It is clear that the epidemic has significantly contributed to the new normal in the commercial sector. It’s a world of challenges. But there is also a chance.
We have the chance to improve how business is done by starting over. It is possible with a stronger dedication to the welfare of both customers and employees.
Additionally, to overcome obstacles and succeed, businesses should consider implementing cutting-edge operational procedures and technology, such as developments in intelligent automation.
We are in the midst of the Fourth Industrial Revolution, which is being fueled by technologies like artificial intelligence, automation, big data analytics, high-speed internet, and cloud computing.
The COVID-19 pandemic has, however, sped up the adoption of technology while also allowing us to reflect on our lives, our values, and the decisions we have been making over the previous two years.
Here are the 6 business trends setting the stage for the future of work and leisure, and how intelligent automation will play a part in it.
How will automation affect the need for specific talents in the workforce?
As people engage more frequently with ever-smarter machines for the next 10 to 15 years, the adoption of automation and AI technologies will revolutionize workplace automation.
In addition to the many advantages that these technologies and that human-machine interaction will provide, including increased productivity, GDP growth, enhanced business performance, and new prosperity, they will also alter the skills needed by human workers.
We projected skill shifts to 2030 to quantify skill shifts caused by automation and AI and discovered that they accelerated. The need for technological expertise has been increasing since 2002, but it will accelerate between 2016 and 2030.
The demand for social and emotional intelligence will rise at a similar rate. In contrast, the demand for fundamental cognitive abilities as well as manual and motor skills will drop.
1-Workforce Planning
The concerns of human resources will change from evaluating benefits providers to managing pooled interagency talent and quickly choosing the best employee from a cloud-based inventory of available workers as fewer people seek full-time employment or long-term commitments and as work is performed by employees locally, remotely, and by robots.
2-Hybrid And Remote Work Will Continue And Get More Established
The epidemic hastened the acceptance of remote and hybrid work models, as we mentioned in our piece on hybrid work and how to strike a balance between onsite and remote labor.
But the hasty and haphazard adoption that took place in 2020 is becoming more established, and they will have their frameworks, verifying their complete integration into corporate culture and operations.
Regardless of whether certain companies prefer-and even require-their employees to be on-site full time because of the nature of the work, allowing hybrid work arrangements or remote work is likely to be perceived as more progressive and more appealing to potential employees.
3-Aligning The Values Of Employees And Employers
Along with the last point, we are starting to pay more attention to who our employers are and what they stand for as we become less motivated by ambition, money, and power.
Management of employees has become increasingly dependent upon employee alignment, or how much employees are committed to the mission, vision, and goals of their organization. The company’s employees and even job applicants are becoming more confident in questioning whether it’s a suitable match for them.
For that purpose, both prospective and current employees are starting to look more closely at a wide range of difficulties. Examples include, among others, issues with CSR, environmental sustainability, gender and racial diversity and inclusion, bias, organizational politics, healthcare, the level of toxicology in workplace automation, and mental health.
4-Generation Z And The Millennium
Big changes will be driven by the wants and viewpoints of Generation Z (who will make up 45 percent of the workforce by 2024) and millennials. The good news is that in each of the five person-machine partnering scenarios, these tech-savvy employees will feel at ease playing the role of “the human in the loop.”
There are some definite distinctions between these two generations:
Millennials look for balance and flexibility. They want to work for organizations that value leadership ethics and are inclusive. Additionally, Millennials desire to swap roles and continue their education to enhance their skill growth (and employers).
In contrast to millennial workers, Generation Z wants job security and career advancement. Due to their digital upbringing, kids are looking for interpersonal connections. Additionally, Gen Z is more driven by their desire to effect change (social and environmental issues, etc.).
Both groups anticipate switching jobs and employers multiple times as they pursue fulfillment beyond minimal compensation. And at this time, the capability of working remotely is a given.
5-More Focus On Soft Skills
A number of the hard skills requiring technical knowledge are being performed by computers thanks to the rising integration of robotics, automation, and workplace automation. Employers will therefore be on the lookout for well-educated people who have soft skills like management and leadership, critical thinking, innovation and disruption, problem-solving, design thinking, and creativity.
Upskilling, continuing professional development, and lifelong learning will also receive more attention; these ideas have been present for at least the last two decades but will become even more well-known and significant in the years to come.
6-The Turnover Of Employees Will Grow
A company’s “goodness” as an employer has always been reflected in its employee turnover rate. A good employer with great employee loyalty would have minimal turnover, while a bad firm with high turnover would have low staff morale, domineering or dysfunctional management, and low productivity.
Employees may not feel as inclined to stay in a job merely for the money or benefits, though, given that more businesses and individuals are engaged in gig work and that there is a rising emphasis on accumulating a variety of experiences.
Life quality is also significant. Additionally, and especially among younger people, they desire to try out several roles before deciding to follow a certain path for a while.
As people feel more empowered to take more control of their work-life and, as a result, their entire lives, changing careers and upgrading or reskilling for new tasks are becoming less scary.
Move On:
Nobody can forecast the future, but Resourcing 360 can assist you in preparing for the difficulties of truly digital workplace automation so you can fully benefit from all the cost reductions, efficiency, and, most importantly, the capacity to better serve your residents. The future of employment must be evaluated and planned for now because federal modernization monies are available for just this purpose.
