How to unleash the human potential of your workforce for the future

Posted by Colleen Bordeaux on January 17, 2020. 

The future of work is already here, and linkedin2by now you’ve likely heard about the fourth industrial revolution—where up to an estimated 25 percent of US jobs are at “high risk” of automation, since 70 percent or more of their tasks could be done by machines.[1] Leaders across industries are reimagining their workforce models to differentiate how they can use technology, expanded work settings, and alternative talent to better serve market needs and attract top talent.

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What powers Exponential Professionals? Exponential technologies

Posted by Darryl Wagner, Sourabh Garg, and Callum Humphrey on January 10, 2020. As the writer Elbert Hubbard once said, “One machine can do the work of 50 ordinary men. No machine can do the work of one extraordinary man.”1 Your company may be filled with dozens, hundreds, or even thousands of professionals with extraordinary potential, but they are often spending their time doing mundane, time-consuming tasks when they should be applying their potential to higher-level, human cognition challenges. Exponential technology makes that leap possible, creating the opportunity to transfer the “machine work” to machines and augment and expand the role of the professional.
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Prediction: Nurturing capabilities will be as important as building skills

Posted by Matt Deruntz, Julie Hiipakka and Chelsey Taylor on December 5, 2019.

Work, the workforce, and the very notion of a “job” are all changing fast, thanks to accelerating technological innovation, digital disruption, and a groundswell of alternative workforce models. In response, organizations are searching for new ways to define the work required to execute strategies and generate value—and, subsequently, to develop workers and evaluate their contributions. Continue reading “Prediction: Nurturing capabilities will be as important as building skills”

Superjobs and the remote workforce

Q&A from our Superjobs Dbriefs webinar

superjobs.pngPosted by Arthur Mazor and Kathi Enderes on October 22, 2019.

Superjobs are an evolving concept we saw in our 2019 Global Human Capital Trends research, reflecting a future of work where people and technology work together in new ways. During our recent Dbriefs webinar on superjobs, participants raised a number of interesting questions that we wanted to explore more fully. One question asked: As companies try to find talent and skills to fill these superjobs, what trends are you seeing regarding companies adopting and understanding a remote workforce? And, a related question, Do you see certain industries, or [certain] sized industries, taking a lead in this area?

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Why workforce transformation is critical to the future of work

Posted by Kathi Enderes and Mike Kemp on September 24, 2019.

Expansions in technology, global connectedness, and changing workforce and customer expectations are presenting new opportunities for organizations. But expansion typically brings disruption, as well as pressures and confusion on how to best cope with change. These changes are bringing about the future of work, with accompanying implications for work itself, the people doing the work, and where the work is done. Traditional concepts of talent management and workforce planning only partially address the situation of rapid change. The new world of work requires a holistic, agile, and responsive approach—one that continuously rethinks work, the workforce, and the workplace to accomplish a balanced set of outcomes. The time to understand and implement that approach is now.
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Reimagining work for the Future of Work: From jobs to superjobs

Part 2: The How

Posted by Arthur Mazor and Kathi Enderes on August 29, 2019.

In Part 1 of this two-part series, we looked at why superjobs are emerging. Superjobs are a new breed of jobs that bring together different skill sets and even different jobs that used to be distinct, enabled by technology. Superjobs are evolving both to be able to meet customers’ needs in new or more advanced ways and to make work more meaningful and fulfilling for the people who do the work. In this post, we’ll explore the how of superjobs: how you can go about reimagining work and composing new jobs and the workforce for a more human-centered Future of Work.
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Reimagining work for the Future of Work: From jobs to superjobs

Part 1: The Why

Posted by Arthur Mazor and Kathi Enderes on August 14, 2019.

Like the industrial machines, computers, and electronics that came before them, automation and cognitive computing have fundamentally changed how some jobs get done. That cycle will continue as technology keeps evolving. Instead of seeing this as a threat to humans and our livelihood, we should be thinking about how we can use it to our benefit. We have a real opportunity to reimagine how work gets done in a way that makes some jobs not only more productive but also more meaningful—changing them from jobs to superjobs.

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Using M&A to reach the Future of HR

Posted by Tom Joseph, Kyle Forrest, and Blair Moldoff on June 28, 2019.

It’s Wednesday morning. Harry, an HR Business Partner at a large corporation, has just returned from a business unit leadership meeting. Competition is continuing to grow, uncertainty in the markets is increasing, and leadership has decided that an acquisition is needed. Facing this critical business move, Harry thinks about HR’s previous role in the company’s M&A deals, which hasn’t been particularly robust, mostly weighing in on compensation and benefits. He knows HR can play a more strategic role.

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Enhancing new talent pools in the future of work

Posted by David Leathers, Tej Mehta, Devon Dickau and Sendhil Govindarajan on June 6, 2019.

As we think about the future of work, a key question is “who can do the work?” Talent models are changing, and while some work will likely be done by robots and other forms of artificial intelligence, organizations must think more creatively around how humans with different, diverse backgrounds will continue to help build and grow the organizations of tomorrow. How well is your organization tapping into multiple talent pools for your future workforce? And how does your workforce reflect your organization’s role and goals as a social enterprise?

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