How the Workplace Will Transform
The pandemic electrified company operating models and HR practices, but it also brought on the future of work much faster than expected. For the past decade, analysts have been writing about automation, the fourth industrial revolution, and the growing role of AI, data, and technology at work. All of this has now come to reality. The top area CHROs think will change the most in the next 10 years is developing and upskilling employees. It’s also clear that flexible work, contract workers, and dynamic work models are here to stay. While many companies had very little infrastructure to plan and manage contingent work before, it has now gone mainstream and must be treated in HR as a strategic workforce segment. In addition, the role of women, minorities, and intersectionality is critical today and will be so in the future as 72% of CHROs cite this as high priority. The problem is no longer one of driving diversity. The new strategy is to create a culture of inclusion and belonging, from which diversity will result. As the data show, the leadership model must change. Companies must give young people the opportunity to move into leadership early; they must embrace women and minorities completely as leaders; and they must get ready for younger people to take on the highest levels of leadership. Finally, the future of work is filled with technology, data, flexibility, and mobility. Companies must design safe workplaces, mobile solutions, and hub work locations that let people move to where work may be, operate in a safe and healthy way, and collaborate easily
The workplace is constantly evolving and transforming, and there are several trends and factors that are likely to shape its future. Here are a few ways that the workplace is likely to transform in the coming years:
Remote work: The COVID-19 pandemic has accelerated the trend of remote work, and it is likely that many companies will continue to offer flexible work arrangements even after the pandemic subsides. This will require employers to invest in new technologies and tools to enable collaboration and communication among remote workers.Automation.
Automation and artificial intelligence (AI) are already transforming many industries, and this trend is likely to continue. While automation will eliminate some jobs, it will also create new opportunities and increase efficiency and productivity.
Diversity, Equity, and Inclusion (DEI): DEI is becoming increasingly important in the workplace, as companies recognize the value of having a diverse and inclusive workforce. This will require companies to make changes to their hiring practices, training programs, and culture to create a more inclusive environment.Flexible work schedules: Many employees are seeking more flexibility in their work schedules, and companies are starting to respond by offering more options for flexible work arrangements. This includes things like flexible hours, job sharing, and compressed workweeks.Focus on employee well-being.
Employers are recognizing the importance of supporting their employees’ well-being, both in and outside of the workplace. This includes things like mental health support, wellness programs, and flexible time off policies.
Overall, the workplace is likely to become more flexible, diverse, and focused on employee well-being in the coming years. Technology will continue to play a major role in transforming the workplace, but employers will also need to focus on creating a culture that supports their employees’ needs and values.
Critical Skills for the Future:
Development Doesn’t Align with Needs
Which leadership skills will be most critical for future success?
Over the next three years, leaders see their organizations undergoing rapid transformation. As a result, they place a high priority on the skills that will enable them to line up both the technology and people resources they’ll need to make that transformation a success. Unfortunately, fewer than half of leaders feel they are effective in most of these skills. Even worse, they aren’t getting development in the skills they need mosturgently, as shown in the top left quadrant of the grid. Only 28% of leaders say they are currently being developed in any of these areas. At the top of the list is identifying and developing future talent, as companies areincreasingly concerned about their bench strength to meet new challenges. In linewith that, managing successful change will be a top priority. Without question, that future will also be more digital, as HR and leaders rankdigital acumen as a must-have skill. Rounding out the top priorities, leaders will need to quickly get up to speed in building a strategic vision for a new future, andinfluencing others to ensure success as one unified team
The world is changing rapidly, and with it, the skills that are necessary for success in the future are also evolving. It’s essential to keep up with these changes and adapt to the new demands of the job market. Here are some critical skills that are likely to be in high demand in the future.
Adaptability and Flexibility: With the pace of technological and social change accelerating, individuals must be able to adapt quickly to new situations and be comfortable with uncertainty.
Critical Thinking and Problem Solving: The ability to analyze information, identify patterns, and make sound decisions based on evidence will become increasingly important in the future.
Emotional Intelligence: The ability to understand and manage one’s own emotions, as well as recognize and empathize with others’ emotions, is crucial for building relationships and effective communication.
Creativity and Innovation: As automation takes over routine tasks, individuals who can generate original ideas and approaches will be highly valued.
Digital Literacy: With technology becoming increasingly integrated into every aspect of our lives, it’s crucial to be comfortable with digital tools and platforms.
Communication and Collaboration: As work becomes more interdisciplinary and global, the ability to communicate effectively and work collaboratively with others from diverse backgrounds will be vital.
Leadership and Influence: As organizations become flatter and more decentralized, individuals who can lead and influence others without formal authority will be in high demand. It’s important to note that many of these skills are not developed through traditional education and training programs. Individuals must take an active role in developing these skills through lifelong learning, experimentation, and continuous improvement. Additionally, employers and policymakers must work together to ensure that the education and training systems align with the needs of the future job market.
Technology: As technology continues to evolve and become increasingly integral to business operations, managers and leaders must have a strong understanding of technology and its potential applications. They need to be able to effectively lead and manage teams that include technology experts and integrate technology into the organization’s strategy.
Globalization: In a globalized economy, managers and leaders need to have cross-cultural communication skills and be able to navigate cultural differences to effectively manage international teams and operations.
Changing workforce demographics: With the rise of millennials and Generation Z in the workforce, managers and leaders need to adapt their leadership styles to be more collaborative, inclusive, and flexible.
Sustainability: There is growing pressure on businesses to be environmentally sustainable, and managers and leaders need to be able to effectively manage and implement sustainable practices throughout the organization.
Overall, successful managers and leaders in any region must be adaptable, innovative, and able to lead their teams through rapid changes and uncertainty. They must have excellent communication skills, be able to build strong relationships with their employees and stakeholders, and have a deep understanding of the industry and market they operate in.Leaders Crave External Validation
In times of uncertainty, leaders want two things: more time to learn, and greater external validation that they’re doing the right things. On average, leaders report spending nearly 4.4 hours per week learning, but would prefer to spend about 7.5 hours. This number also spiked while the survey was open as the pandemic hit, and leaders felt less certain of their skills. Perhaps a more important trend we spotted this year is the strong desire for external validation and objectivity in their learning. More than anything, leaders wanted outside coaching and developmental assignments to help them grow their skills outside of their day-to-day work. In addition, they expressed a strong desire for assessment to help them pinpoint their development areas. It is not accurate to make a blanket statement that all leaders crave external validation, as individuals have unique needs and motivations. However, it is true that many leaders value feedback and recognition from external sources, such as their peers, mentors, or industry experts. This is because receiving external validation can help leaders feel more confident in their decision-making and validate their expertise and skills. In terms of how leaders want to learn, again, this can vary based on individual preferences and learning styles. However, many leaders value learning opportunities, that are personalized, relevant, and practical. They prefer learning experiences that are interactive and engaging, such as workshops, coaching sessions, or mentorship programs. They also value learning from their peers and networking with other leaders in their field. Furthermore, leaders tend to have busy schedules and limited time for learning, so they prefer learning experiences that are efficient and flexible, such as online courses or microlearning modules. They also tend to prioritize learning that has a clear impact on their performance or the performance of their team or organization.
Overall, leaders are motivated to learn and grow, and they value learning experiences that are relevant, practical, and personalized to their needs and preferences. While some leaders may seek external validation, it is important to recognize that this is not a universal trait and that individual leaders may have different motivations and preferences when it comes to learning and development.
Timo Ahonen 
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