Entitled “The Ego Revolution at Work”, the new book by Denis Pennel emphases the demise of a dominant work organisation model (Fordism) and the emergence of new forms of work (such as uberisation, human cloud, self-employment,).
Today’s labour markets are characterised by the rise of a dispersed workforce and increasing working time flexibility. In this new environment the needs of individuals and business are changing rapidly: companies can no longer offer the security of “a job for life” and individuals want more freedom of choice and expect to work the way they live!
The way businesses and individuals think about employment needs to change to accommodate this new working environment. The workplace must be aligned with today’s diverse workforce. Social benefits must become portable to protect individuals’ rights whatever their status, and with these benefits no longer attached to an organisation. Employers must find new ways to attract and retain just-in-time workers and to engage with an extended workforce.
If one of the main goals of the future of work is to increase productivity and collaboration, there’s a great place to start: digital transformation.
Many companies are embarking on a digital transformation in an effort to connect employees and customers around the world digitally. The future of work and digital transformation are both vital to each other’s success, and they can work together to help organizations prepare for a new wave in the workforce. A digital transformation can provide employees the tools they need to create the best work environment for the future.
Digital transformation builds on the current state of global connectivity and can include a wide variety of features. However, according to Adam Warby, CEO of global technology solutions firm Avanade, there are four main trends being seen in digital transformations across industries:...
100 years ago, nearly 40 percent of all US jobs were in agriculture. Today, the figure is 2 percent. The same dynamic happened in manufacturing, which in the 1950s dominated work, but since then has receded as a mass employer. Technology made it happen then, and technology shows no evidence of slowing down now. What lies ahead for work, and how will supply chain careers evolve in the next decade? Digitisation is having disruptive effects on managerial, logistics and other supply chain functions. Automation in plants, fulfilment centres, and areas like procurement, production planning and maintenance is eliminating jobs. And yet overall hiring continues to rise and senior leaders say that finding and hiring the right talent is harder than ever.
The work paradox in supply chain is much like a phenomenon described in a brilliant TED talk by MIT professor David Autor on automation and employment. Autor retells how in the 1970s before banking ATMs were introduced, there were about 250,000 bank tellers in America. Today, there are 500,000. The reason that jobs expanded rather than disappeared was that ATM-enabled cost savings in branch operations allowed banks to open more branches, creating a net increase in new positions. The work itself changed from rote, low-value tasks to a relationship-intensive sales and problem-solving role. Banks saw business benefit from these newly empowered tellers and hired more.
Automation changed the work, and probably enhanced careers. In supply chain, two potentially impactful digital technologies are now asserting themselves across industries. Advanced robotics and machine learning are clearly able to automate rote, low-value work in supply chain functions today by doing everything from packing cartons to approving orders. In fact, growth in acceptance of these technologies as important to supply chain strategy is impressive everywhere.
For most of the past 25 years, globalisation was seen as an unstoppable force, as sure to advance as the sun rises in the east. But increasingly, it looks more vulnerable than inexorable. Causes for concern are easy to find. For instance, the last set of World Trade Organisation negotiations over further trade liberalization, the Doha Round, was a failure; Donald J. Trump has disavowed free trade agreements such as NAFTA and the Trans-Pacific Partnership (TPP); Brexit will reduce economic integration between the United Kingdom and the European Union, and possibly between the U.K. and the world; and regional opposition almost scuppered the Canada-EU Comprehensive Economic and Trade Agreement (CETA). Is the age of globalisation coming to an end?
The advent of the gig economy has brought fundamental changes to the way in which we access goods and services and turned traditional business models on their head. Denis Pennel considers its impact on employment and the likely implications for the future of work.
The rise in digital platforms is increasingly replacing face-to-face transactions. Businesses can now sell their wares at the press of a button and attract customers from around the world. All of this with very few staff and certainly without a classic salesforce or local office. Today’s hyper-networked world means companies can create a direct connection with customers through their online portals. Efficient systems ensure high levels of quality and customer satisfaction and we can all buy goods and services in real time, 24 hours a day, seven days a week. The gig economy impacts all business sectors – from retail to media and from finance to accommodation. Taxi drivers are being “Uberised”, bookshops “Amazonised”, hotels “Airbnbised”, travel agencies “Bookingised”…
A host of B2B and B2C services are available without ever leaving the house. The process is faster, easier and very often cheaper. And it doesn’t stop there. Not only has the gig economy eroded established business sectors it has also created a host of new business models and opportunities: eBay, where people can trade second-hand goods; Zilok, where people can rent all sorts of things; Peerby, where you can borrow items from neighbours; and TaskRabbit, where you can hire somebody by the hour to complete your tax form or walk your dog.
Other than a brief chat with a college career counselor, or that time a family member asked what you wanted to be when you grew up, has anyone encouraged you to look into the future? Were you ever formally taught how to develop your capacity for foresight? Me neither. A new game called IMPACT, by the innovation and design firm Idea Couture, wants to change that. Given how rapidly the workforce is evolving—not to mention life's inherent uncertainty—IMPACT's creators felt it might be useful to help people sharpen their ability to anticipate and respond to unexpected change, especially when it comes to their careers.
Employment in the gig economy is growing far faster than traditional payroll employment, according to a study out Thursday from the Metropolitan Policy Program at the Brookings Institution. By using a little-know statistic, the researchers found evidence of a significant change in the numbers, and the potential for a huge realignment in the very nature of employment. Over the past 20 years, the number of gig economy workers — those who operate as independent contractors, often through apps — has increased by about 27 percent more than payroll employees, according to CNBC calculations using data from the report.
The change is even more severe in certain industries, like ground transportation, where the number of gig economy workers increased 44 percent more than payroll employees. Especially along the coasts and in early adopter cities like Austin, Texas, and Nashville, Tennessee, the researchers found evidence of huge changes and the possibility of gig economy jobs replacing traditional payroll employment. Eighty-one percent of the growth in such jobs over the past four years took place in the nation's 25 largest metro areas.
A new white paper by the representative of Europe’s employment industry addresses the main issues surrounding the new world of work and calls on policymakers to adapt legislation and labour market policies in line with this new reality. Denis Pennel explains how things stand
The HR software market is moving towards HR Apps, the HR function is confronted with new questions and challenges including a new role for HR Operations.
The HR Tech landscape is changing rapidly as experts are pointing out. Traditionally HR technology focused on providing expert systems that helped and supported HR in executing their tasks. The first focus was on payroll and systems of records. Later on this shifted towards add-on’s in various talent applications. The last decade or so the focus is on integrated talent suites, preferably in the cloud, fit for mobile use and focused also more on the end-user with self service possibilities for employees and managers. But again the HR software market is changing radically. The latest trend is towards HR apps which almost completely focus on employee and managerial needs.
It would be too easy for RangeMe founder and CEO Nicky Jackson to define a retail “disrupter” as “leveraging technology to make this or that scalable or more efficient.”
The better answer, she says, is that retail disruption starts with understanding a problem and seeing where something small can make a big difference.
That’s exactly what Nicky did, and it’s what landed her company a spot as one of three finalists in the Shop.org Digital Commerce Startup of the Year competition.Originally, RangeMe was about connecting retailers and suppliers. A study showed that 93 percent of major retailers ranked product discovery as their top industry problem.
“We then discovered, through our work with retailers, that buyers spend a substantial amount of time managing new supplier requests. RangeMe broadened its offering to not only assist with a marketplace of close to 100,000 products for discovery, but also the management of inbound proposals.”...
Algorithms are already being used to aid legal work, journalism, and recruitment and to expand human capability. Assumptions about the type of jobs that will be automated are starting to be turned on their heads as a new class of ‘robot’ managers emerges. Meanwhile the blockchain ecosystem is creating the conditions for the emergence of distributed autonomous organisations that can operate outside human control, and make new ownership and value-creation models viable. What does all this mean for the world of work?
These days, few people expect to work for a single company throughout their career. But what about the expectation that companies will remain in one industry forever? Is that, too, becoming an artifact of the past?
In a new PwC report called “The Future of Industries: Bringing Down the Walls,” we look at how the boundaries among sectors are shifting. The pace of technological change is creating at least the prospect of a new industrial order, in which most companies no longer operate within the comfort zones of their established sectors. Already, a few companies (Apple, Amazon, and GE, among them) have boldly and successfully moved into new industries. Now just about every other company will have to do business that way.
Consider the telecommunications and automobile industries. Until the past few years, a telecom company based its business primarily on routing calls and data. But now, almost 25 years after the launch of the World Wide Web, telecom companies have become entertainment content companies. Technological change has taken them across industry borders.
A recent White House report examines the role automation will play in the labor market of tomorrow. Whilst doomsday projections thrive, are politicians really equipped to cope with an automated world?
There is a strange dichotomy at the moment surrounding the future of work. In public, political movements throughout the western world have seen populist campaigners railing against the threat to jobs from low-wage migrants entering a country, and outsourcing to low-cost regions by multinationals.
What hasn't really been touched on is the impact automation might have on jobs in the future. What began with the famous study from Oxford University academics Carl Benedikt Frey and Michael Osborne back in 2013, which highlighted the huge number of white and blue collar jobs that could be disrupted by automation, has progressed to growing interest from governments around the world..
The gig economy workforce is growing. A new Pew Research Center survey on the sharing economy shows that 8% of American adults earned money from an online employment platform in the last year across industries, such as ride hailing, online tasks, and cleaning/laundry. These gig economy workers are driven by a range of motivations, from lacking other jobs to wanting control over their schedule to seeking social connection. But there are big differences separating those who are more financially reliant on gig work (56% of workers surveyed) and “casual” gig workers (42%) who report that they could live comfortably without the additional income. While gig work is a necessity for some, it is a luxury for others.
This bifurcation has been apparent in my own research. For over two years, I’ve been doing qualitative research on Uber and Lyft drivers, first examining how Uber uses automated mechanisms to manage drivers with my coauthor Luke Stark. And, more recently, I’ve interviewed 85 Uber and Lyft drivers across the U.S. and Canada to see how their work varies across regions. I’ve also found that the “ridehail” workforce spans many different types of drivers—from full-time earners to part-time workers and “hobbyists”—who drive for many different reasons. And I’ve seen that not everyone benefits from this work equally.
The advent of the gig economy has brought fundamental changes to the way in which we access goods and services and turned traditional business models on their head. But what is its impact on employment and the likely implications for the future of work? The rise in digital platforms is increasingly replacing face-to-face transactions. Businesses can now sell their wares at the press of a smartphone button and attract customers from around the world. All of this with very few staff and certainly without a classic salesforce or local office. Today’s hyper-networked world means companies can create a direct connection with customers through their online portals. Efficient systems ensure high levels of quality and customer satisfaction and we can all buy goods and services in real time, 24 hours a day, 7 days a week.
The gig economy impacts all business sectors – from retail to media and from finance to accommodation. Taxi drivers are being ‘uberised’, bookshops ‘amazonised’, hotels ‘airBnBised’, travel agencies ‘bookingised’– a host of B2B and B2C services are available without ever leaving the house, and the process is faster, easier and very often cheaper. And it doesn’t stop there. Not only has the gig economy eroded established business sectors it has also created a host of new business models and opportunities: ebay, where people can trade second hand goods; Zilok, where people can rent all sorts of things, peerby, where you can borrow items from neighbours and TaskRabbit where you can hire somebody by the hour to complete your tax form or walk your dog.
Many Americans who struggled to find a job several years ago are now juggling two or three. The number of multiple job holders hit an eight-year high in September as several forces reshape the labor market. Many workers are seeking extra income as wages are inching up. Job openings are near record levels. And the burgeoning gig economy is putting a premium on freelance work and short-term projects.
Michael Alfaro, 49, of Coloma, Mich., toils full-time as an executive customer service representative for an appliance manufacturer. And on most evenings and some weekends, he works the late shift -- 6 PM to 10 PM or 4 PM to midnight -- in the electronics department of a local department store. Alfaro decided to take the gig last November to whittle down about $37,000 in debt, including credit card, and student and personal loans. But he also was spurred by the struggles of area retailers and other businesses to find employees. “It encouraged me,” he says.
The ranks of multiple job holders jumped by 300,000 last month to 7.8 million, according to the Bureau of Labor Statistics. The moonlighters represent 5.2% of all those employed, up from 4.9% in September 2015.
Eurociett, representing the employment industry in Europe, has changed its name to World Employment Confederation-Europe. To mark the occasion, the Brussels-based organisation, part of the wider World Employment Confederation, has published a white paper entitled The Future of Work that addresses key issues surrounding the emergence of a new world of work and calls on policymakers to adapt legislation and labour market policies in line with the new reality. Structural shifts such as rapid technological change, globalisation, new production models and the rise of the on-demand economy are reshaping the world of work. edit the content
The $14-plus billion marketplace for HR software and platforms is reinventing itself. Fueled by mobile apps, analytics, video, and a focus on team-centric management, we are seeing a disruptive change in the HR software industry. This is a shift investors, buyers, and HR professionals should watch out for.
The story is simple and has repeated itself. Just as a cottage industry of online recruitment, learning, and performance management vendors disrupted incumbents in the early 2000s (prompting pushing SAP to pay $3.4 billion for SuccessFactors, Oracle ORCL +0.69% to pay $1.9 billion for Taleo, and IBM to pay more than $1.1 billion for Kenexa), a new set of disruptors are doing it again.
A “crisis of abundance” initially seems like a paradox. After all, abundance is the ultimate goal of technology and economics. But consider the early history of the electric washing machine. In the 1920s, factories churned them out in droves. (With the average output of manufacturing workers rising by a third between 1923 and 1929, making more washing machines was relatively cheap.) But as the decade ended, factories saw they were making many more than American households demanded. Companies cut back their output and laid off workers even before the stock market crashed in 1929. Indeed, some economists have said that the oversupply of consumer goods like washing machines may have been one of the causes of the Great Depression.
What initially looked like abundance was really something more harmful: overproduction. In economics, as in anything, too much of a good thing can be problematic. That sentiment is one of the central theses of The Wealth of Humans, a new book by the Economist columnist Ryan Avent about how technology is changing the nature of work. In the next few years, self-driving cars, health-care robots, machine learning, and other technology will complement many workers in the office. Counting both humans and machines, the world’s labor force will be able to do more work than ever before. But this abundance of workers—both those made of cells and those made of bits—could create a glut of labor. The machines may render many humans as redundant as so many vintage washing machines.
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