Edumorfosis.Work

The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.

We have about 5,000 years of recorded human history and during most of that time our sole focus was on survival. We moved through human eras from the hunter gatherer to agricultural to industrial to information to now the augmented era. From the industrial era onward, we experienced a series of industrial revolutions (IR) driven by paradigm shifting technologies from the steam engine (1st IR) to electrification (2nd IR) to computerization (3rd IR) to the convergence of cyber, physical, and biological systems (4th IR). Work became separate from home in the first industrial revolution and structured formal learning emerged just prior that as we emerged from the agricultural era. The concept of retirement with company or government provided benefits emerged out of the second industrial revolution for most.

Microsoft is allowing more of its employees to work from home permanently, the company announced Friday. While the vast majority of Microsoft employees are still working from home during the ongoing pandemic, the software maker has unveiled “hybrid workplace” guidance internally to allow for far greater flexibility once US offices eventually reopen. The Verge has received Microsoft’s internal guidance, and it outlines the company’s flexible working plans for the future.

One of the growing trends that the world has seen over the past year is the rise of remote work. As working from home is continuing to gain some serious steam around the world, more and more predictions have been taking place as to whether or not these trends will proceed into the future. With the rise of modern technology and the introduction of new careers that didn’t exist 100 years ago, the future of work will be much different than what we witnessed in the previous century.

Now that many of us have hit the eight-month mark, if not longer, of working from home, it's high time to have a broader conversation about the future of work. At the beginning of the pandemic, most of us embraced a "we're all in this together" mentality, assuming the disruption in our lives would last a few weeks — or maybe a month or two. I don't have to tell you how that one played out. With no end in sight, it's time to rip off the Band-Aid and explore how to make remote work effective and sustainable long term.

No matter how you slice it, we're at the precipice of a landmark shift in work norms on many frontiers — where we work, when we work, even how we work. And if the pandemic has taught us anything, it is that we must remain agile and flexible through it all.

Especially in service industries, old jobs may not be coming back. Training programs are aiming to provide skills for more resilient occupations.

VirBELA brings people together to work, learn, meet, and train in an immersive virtual world – from anywhere. Co-founder and UC San Diego alumnus Erik Hill shares his entrepreneurial journey building Virbela's virtual world platform.

In sum, lockdown has been positive for knowledge worker productivity in the short term. But it has also created some concerns and challenges around longer-term effectiveness, creativity, and personal resilience. Let’s consider the findings from the research in more depth, then discuss what the opportunities and challenges are for the months and years ahead.

Due to the pandemic, an estimated 42% of the U.S. labor force now works from home full time, and many experts believe that it will become a permanent solution for millions of workers and their employers.

Big-name employers like Twitter and Facebook have already committed to letting their employees continue work-from-home (WFH) arrangements, while others are considering the same. The Federal Reserve Bank of Atlanta's recent "Survey of Business Uncertainty" finds that the amount of employees working from home most of the week will grow to over 20%, a jump from the 5.8% reported before the pandemic.

El mercado laboral ni se crea ni se destruye, solo se transforma. Mientras empleos como el de sereno desaparecieron hace décadas, otros, como el de entrenador de videojuegos, eran inimaginables no hace tanto. Predecir el futuro del trabajo es misión casi imposible, pero sí se pueden atisbar ciertas tendencias.

Para el autor de The Future of Work, Jacob Morgan, la transformación actual se debe a cinco palancas principales: las nuevas actitudes moldeadas por las redes sociales; las nuevas tecnologías como el big data, internet de las cosas (IoT, por sus siglas en inglés), la automatización y los robots; los millenials (que ya suponen el 50 % de la población activa); la movilidad y el teletrabajo globalizado.

The future of work may look a lot like science fiction in a few years as advances in augmented and virtual reality as well as 5G and 6G wireless technologies revolutionize the way we interact with one another digitally.

That is the prediction of Paul Jacobs, former CEO and executive chairman of Qualcomm who co-founded XCOM Labs two years ago along with other former Qualcomm top executives to develop and commercialize transformative wireless technologies. He is now XCOM’s chairman and CEO.

You might think you’ve experienced VR, and you might have been pretty impressed. Particularly if you’re a gamer, there are some great experiences to be had out there (or rather, in there) today.
The Future Of Virtual Reality (VR)

But over the next few years, in VR, as in all fields of technology, we’re going to see things that make what is cutting-edge today look like Space Invaders. And although the games will be amazing, the effects of this transformation will be far broader, touching on our work, education, and social lives.

La edad no es una excusa. Las etapas de la vida van cambiando y eso supone ir derribando obstáculos. Pero ¿quién determina cuándo uno es muy joven o demasiado mayor para emprender un reto? Hace un siglo, alguien decidió que a los 65 años una persona ya era vieja. Desde 1919 no hemos vuelto a reparar en ello. Es cierto que los sesgos cognitivos nos sirven para pensar más rápido, pero en este caso no solo nos llevan a pensar peor, sino que arriesgan la construcción sana de una sociedad.

La irrupción del Coronavirus ha provocado que el panorama laboral de un giro de 180º. Buscar trabajo y estar en activo ya no suponen lo mismo. Es más, incluso la importancia de los sectores tampoco es la misma. Las industrias que antes estaban menos valoradas ahora recobran una mayor importancia. Por todo ello, el Grupo Adecco nos presenta un nuevo estudio que recaba información sobre las percepciones laborales en 8 países en los que opera, incluyendo España. Nos estamos refiriendo a “Resetting Normal: Redefiniendo la nueva era del trabajo”.

Aunque trabajar desde casa ha sido para muchos trabajadores una situación complicada, otros han descubierto en el teletrabajo un método que les permite ganar en flexibilidad, concentración, productividad y que, sobre todo, les facilita un equilibrio entre la vida laboral y la personal. Son tantas las ventajas que algunos se plantean mantenerlo. Pero para eso necesitan el beneplácito de la empresa. ¿Cómo puedes abordar esta cuestión ante tus superiores? ¿Qué aspectos deberías tener en cuenta?

Organizations looking to build well-being into work should consider actions, policies, and mandates at three levels—individual, team, and organizational:

Individual: Workers should take the initiative in setting their own boundaries and making their well-being needs understood. They should influence the prioritization and design of well-being by participating in the development of flexible and responsive policies and practices that balance individual needs with those of the team and the organization.
Team: The power of teams comes from their ability to connect people with each other to unleash their collective capabilities. Tapping into those capabilities requires team members to understand and honor each individual’s well-being needs to create an environment in which the team can perform at its best.
Organizational: Leaders have a responsibility not only to invest in and promote well-being, but also to commit to it by designing well-being into work and making well-being a consideration as important as any other factor that affects the bottom line.

By reinforcing their efforts across all three levels, organizations can harness well-being to drive improved outcomes in areas such as customer satisfaction, organizational brand and reputation, innovation, and adaptability.

Organizations should also take into account the environments in which they’re designing work, as work increasingly crosses cultures, geographies, functions, and physical and virtual workspaces. The suggestions below offer a starting point for leaders to think through what changes they can make in five environments across the three levels:

1. Cultural: Building well-being into social behaviors and norms
2. Relational: Fostering well-being in relationships among colleagues
3. Operational: Including well-being in management policies, processes, and programs
4. Physical: Designing the physical workspace to facilitate well-being
5. Virtual: Designing new technologies and virtual workspaces for well-being

The future of learning and development is unfolding in a typical conference room, with potted plants, a coffee machine, and windows overlooking the street below. A manager walks in and takes a seat at the table with colleagues. To hone her inclusive leadership skills, she’s taking part in a hiring committee exercise and is about to be briefed on a recent round of candidate interviews. The manager has a pile of resumes and notes in front of her and is prepared to discuss and ultimately decide whom to hire. When it’s over, she gets up to leave — and removes her virtual reality (VR) headset.

The Coronavirus and efforts to mitigate its impact are having a transformative impact on many aspects of economic life, intensifying trends like shopping online rather than visiting brick-and-mortar stores and increasing the incidence of working from home. Indeed, many tech giants have already made working from home a permanent option for employees.

Working from home, or telecommuting, is not a new phenomenon. According to a survey by the U.S. Bureau of Labor Statistics (BLS), around 8 percent of all employees worked from home at least one day a week before the arrival of COVID-19. However, only 2.5 percent worked from home full-time in the 2017–18 survey period.

Working from home has surged in the wake of social distancing and other efforts to contain the virus, and this surge brings up a good question: How many jobs can be done at home? Some careful research by Jonathan Dingel and Brent Neiman indicates that nearly 40 percent of U.S. jobs can be done at home.

La fabricación avanzada no para de crecer y demandar habilidades especializadas, pero los profesionales disponibles no hacen más que menguar, según alerta un informe de Deloitte. La consultora recomienda a las empresas invertir en formación ahora para no encontrarse sin trabajadores en 2028.

Una de las consecuencias que dejó la pandemia a nivel global, fue un profundo impacto en el mercado laboral. ¿Es este cambio reversible? Para la experta en educación y empleo del Foro Económico Mundial, Leticia Gasca, no solo la pandemia está moldeando el futuro y provocando un cambio que impactará el empleo, en su mirada existen otras tres fuerzas que modificarán nuestra forma de trabajar: el cambio climático, la migración y el envejecimiento de la población.

En el eSeminar “Chile: Re-impulso a la inversión y nuevas oportunidades de negocios”, organizado por InvestChile con el apoyo del Ministerio de Economía, la experta mexicana entregó sus claves para enfrentar estos cambios, propios también de la cuarta revolución industrial, asociada a la inteligencia artificial.

Para Gasca, existen estrategias que se pueden utilizar a nivel personal u organizacional para adaptarse al entorno volátil que estamos viviendo y que ella denomina “las cuatro claves del éxito”: “aprender a aprender; pensamiento crítico, para tomar decisiones en tiempos de crisis; adaptabilidad, que nos brinde agilidad y resilencia ante el cambio; y tener una mentalidad de datos para aprovechar la tecnología”.

La intervención de Leticia comienza en: 01:09:00