jobs, change others, and create entirely new ones. In fact, some experts predict that 65 percent of children who are in elementary school today will eventually work in jobs that do not yet exist.4 While the specific job titles remain a work in progress, three new categories of jobs are emerging: trainers, who teach augmented intelligence how to perform; explainers, who explain advanced technology to non-technical people; and sustainers, who safeguard the performance of augmented intelligence.5 Although we cannot yet know precisely what all of the new roles will be, it’s critical for organizations to understand the trends and respond effectively in the market, whether as a service provider or consumer.

Second, the emergence of the platform economy is creating a conflict within organizations. There are currently more than 1,800 digital work platforms active, each designed to support a specific community and purpose.6 Cloud-based free agency platforms deliver a highly customized and personalized experience that aligns directly with the consumerization of technology. In contrast, over the past 10 years, organizations have been focused on centralization and standardization in order to mitigate risk and lower costs. As a result, there will be a disconnect between established organizational processes/policies and workers’ increasing expectations of individuality and personalization of the work experience. This disconnect needs to be resolved in order to create alignment around work.

Third, emerging beliefs surrounding analytic and cognitive learning are being challenged by facts. It is true that there are many new opportunities for organizations to engage and learn. However, not all of these opportunities are realistic as of yet, and those that are realistic are not always executed properly. For example, many companies are investing in machine learning, yet the amount of data they’re inputting is far from sufficient for the machine to truly learn independently. In short, now is a time to experiment and test solutions. Despite the fact that technology is advancing, and more capabilities are being developed every day, companies need to be aware that they’re still learning how exactly to utilize those capabilities in order to gain usable, realistic insights about their workforces.

SOCIAL NORMS

Social norms include regulatory, cultural, generational, and socioeconomic norms, to name but a few. These norms change over time due to a wide range of factors. As an example, it used to be the norm for workers to retire at 65; but today, many are working beyond that age due to financial pressures or personal preference. Similarly, early adopters of technology may be leading the way in remote work, but while one might expect those workers to be Millennials, they might well be Baby Boomers with considerable experience who want to remain professionally active.

Another important development is talent’s increasing desire to work for companies whose purpose aligns with their personal values. Individuals care about the purpose of the organizations they work for, the purpose of the companies whose products they consume, and the purpose of the groups with which they identify. In fact, almost 65 percent of job seekers won’t work for an employer if they don’t know or don’t agree with its mission.7 At KellyOCG, our purpose is to connect people with work in ways that enrich their lives—this is what brings us to work every day.

The key to understanding social norms is recognizing that they’re also driven by consumerization and individualization; that they’re unique to each market, segment, and in many cases, each human being that’s engaged in the process. There’s no “one size fits all” generalization, and organizations need to be conscious of the various impacts across the environment.