Irrevocable changes in how, where and why we work are having a huge impact on organisations' workforce strategies. Chief executive officers and their senior teams recognise the critical need to adapt, and in some cases reinvent, their businesses for the future, whilst remaining competitive today. Changing motivations, the relentless march of technology, a growing digital skills gap, economic uncertainty and evolving legislation will impact the types of jobs available - and the way in which work gets done. A wealth of actionable insights are layered throughout this report to enable you to look
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Irrevocable changes in how, where and why we work are having a huge impact on organisations' workforce strategies. Chief executive officers and their senior teams recognise the critical need to adapt, and in some cases reinvent, their businesses for the future, whilst remaining competitive today. Changing motivations, the relentless march of technology, a growing digital skills gap, economic uncertainty and evolving legislation will impact the types of jobs available - and the way in which work gets done. A wealth of actionable insights are layered throughout this report to enable you to look beyond current practices and processes and start shaping tomorrow's workforce strategy.
To understand the composition of tomorrow's workforce, organisations need to understand three interconnected landscapes: (1) Macro landscape: including the impact of inflation, evolving legislation and the looming threat of climate change; (2) Innovation landscape: understanding how artificial intelligence is reshaping existing roles and creating new ones, and the growing importance of a digital-first employee experience in competing for top talent; and (3) People landscape: we reflect on the complex debate over 'where' work gets done, and explore how organisations can turn the dial on their Diversity, Equity and Inclusion and Learning and Development strategies respectively.
Edited excerpts from publisher's website.
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