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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Overcoming the challenge: Communicating to the alternative workforce

Posted by Abigail Leonard and Melissa Yim on June 19, 2019.

Originally made up of contract workers or “desk-less” employees who may work from home or in the field, the alternative workforce has evolved to include outsourced teams, freelancers, gig workers and many more. By 2020, the number of self-employed workers in the United States alone is projected to triple to 42 million people. To gain access to unique and business-critical skills, managing alternative forms of employment has become essential. Recruiting and onboarding these workers is typically the first barrier; keeping them informed and engaged is the next. But how do you communicate with alternative workers when many of them may not have company emails, don’t sit at computer on a daily basis, or work seasonally?

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How purpose became the new “it” term and let companies off the hook in the process

Posted by Erica Volini on April 25, 2019.

Let me get this out of the way…purpose in organizations is important. In fact, some would argue that over the past few years, it’s become paramount and on par with the need to deliver profits. And organizations that have embraced this view have proven that it doesn’t have to be one or the other, but that both are possible with the right focus, brand, and leadership. But that’s not what I’m writing about. Because the issue I see is not whether purpose is relevant, it’s whether purpose has inadvertently made the other aspects of what matters in the workplace irrelevant.

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