Zoltan Vadkerti is a work-life expert, blogger and co-founder of the WorkLife HUB.
Amongst all the hype and focus on technological drivers like AI, sensors, cloud computing or machine learning one thing should be of comfort, human evolution is relatively slow, and after all, it is still humans at the centre of work.
Routine tasks are slowly being executed by algorithms, and what will be the essence of anyone's job in the future will be the non-routine part of the work: the parts that require innovation capacity, creativity, the ability to sift and sort through huge amounts of complex information and prioritise.
The workforce is also changing
We have an unprecedented 5 generations at work at the same time, and also greater diversity as ever before. Diversity in terms of gender, background, education and life-stories. Employers who jump early on the diversity bandwagon will reap rewards sooner.
Companies all over the globe are reacting to these shifting tectonic plates. They introduce new roles and new strategies to adapt their organizations to the new realities of the working world.
2 considerations need to be at the forefront of such change efforts:
- Who is in charge and is the main driving force for the initiative
- What is the objective of the initiative (and how to measure it)
We all want to be part of organisations that are driving growth, expanding and attracting the best and brightest. Attracting talented people is only the beginning though, how to maximize their potential while offering them a rewarding work experience and continuous learning and career opportunities is a different story altogether.
There is a shift from focusing on extrinsic motivators to include also intrinsic motivators. Finding the right balance between these two is vital to ensure that employees enjoy their work and strive to give their best. A beautiful office space, perks and benefits such as complimentary meals, a gym membership, a company car or mobile phone are important, but there should also be more thought put into tapping into people’s intrinsic motivators:
Autonomy, Mastery and Purpose
How to design work to allow employees to feel empowered and in control, approach what needs to be done in a way of their choosing, yet also allow for experimentation, mistakes and provide continuous learning opportunities? We all want to feel that we are part of something bigger than us, and once we can align our talent and our passion with a greater outcome, we become unstoppable. People managers have to see these links and create an almost entrepreneurial context even for their employees.
HR is perhaps the role experiencing most of the overwhelm
As a lot of the traditional administrative aspects of HRM are automated, they are squeezed between a hard place (CEO and shareholders) and a rock (employees). How to prioritise and decide on which thought-leadership to follow? In addition, every company is unique and there is no cut/paste option.
Facility management used to be about buying chairs, desks, carpets and staying in budget. Now it’s about reduced real estate space, coworking places, the end of the C-suite and corner offices and employees looking for hotel lobby or hipster café style working environments.
Health and Safety managers are also confronted by a number of new currents in mental health and physical health awareness, pressures on prevention and reduction of stress, burnout, a lot due to the excessive use of digital technologies, overwork, which overlaps not only with the responsibility of line-managers, but also HR.
We’re observing action-paralyses due to this lack of clarity on roles and initiatives.
This is perhaps one of the most difficult tasks of top-management.
Empower and clarify the roles to ensure that on the specific issues there is a single ownership and responsibility to integrate new knowledge and drive successful initiatives.
This is where organisations like Terrapinn play a great role with their Work 2.0 conference series
Throughout the 2 days participants will have the chance to hear from a great diversity of experiences and stories from people at the forefront of transformation, which should enable them to design roles and workplace initiatives to suit their own work characteristics and people needs.
Driving performance at work is now the subject of many different functions at work, from different aspects and understanding of when and how are we at our best. To complicate matters further in this matrix, a growing number of service providers are also vying for the attention of companies to deliver the app, the software or the service to disrupt or consolidate, diversify or align, improve or relax…
All of us HR managers, Health and Safety officers, facility managers, work-life directors or Chief happiness officers struggle with the abundance of research, information and available tools, which to follow, which to listen to.
Therefore events such as Work 2.0 are vital, as they sit at the intersection of people, workspaces and technology. ....It’s about productivity, collaboration, mobility, flexibility, motivation, creativity, innovation, entrepreneurship.