Work
As the world faces grand technological, economic and social transformations, the relationship of the firms with their larger contexts, the relationship of workers with work and the very definition of work are changing. We face the imperative to re-think and re-frame the purpose, meaning and definition of work as well as how, where, when and by whom it is done.
There are several macro trends and forces affecting work:
- Economic slow-down and recession
- Acceleration of automation, AI, e-commerce and digital economy
- Growth of digital (labour) platforms
- Proliferation of remote work
- Rise of hybrid and other novel ways of working
- Changes in worker problems, expectations and demands
- Rising need for care and digital work
- Rising need for green, blue and orange work
Research has found that when employees find their work meaningful and when they connect with the purpose of the organization, their performance significantly improves and they become less likely to leave. Indeed, for decades firm success depended on the internalization of norms, values and objectives of the organizations by their employees. Organizational success meant individual success. However, systemic economic, social and environmental crises have undermined the social, professional and psychological contract.
Emotional needs of employees are inter-related with their work-related and professional expectations. Employees need control, agency, meaning and social coherence. This can only be provided by autonomous, significant, interesting, relational and purposeful work through which the workers could have a real connection to company activities and results, have clear responsibilities, develop their competence with opportunities to learn and grow and feel the positive difference they make on other people’s lives.
When it comes to how, where and when the work is done, the Covid-19 pandemic has accelerated the new working model trends that have emerged even before the pandemic. For example, research shows that flexibility and especially location flexibility was one of the most important issues raised by the employees in 2019.
However, Covid-19 urged organizations to implement quick-fix remote and hybrid working models without the possibility of deep-diving into employee needs and expectations and without thinking through long-term organizational impacts on productivity, efficiency, talent development, team work, innovation and creativity.
Designing future jobs and working models requires continuously researching, debating, testing and implementing multiple aspects:
- How the work is done: Mix of human labour, automation, digital and AI
- Where the work is done: Mix of physical and digital spaces and platforms
- When the work is done: Mix of full-time, part-time, flextime choices
- How the work is organized: Choice of hierarchical, agile, autonomous organizing forms
When designing these aspects, organizations no longer face a uniform and homogeneous workforce. Employees want to decide what they do, how they do it, when they do it and where they do it. Organizations who are prepared to offer a customized and personalized work regime will be advantageous in acquiring and retaining critical talent.
In this respect, the purpose and definition of work, jobs, work models and work regimes must be co-developed by management and employees. Organizations must trust the decisions and preferences of their employees and support their choices with principles, frameworks, structures, technologies, methods, processes and spaces.
As FutureWise, we serve our clients and their employees in four areas and facilitate this process in a way that ensures productivity, organizational coherence, employee wellbeing, engagement and retention.
- Defining Corporate Purpose and Work
- Designing Motivating Jobs
- Designing Work Models and Regimes
- Managing Team Work and Collaboration