The Future of Work: Addressing the Elephant in the Room

I am willing to bet that if you asked any roomful of people (anywhere!) to raise their hands if they are happy and satisfied with their jobs, most people would not raise their hand. Ask the same people if their career choice was a conscious and purposeful decision aligned with their passions and natural abilities, prepare for a chorus of nervous laughter, awkward shuffling, and a few regretful cries of, “I followed the path of least resistance, but now it’s more like the path of least existence!” In our contemporary discourse about the future of work, it is crucial to address this issue that often goes unacknowledged: an overwhelming majority of people express discontentment with their chosen careers. This disconnection between personal aspirations and professional paths presents a pressing crisis that demands attention from society. The research is clear: Gallup’s report in 2021 indicated that only 20% of employees worldwide feel engaged and satisfied with their work. According to the U.S. Bureau of Labor Statistics, the average number of jobs held by individuals aged 18 to 52 is around 12. This indicates that people often transition between different careers throughout their working lives. It’s almost like we’re collecting jobs the way some people collect socks—constantly mismatched and desperately hoping to find a perfect pair but failing miserably! Numerous employee surveys and career-related studies, such as those conducted by CareerBuilder, LinkedIn, and SHRM, consistently report that a significant percentage of employees’ express dissatisfaction with their current jobs or feel that their skills are not effectively utilized.   Based on the above it is clear that we have a problem that needs to be addressed by various sectors of society. Below I offer suggestions on what individuals, human resources, businesses and society as whole can do to address this “elephant in the room”. THE INDIVIDUAL At an individual level, an emerging idea that has been gaining momentum is the use of design thinking principles to discover the right career for oneself in what is now popularly referred to as “Life Design”. Life Design utilizes design thinking methodologies to help individuals consider key life questions including career, education, and  the meaning of one’s life to create ideal lives. In their book “Designing Your Life: Build the Best Career Step by Step,” Stanford professors Bill Burnett and Dave Evans introduce design thinking as a powerful tool to discover a meaningful career. They address common dysfunctional beliefs that hold us back from growth and happiness. The accompanying image from the book exemplifies a limiting belief about “dream jobs” and demonstrates the transformative power of reframing it into an empowering belief that opens doors to possibilities and personal fulfillment. In a TED talk on the same topic, Bill Burnett introduces listeners to “meaning making” which is the process of connecting the dots on the considerations of ones’ world and life views in order to create meaning. This involves writing a two-hundred-and-fifty-word statement on one’s theory of work – why you believe work is important and/or why you believe it adds value to humanity. Next one writes a statement about what they believe about life and its meaning considering things like spiritual/religious beliefs etc. According to Burnett, if one can connect the dots between their life view and work view they will be able to create a meaningful work/career. This process offers a powerful framework for individuals to discover careers suited to them and to create meaningful careers that align with their passions, values, and purpose. HUMAN RESOURCES At a recruiting level, to prevent job mismatch during the hiring process, human resources can employ several effective strategies. Firstly, conducting thorough job analysis and clearly defining job requirements and responsibilities will ensure that candidates are evaluated against the right criteria. Secondly, implementing competency-based assessments and behavioural interviews can help assess candidates’ skills, experiences, and values that align with the job. Furthermore, involving multiple stakeholders in the selection process, such as team members or supervisors, can provide diverse perspectives and insights. Offering realistic job previews and transparent communication about the role and company culture through employer branding efforts can set realistic expectations for candidates. BUSINESS AND SOCIETY At a societal level, while there are many programs in place already to help individuals make the right career choices, for example, career guidance counselling and career fairs, there is still a lot of work to be done. At a collective consciousness level, there needs to be a mindset shift around the value of work in society. Instead of work being touted as a “necessary evil”, it should be seen as a means to personal fulfilment, financial stability and a way to create an impact in the communities we work in. Businesses should make a more concerted effort to offer internships that add value to individuals in the early career phase and expose these individuals to established professionals as part of their CSR initiatives. In conclusion, it’s time to dive deep into the core, exploring the very essence of what makes work truly fulfilling by having meaningful conversations and offering ideas for change. In having these conversations, we should not only address the technological and geographical advancements that are currently changing the face of work but drill down to the fundamentals. Work should be something that is meaningful to the individual as this is the first and best way to create true engagement. The individual, governments, businesses and society as a whole have a role to play in ensuring that this is achieved as there are many benefits to be reaped both at a micro and macro level. About the Author Pretty Thogo is Head of HR for Retail Group, Botswana’s largest multi-branded food services franchisor. With over 15 years HR experience, Pretty’s passion lies in organizational culture, and in creating employee experiences that allow people to thrive, enjoy their work and make an impact. Pretty is also the CEO for Asamila Employer Branding Agency, a company that helps companies with EVP development, employer branding strategy, organizational culture and employee experience. She also volunteers with an NGO called Youth Alliance for Leadership and Development in Africa. Pretty is a Mom of two and believes that in an alternate universe she is a Librarian whose sole mission is to read every book that has ever been written.

Embracing the AI Revolution: HR’s Guide to Navigating the Future

Picture this: a world where Human Resources professionals can focus less on mundane routine work and more on strategic decision-making, all thanks to the assistance of Artificial Intelligence (AI). Yes, my friends, we’re talking about the exciting fusion of HR and cutting-edge technology. In this blog, we’ll delve into the three key areas where HR can leverage AI to transform the workplace. Buckle up and prepare for an exhilarating ride filled with enhanced HR processes, forward-thinking policies, and organizational efficiencies! 1. HR’s AI Superpowers: Enhancing HR Processes Let’s face it, HR can sometimes feel like a never-ending sea of administrative and repetitive tasks. But fear not, AI is here to save the day! By harnessing the power of AI, HR can streamline and enhance various processes, making them faster, more accurate, and ultimately more efficient. Imagine a world where HR professionals are free from the shackles of manual data entry. AI-powered chatbots can handle routine employee inquiries, answering questions about benefits, policies, and even leave requests, with just a few clicks. These digital assistants provide quick responses, ensuring employee satisfaction and freeing up valuable time for HR teams to focus on more strategic initiatives. Additionally, AI can revolutionize the recruitment process by swiftly sifting through countless resumes, identifying the most promising candidates, and even conducting initial screening interviews. With AI’s help, HR can identify top talent more efficiently, saving both time and resources. 2. Policies and Governance: AI’s Wingman for HR As HR professionals, it’s our responsibility to ensure a fair, inclusive, and ethical workplace. With the integration of AI, we must implement policies and governance structures to guide its usage effectively. First and foremost, transparency is key. We must clearly communicate how AI is being utilized in HR processes, assuaging any fears of job displacement or biases. Additionally, we need to establish clear guidelines for the collection, storage, and use of employee data to safeguard their privacy and build trust. To prevent biases from infiltrating AI systems, we must take the time to evaluate and mitigate any inherent biases in the data that feeds these systems. After all, we don’t want to end up with an AI that hires only “Bob”s and “Mary”s! Regular audits and updates to the algorithms can help us create fairer and more inclusive AI tools. Remember, AI is a tool, not a replacement for human judgment. HR professionals still play a vital role in decision-making and must use AI as an aid rather than blindly relying on it. By striking a balance between human expertise and AI capabilities, we can create a harmonious collaboration that benefits both employees and the organization. 3. Beyond HR: AI’s Widespread Impact on Effectiveness and Efficiencies AI’s transformative potential extends far beyond HR. By embracing AI throughout the organization, we can unlock a world of enhanced effectiveness and efficiencies. For instance, AI-powered analytics can provide valuable insights into employee engagement, productivity, and performance, allowing HR to proactively address issues before they become full-blown problems. This data-driven approach empowers HR to make informed decisions and design effective employee development programs. Moreover, AI can optimize various business processes, such as supply chain management, customer service, and marketing. By automating repetitive tasks, AI frees up employees’ time to focus on higher-value activities, driving innovation and growth. Conclusion: The integration of AI into HR is an exciting journey that promises enhanced processes, forward-thinking policies, and organizational efficiencies. By leveraging AI’s capabilities, HR professionals can bid farewell to the tedium of administrative tasks, allowing them to focus on strategic initiatives that truly drive organizational success. About the Author Terence has been in various HR roles over the past 25 years mostly as a generalist and is currently the Chief Strategy and People Officer at SYSPRO, a global ERP provider. Passionate about people, technology, and business he used his tenure in retail, FMCG and the technology industries to enable businesses and people. Spending time with family, including Zeus the springer spaniel and Fly fishing is how he winds down from the buzz and excitement of the corporate world.

Designing Your Organization for Connection and Cultural Transformation

For over a decade, the quest for social connection and collaboration in organizations has faced challenges. Initially, the focus was on social technology but flooded with similar platforms, the impact fell short of transformational. The realization that the solution lies with people led to two camps: grassroots culture change and top-down leadership change. However, efforts at individual change struggled to be sustained due to shifting priorities. Overlooked throughout this process was the organization itself and its design—the human systems that shape work, leadership, management, and rewards. To create a more innovative, responsive, and resilient organization, we must shift our focus to the rules that guide people’s interactions and approach to working together. This requires a deliberate approach to organizational social design. Beliefs/Attitudes and Behaviors/Activities: To understand the current state of your organization, consider: What beliefs do employees hold about the mission, products, work, and success? How do employees work, collaborate, and engage with peers, leaders, and managers? Are they motivated to improve and share knowledge? Do they exhibit open communication, support, and positive advocacy?   These behaviors and beliefs are crucial indicators of the organization’s social dynamics. By closely observing these aspects, we can uncover valuable insights into how the organization operates. Rules/Values (Systems): Evaluate the systems that shape behavior: Do leaders authentically promote inclusiveness or favor an inner circle? Are diverse voices given equal opportunities to contribute? Does your organization have effective channels for cross-organizational communication? Are inputs and outcomes equally rewarded? Do organizational decisions cause confusion? Are managers evaluated on employee development or solely on financial results? Is the path to progress clear and transparent? To cultivate a social organization, HR and L&D professionals must address the organization’s design and human systems that influence behavior. By analysing beliefs and observing behaviors we can begin to reshape systems to foster a connected and engaged workforce. Remember, it’s not about the latest technology or individual change efforts; it’s about deliberate organizational social design that unlocks the potential for increased engagement, reduced turnover, and a culture of innovation and creativity.   About the Author Mark Britz is an organizational social designer, author, speaker, and consultant. He helps companies scale their business without losing their unique culture.. Mark provides workshops, resources and leadership coaching. He has worked with companies such as SmartForce, Pearson Digital Learning, Aspen Dental Management, and Systems Made Simple. Mark currently directs learning event development for The Learning Guild. He published his first book, “Social By Design: How to Create and Scale a Collaborative Company” in 2021.

Building a Future-Fit Culture to Attract, Retain and Upskill Talent

“Culture eats strategy for breakfast”. This quote has been used and misquoted by management consultants and business “thinkers” so often that it has become a somewhat stale way of saying that your strategy won’t fix your people problems; unless one simultaneously addresses the root of the issue – your organisational culture and connected behaviours. Let’s look at how you can practically build a future-fit culture to ensure that you attract the right people to your team and keep them long enough to upskill them and send them out into the world of work with a more robust set of capabilities. How does organisational culture fit into the future of work? A lot has been said about the future of work as if it’s something to fear. It’s not. Especially if your culture is built to address the challenges that come with the inevitable workforce transformation. And unlocking the bests parts of your culture is the key to transforming at a pace that your peers cannot compete with. But having a future-fit culture does not happen by accident, and it certainly does not appear overnight. One of the critical aspects of a thriving culture is opening the conversation to everyone. When we co-create culture, we strengthen it through every interaction and drive adoption at every level.  People tend to own what they create. What do successful organisations use to build culture? From our wide industry insights, we have isolated two foundational pillars that reinforce our strategic approach to culture: give more in value than you take in return, and keep humans exactly where they belong – at the centre of it all. We fundamentally believe that what you do is what you are. To keep all of this from disintegrating into a buzz-word fest, here’s what you can practically do to establish and enhance your organisational culture: Invest in your people: Establish initiatives that sustain your investment in people. This could range from practically pairing team members across disciplines to get hands-on, real-time interactions that build trust, to hosting training workshops to share skills and master the art of presentation. Prioritise time and space for your team members to experiment, learn and explore the entire workplace. Building multi-role proficiency in team members is critical, so encourage your people to absorb as much as possible from every other person in the team. By prioritising learning and development, you’ll keep the team engaged long after the novelty of remote work wears off. Curate interesting, actual learning resources and host group discussions about a specific relevant topic once a week. Don’t think of team members as resources Late into our annual strategic discussion, one of our senior partners raised his aversion to the habit of calling people resources. And while this idea is entrenched in the labour culture as we know it, we’ve been challenging ourselves to step away from the term ‘resource’. Take up this challenge and watch how it opens up a new approach to how you think about your people and relate to each other. We all need to train a reflex that considers people, their challenges and their lives outside of work. This simple mind shift will bring on a ripple effect of positive changes to your culture as you keep building it. Why are we making such a fuss about culture and the future of work? Apart from the effects that culture may have on the wellbeing of your people, and ultimately the bottom line, we believe that unlocking your unique organisational culture can bring you closer to a future of work reality, which you need to remain sustainable and successful. There’s no denying that 2020 was the onset of incredible change for most organisations all across the globe, but the change isn’t stopping here. A global pandemic was the catalyst, and we’re all feeling the shock waves of workforce transformation as we try to reach our “new normal”. We’re making such a fuss about culture and the future of work because culture is the difference between riding the wave or being swept away by it. Culture, in our world, isn’t simply what you believe; it’s what you do. And if you’re not actively building your culture to be agile, experimental and more risk-tolerant, you’re not going to end up without culture- you’re going to end up with something much worse- a weak, toxic culture. About the Author Chantelle is a communications specialist with extensive experience in relationship management, content development and project management for corporate clients. She manages employee engagement across all VSLS value propositions and provides direction as the Chief of Staff for Team VSLS.