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12 Principles of Collaboration

12 Principles of Collaboration | Human Capital & Business Trends | Scoop.it

Twelve collaboration principles that successful organizations follow.


Via Kenneth Mikkelsen
Tony Brugman (Bright & Company)'s insight:

Simple, easy to read, colorful inforgraphic on the 'Principles of Collaboration'. Nice!

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Peter C. Newton-Evans's curator insight, April 19, 2013 11:15 AM

It is heartening to see how cooperation and collaboration are gaining importance in the workplace and business in general. Here is just another example.

Paul Thoresen's curator insight, April 21, 2013 10:03 AM

Simple concepts often overlooked. From WIIFM to putting strategy before tech.

Scott Span, MSOD's curator insight, May 6, 2013 11:31 AM

How are you collaborating?

Human Capital & Business Trends
Latest and relevant insights on the field of people, work and organisations.
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Performance Management Isn’t Working: Programs Not Keeping Up With Evolving Business Needs

Performance Management Isn’t Working: Programs Not Keeping Up With Evolving Business Needs | Human Capital & Business Trends | Scoop.it
It’s not surprising that employers, managers and employees all say performance management is broken. The prevailing approach — with its single year-end rating and a reliance on past results — is hardly a formula for ensuring effective performance management and keeping up with evolving business demands.

Yet, despite headline grabbing accounts of companies going ratingless, only a small number of organizations have actually abandoned performance management programs or eliminated ratings altogether.
Tony Brugman (Bright & Company)'s insight:

The elephant in the room?! HR expert Towers Watson dug deeper in their global Talent Management and Rewards survey data to get insights about 'performance management'.

 

Does any of these findings come to you as a surprise?

- Less than half (45%) of employers say performance management programs are effective

- Yet, only 26% considering eliminating performance ratings
- 43% wants to modernize their performance management technology
- 56% say that managers lack necessary skills and time to manage performance really well

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The HR Leadership Report Card (DDI)

The HR Leadership Report Card (DDI) | Human Capital & Business Trends | Scoop.it
What does HR see when they hold up the mirror?
Tony Brugman (Bright & Company)'s insight:

Mind the gap! Nice overview as part of the 'High Resolution Leadership' research report by leadership experts DDI. How does HR score in comparison to other functions when it comes to leadership skills and leadership potential?

 

“Perhaps the most important consequence of HR’s profile is its underrepresentation in leader candidate pools. HR leaders are increasingly rare among those being considered for higher-level roles. HR leaders who are being considered have a distinct profile from those who are not.”

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Hype vs. Reality: The Coming Waves of Robo Adoption

Hype vs. Reality: The Coming Waves of Robo Adoption | Human Capital & Business Trends | Scoop.it
The Robo-Advisory Services Study explores the current state of the robo-advisory market and its potential for growth. The study looks at consumer awareness of and interest in robo-advisors, the expected levels of consumer adoption, the expected size of robo-advisory assets, and which consumers are more likely to adopt it and what they are looking for from their providers. It then looks at the resulting implications for other players in the investment management ecosystem.
Tony Brugman (Bright & Company)'s insight:

2015 Research study by consultancy firm A.T. Kearney on the rise of robo-advisors in asset and investment management.

 

The researchers expect a growth in total amount of 'invested assets invested using robotic advisory services' from 0,5% in 2015 to almost 6% by the year 2020 (for U.S. market), an equivalent of roughly 2 trillion USD managed by robo-advisors!

 

Hence, "the strategic implications of the emergence of robo-advisory services could be profound." Including, changing consumer expectations and recalibtration of business/delivery models.

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Young people believe their jobs will be automated

Young people believe their jobs will be automated | Human Capital & Business Trends | Scoop.it
On average, 42% of young people worldwide felt that their education did not prepare them for their jobs
Tony Brugman (Bright & Company)'s insight:

Interesting findings from a global research by Infosys on the implications for education and skills in regard to the rise of robots and automation: ('Amplifying Human Potential: Education and Skills for the Fourth Industrial Revolution', full report here http://www.experienceinfosys.com/humanpotential)


 "On average, 42% of the respondents felt their education did not prepare them for their jobs", thus, implicating that "to empower these young people to thrive in this great digital transformation, our education systems must bring more focus to lifelong learning, experimentation and exploration."

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HR Expertise: Facing the Future of Work (by John Boudreau) - SHRM

HR Expertise: Facing the Future of Work (by John Boudreau) - SHRM | Human Capital & Business Trends | Scoop.it
As this year’s headlines proved, there is no shortage of criticisms of HR. Whether the reproaches came from the popular or business press, it seemed everyone wanted to share why they think HR is hated, unnecessary or ill-equipped for the challenges ahead. But wouldn’t you rather hear about the future of our profession from the people who are actually leading it?
Tony Brugman (Bright & Company)'s insight:

HR guru and professor John Boudreau sheds his light on the "five forces shaping the future of work—and how HR leaders must address them."

 

His research-based five forces are:

 

1. Exponential technological change
2. Social and organizational reconfiguration
3. A truly connected world
4. An all-inclusive global talent market
5. Human/machine collaboration

 

His message to HR leaders: "These are not roles traditionally associated with HR, yet it’s critical that our leaders take them on by 2025. (Therefore) we must keep thinking beyond our conventional notions of HR’s goals and responsibilities."

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Six fundamental truths about the 21st Century Corporation

Six fundamental truths about the 21st Century Corporation | Human Capital & Business Trends | Scoop.it
The world is in the midst of a new industrial revolution.
Tony Brugman (Bright & Company)'s insight:

Key takeaways of the 'The 21st Century Corporation'-special in Fortune Magazine.


1) You don’t need a lot of physical capital. 

2) Human capital will matter more than ever.

3) The nature of employment will change.

4) Winners will win bigger, and the rest will fight harder for the remains.

5) Corporations will have shorter lives.

6) Intellectual property knows no natural boundaries.

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Smarter, Smaller, Safer Robots

Smarter, Smaller, Safer Robots | Human Capital & Business Trends | Scoop.it
A new generation of adaptive automated machines work better with humans and dramatically lift productivity.
Tony Brugman (Bright & Company)'s insight:

Interesting article in HBR (November) about the rise of newer, more adaptive robots on the work floor. These robots "represent the beginning of an important shift in manufacturing, from a process in which people work near large, dangerous automated machines to one in which they work alongside—or even with—machines."

 

According to the article "four key benefits are emerging":

1. Robots have become safer, and this makes people happier with them.

2. Robots speed up thankless tasks.

3. Robots greatly reduce idle time.

4. Workers want to work with the new robots.

 

 

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Inside Pinterest's Plans To Fix Its Diversity Problem

Inside Pinterest's Plans To Fix Its Diversity Problem | Human Capital & Business Trends | Scoop.it
And while Sharp is personally passionate about the societal benefits of making Silicon Valley more inclusive, he had to make a case to employees that was less about ethics and more about the bottom line: "This is not a charity; it’s a business."
Tony Brugman (Bright & Company)'s insight:

Many Silicon Valley companies struggle with their lack of diverse and inclusive workforce. Most of the employees are white or Asian males.

 

How to make a change or turnaround? It's not just a matter of setting diversity quotas or hiring goals. It takes more to change the whole recruitment mindset as this interesting practice of Pinterest in Fast Company shows us.

 

"There is lots of hope but little certainty about what works."

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HR influence: The next 10 years

HR influence: The next 10 years | Human Capital & Business Trends | Scoop.it
What do experts think HR directors need to do to maintain and increase influence over the next decade?

Via David Green
Tony Brugman (Bright & Company)'s insight:

What would happen if you would ask some influential HR experts about the future of HR? Apart from all the 'HR needs to be more business-minded and value-added' kind of stuff, in 10 years, HR needs...

 

...to look outside as well as in
...to understand what any piece of data is going to say to any stakeholder (since HR data is available to anyone)
...to ensure there’s the same messaging inside and outside the business (takeover traditional marketing areas)
...to produce and not consume (source of evidence for boards and senior managers)
...to be really innovative and forward-thinking

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Gary Johnsen's curator insight, October 26, 2015 11:31 AM

Shifts in HR service delivery

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Robotics – I need your clothes, your boots and your HR processes - Deloitte HR Spotlight

Robotics – I need your clothes, your boots and your HR processes - Deloitte HR Spotlight | Human Capital & Business Trends | Scoop.it
This summer we have seen our favourite gun-toting, German speaking cyborg return to movie screens in a fight to save the world from an evil terminator. There are two things that are striking about the return of Arnie to our screens: One, he still has the same dubious haircut and...

Via David Green
Tony Brugman (Bright & Company)'s insight:

Robots are coming to HR! 

 

Interesting Deloitte article on the next phase of HR Transformation: Robot Process Automation (RPA).

 

"RPA will fundamentally change the operating model and capabilities of HR – tomorrow, if you are still performing repeatable, transactional, rule-based activities within your shared service centre you have failed.

RPA Robots operate at 1,000 times the speed of an SSC FTE, at a tenth of the cost (of an onshore FTE), have a near 0% error rate and can be turned off and on at any time (making them infinitely scaleable). "

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What Separates Great HR Leaders from the Rest

What Separates Great HR Leaders from the Rest | Human Capital & Business Trends | Scoop.it
HR seems to have become every manager and employee’s favorite corporate punching bag, vying with IT for the dubious title of most-irritating function.

Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

An insightful article on HBR blog, showing research results on HR Leadership effectiveness. According to the researchers HR Leaders are most strong at:

-  Developing and coaching other

- Building positive relationships

- Role modeling
- Having functional knowledge and expertise

 

They are considered to be weak at:

- Focusing internally rather than externally
- Lacking strategic perspective
- Not anticipating and responding quickly to problems
- Resisting stretch goals

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Andrée Laforge's curator insight, August 17, 2015 1:45 PM

Tiens donc...


Gary Johnsen's curator insight, August 23, 2015 7:52 AM

Great HR leaders connect externally, think strategically, respond quickly and create high standard goals

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The Father Of "Getting Things Done": You're Getting Me All Wrong

The Father Of "Getting Things Done": You're Getting Me All Wrong | Human Capital & Business Trends | Scoop.it
Productivity guru David Allen on Zen, doing nothing, and why some people need to "stop focusing on their goals and actually get shit done."
Tony Brugman (Bright & Company)'s insight:

We all got it wrong! Getting Things Done is often thought of as a time management system. David Allen told Fast Company it is more of a "space management system".

 

"The people who are most attracted to Getting Things Done are the people who need it the least."

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Humans are underrated

Humans are underrated | Human Capital & Business Trends | Scoop.it
As technology becomes more dominant in the workplace, here are the three job skills that you need to thrive.
Tony Brugman (Bright & Company)'s insight:

"We shouldn't focus on the question: what computers can't do."

 

According to Geoff Colvin (author of 'Talent is overrated' and upcoming book 'Humans are underrated') says to Fortune we instead should focus on: How will we humans add value? What are the abilities that make humans unique in the age of technology?

 

"Empathy, collaborating, storytelling, solving problems together, building relationships."

 

"Abilities we evolved 100.000 years ago, because they enabled us to survive. And we evolved to have interpersonal reactions with other humans, not with computers."

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Angela Auzenne's curator insight, July 30, 2015 5:06 PM

"We shouldn't focus on the question: what computers can't do."

 

According to Geoff Colvin (author of 'Talent is overrated' and upcoming book 'Humans are underrated') says to Fortune we instead should focus on: How will we humans add value? What are the abilities that make humans unique in the age of technology?

 

"Empathy, collaborating, storytelling, solving problems together, building relationships."

 

"Abilities we evolved 100.000 years ago, because they enabled us to survive. And we evolved to have interpersonal reactions with other humans, not with computers."

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New Recruiting Platform Uses Anonymous Profiles To Help Tech Companies Find Talent

New Recruiting Platform Uses Anonymous Profiles To Help Tech Companies Find Talent | Human Capital & Business Trends | Scoop.it
Woo is betting anonymity will give highly sought after tech workers the nudge they need to find their dream position.
Tony Brugman (Bright & Company)'s insight:

Interesting story by Fast Company about a new digital recruitment platform 'Woo' for tech talent. It has been build "to eliminate barriers" such as time and effort, and privacy issues (eg. supervisor or coworkers will find out).

 

"Woo is "1,000% better and more efficient at engaging with the passive job seeker, because it contains a new layer of data for both the company and the candidate. The recruiting model is broken, and we will be able to make it better."

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The Bloomberg Job Skills Report 2016: What Recruiters Want

The Bloomberg Job Skills Report 2016: What Recruiters Want | Human Capital & Business Trends | Scoop.it
Every year we survey the recruiters hunting for top MBA talent to figure out what attributes are most valued in managers and how the latest crop of business school graduates stacks up. As part of our latest ranking of business programs, Bloomberg asked 1,251 job recruiters at 547 companies about the skills they want but can’t find—and which B-schools are doing the best job of turning out job-ready graduates.
Tony Brugman (Bright & Company)'s insight:

As part of the Best Business Schools survey,  Bloomberg Business asked recruiters "which skills they wanted most, and which they had trouble to find." Some nice research findings and interactive infographics!

 

(Btw. the skills that are least common yet most desired:  Strategic thinking, Leadership skills, Creative problem-solving and Communication skills)

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Getting beyond the BS of leadership literature (by Jeffrey Pfeffer) | McKinsey & Company

Getting beyond the BS of leadership literature (by Jeffrey Pfeffer) | McKinsey & Company | Human Capital & Business Trends | Scoop.it
Management books and commentaries often oversimplify, seldom providing useful guidance about the skills and behavior needed to get things done. Here’s a better reading list for leaders. A McKinsey Quarterly article.
Tony Brugman (Bright & Company)'s insight:

Top article by management & leadership guru and professor Jeffrey Pfeffer, excerpting his latest book 'Leadership BS: Fixing Workplaces and Careers One Truth at a Time'.

 

He summarizes in his view "the best books on leadership" for McKinsey Quarterly. (Since most stuff on leadership "often (is) wonderfully disconnected from organizational reality and, as a consequence, useless for sparking improvement).

 


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Rise of the machines: What automation means for HR

Rise of the machines: What automation means for HR | Human Capital & Business Trends | Scoop.it
How radically will automation change the world of work, and what's HR's role in managing that?
Tony Brugman (Bright & Company)'s insight:

Good long read in HR Magazine UK, discussing the consequences for HR and HR's role in a world of robots and automation. Here some selected takeaways:

 

“Robots will operate 24/7 and won’t take breaks but they still need to be managed to make sure they are working at an optimum level… Understanding the capabilities of this new workforce and ensuring they work in conjunction with your existing teams is a key activity for HR.”

 

"The challenge principally stops being one of working out which jobs should be replaced and how to manage job losses.
Instead it becomes more of an opportunity – a chance to work out how technology might augment employees’ day-to-day activities and what kinds of new job descriptions might be created."

 

"The biggest danger presented by HR not being involved in organisational design and automation conversations, is that automation could happen for the wrong reasons – namely cost-cutting instead of enhancing what the business does."

 

“Technology provided a huge opportunity around how to do things differently, to concentrate on the people element."

 

"HR’s involvement in matters of organisation design and automation is critical, not only because they will be able to take the lead each time a new future structure for technology-worker interaction is devised. Rather it’s because this structure will evolve so rapidly."

 

“It’s like any epoch change. You have to read around it, you have to read the reports and studies, you have to attend the conferences. You have to display awareness and apply strategic thinking on how those matters and influences will impact on your organisation.”

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Special FT Report on advanced technology

Special FT Report on advanced technology | Human Capital & Business Trends | Scoop.it
The World special report, including stories on ethics, technology, robots, blockchain, DNA, intelligence, social media, bionic, driverless cars, venture capitalists, data laws, drones from FT.com
Tony Brugman (Bright & Company)'s insight:

Cool special report by Financial Times on new technology, robotics and AI. Great resource!

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Why every aspect of your business is about to change

Why every aspect of your business is about to change | Human Capital & Business Trends | Scoop.it
Imagine an economy without friction—a new world in which labor, information, and money move easily, cheaply, and almost instantly.
Tony Brugman (Bright & Company)'s insight:

Good article by Fortune on the 21st Century Corporation (by Geoff Colvin). Coining the term "friction-free economy" where companies becoming more fluid, rethinking the role of capital, creating value in new ways, and enabling them "to compete powerfully with capital-heavy incumbents."


The article presents next gen examples and "New Rules for" R&D, Manufacturing, Leadership and Employee Relations.

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What Sets Apart the Best Entrepreneurial Companies in America

What Sets Apart the Best Entrepreneurial Companies in America | Human Capital & Business Trends | Scoop.it
Our Entrepreneur360 Performance Index showed that sustained growth is elusive and usually comes from just six types of companies.
Tony Brugman (Bright & Company)'s insight:

"Successful companies have different paths to success." 

 

Entrepreneur Magazine comprehensively researched the characteristics of America’s most successful entrepreneurial companies and found that they can be subdivided into six categories:

 

1. Best Practicers ("Their competitors are jealous of their good looks")

 

2. Data Champions ("These companies know their numbers")


3. Controllers ("They know what their customers want before their customers even ask")


4. Classics ("The kinds of organizations that put a premium on the art of selling")

 

5. Forward Thinkers ("They will always try something new")

 

6. Contrarians ("They don’t care what you think")

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Gary Johnsen's curator insight, October 26, 2015 11:33 AM

Interesting categories of growing companies

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Professor Dr Robot QC

Professor Dr Robot QC | Human Capital & Business Trends | Scoop.it
Machines are challenging the professions’ two most important claims to being special: their ability to advance the frontiers of knowledge and their exclusive licence to apply their expertise to an unordained laity.
Tony Brugman (Bright & Company)'s insight:

Good Economist Schumpeter contribution on robotizing of jobs. The professional services industry should also worry according to a new book 'The Future of the Professions' ("the most important source of instability is information technology").

 

Why? Because "these jobs, they argue, are a solution to the problem that ordinary people have “limited understanding” of specific areas of expertise. But technology is making it easier for them to get the understanding they need when they need it."

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Changing change management

Changing change management | Human Capital & Business Trends | Scoop.it
Research tells us that most change efforts fail. Yet change methodologies are stuck in a predigital era. It’s high time to start catching up. A McKinsey & Company article.

Via Andrew Spence
Tony Brugman (Bright & Company)'s insight:

It's time to modernize 'change'! Great article by McKinsey saying that organisations can unlock the power of digital tools to drive internal change initiatives. 


For example to

1. Provide just-in-time feedback

2. Personalize the experience

3. Sidestep hierarchy

4. Build empathy, community, and shared purpose

5. Demonstrate progress


Makes sense doesn't it?!


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Andrew Spence's curator insight, August 4, 2015 7:27 AM

Is everything you learnt about change in the "predigital" era now defunct?


In my view, no. One thing we have in common with the industrial age is our reliance on people - and we still have some left.  When I last checked, they still have beating hearts and crave meaningful work.


However, we need to re-think quickly as move move into the digital age.  


Here are 5 areas that can help make internal change efforts more effective and enduring :-

1. Provide just-in-time feedback

2. Personalize the experience

3. Sidestep hierarchy

4. Build empathy, community, and shared purpose

5. Demonstrate progress

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The warnings of 'Why We Hate HR' are worth revisiting - HR Magazine

The warnings of 'Why We Hate HR' are worth revisiting - HR Magazine | Human Capital & Business Trends | Scoop.it

In August 2005 Fast Company magazine published its infamous "Why We Hate HR" article. It's only with the perspective of time that it's become clear that this was a tongue-in-check response to the opening lines of Dave Ulrich's book, the HR Value Proposition.


Via Andrée Laforge
Tony Brugman (Bright & Company)'s insight:

Ten years after the critical Fast Company article HR can still learn from its' lessons. A gentle remindner from the Senior VP People of McDonald's.

 

"As the Fast Company article said: “HR is the corporate function with the greatest potential – the key driver, in theory, of business performance.” Our opportunity in the next 10 years is to turn that theory into practice." 

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Andrée Laforge's curator insight, August 17, 2015 10:28 AM

Il serait peut-être bon de revisiter les prémisses derrières cet article de 2005 et de vraiment voir si les RH ont évoluées.

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Why you can’t scare people into doing the right thing. - PwC

Why you can’t scare people into doing the right thing. - PwC | Human Capital & Business Trends | Scoop.it
Employers in financial services who get tough about poor employee behaviours and performance may be fuelling a climate of fear that breeds even more unethical conduct - the opposite of what regulators, businesses and the public want. That’s according to a joint PwC and London Business School survey of more...
Tony Brugman (Bright & Company)'s insight:

Interesting research by PwC and Londen Business School on (un)ethical behavior of bankers (with the financial crisis in the back of our minds)..Important lessons for regulators and financial services leaders!

 

A culture of fear and negative rewards is not always the best way to regulate and stimulate the desired behavior.

 

"The report found that anxiety disrupts people’s capacity to make good decisions, often leading them to behave less ethically. That means the threat of fines, bonus clawbacks and even prison won’t necessarily prevent further misselling and market‑rigging scandals."

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Are You – And Your Company – Prepared For The Future Of Work In Tomorrowland? | The European Business Review

Are You – And Your Company – Prepared For The Future Of Work In Tomorrowland? | The European Business Review | Human Capital & Business Trends | Scoop.it
This article describes 10 key dimensions that executives may use to assess their preparedness for work in Tomorrowland. It offers insightful and strategic questions for leaders to develop people, companies, and ecosystems that are able to flourish in a high tech, high touch, and high growth work reality while resisting the possibilities for strategic implosion.
Tony Brugman (Bright & Company)'s insight:

Excellent EBR article on the assessment of readiness for 'Future of Work'.

 

Assessment domains of "preparedness for work in Tomorrowland" include:

 - Impact of technology and cyber-age on work and jobs

- Type of work activities that people will be performing

- Portfolio Employment

- Social and Physical context in which work will take place

- Sustaining Work And Life Satisfaction in the future

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Gary Johnsen's curator insight, August 5, 2015 7:18 AM

Excellent EBR article on the assessment of readiness for 'Future of Work'.

 

Assessment domains of "preparedness for work in Tomorrowland" include:

 - Impact of technology and cyber-age on work and jobs

- Type of work activities that people will be performing

- Portfolio Employment

- Social and Physical context in which work will take place

- Sustaining Work And Life Satisfaction in the future