The “Great Resignation’, work-life balance, and the influx of automation, are among the factors that are changing the workplace. Here we highlight five trends that are shaping today’s workplace and that of the future.

 

In being in the midst of the Fourth Industrial Revolution, there are technologies such as artificial intelligence, automation, big data analytics, high-speed internet and cloud technology, that are driving changes in how we live and work. However and over the past two years, the COVID-19 pandemic has accelerated the take-up of technology, whilst also allowing us to examine our lives, our values and the choices we have been making.

These experiences are changing our perspective of work: how we view, the workplace, and ourselves, which in turn is influencing the dynamics of the workplace of the future. Interestingly and in some ways the dynamic has been changing from one where only the employer seems to be calling the shots, to one where the employees and even prospective recruits appear to have greater agency and are prepared to exercise it. We thus outline five trends that are becoming increasingly evident in today’s workplace and are likely to persist into the future.

 

1.  Remote and hybrid work will remain and become more established

As noted in our article, Hybrid work, and how to find the balance between onsite and remote work, the pandemic accelerated the acceptance of remote and hybrid work models. However, the rushed and ad hoc adoption that occurred in 2020 is becoming more settled and they will have their own frameworks, thus confirming their full integration into corporate culture and operations.

Although some organisations may want to have their teams onsite full-time – and may need to due to the nature of the work – permitting hybrid and remote work options when possible is likely to be seen as more progressive, and more attractive to prospective employees.

 

2.  Personal health and well-being will be a critical consideration

There has been a trend that succeeding generations have been placing greater emphasis on having some semblance of a work-life balance. It is not enough to have a well-paying job for which you are working 80-plus hours a week. Having a life outside of work is becoming increasingly important to employees, and is already being reflected in the choices they are making. Important examples of that shift are the ‘Great Resignation’ that has been occurring, employees’ growing preference to either work from home or to be engaged via a hybrid work model, and the associated trend to relocate from expensive cities to more affordable locations that are not only more cost-effective but also offer a better quality of life.

It is important to highlight that the shift in attitude and perspective is also emphasising a change in how work is being viewed. For many, work, their position, income, and how hard they worked, were badges of honour and part of their personal identity. Now and it is already evident in upcoming generations, that although work is still important in order to live well, other parts of our lives ought to be given greater priority.

 

3.  Employee and employer values alignment

Coupled with the previous point is the fact that since we are becoming less driven by ambition, money and power, we are beginning to pay greater attention to who are employers are and what they stand for. When managing employees, astute organisations have been emphasising employee alignment, that is the extent to which employees value and believe in the mission, vision and goals of their organisation. However, employees and even job candidates are starting to feel more empowered to question whether the organisation is a good fit for them.

To that end, there are a broad range of issues that prospective and existing employees are beginning to examine more closely. Examples include matters related to corporate social responsibility, environmental sustainability, gender and racial diversity and inclusion, bias, the politics of the organisation, healthcare, the degree of toxicity in the workplace, and mental health, to name just a few.

 

4.  Greater emphasis on soft skills

Thanks to the growing integration of robotics, automation and AI in the workplace, computers are being used to perform a number of the hard skills requiring technical knowledge. Thus employers will be looking for well-trained individuals who possess soft skills, such as management and leadership, critical thinking, innovation and disruption, problem-solving, design thinking and creativity.

There will also be a greater focus on upskilling, continuous professional development and lifelong learning, which are concepts that have been around for at least the past two decades but will gain even more prominence and importance in the years ahead.

 

5.  Employee turnover will increase

Employee turnover has always been an indicator of how ‘good’ an employer is. A low turnover would suggest a good employer with high employee loyalty, whilst a high turnover would suggest low staff morale, overbearing or dysfunctional management and low productivity.  

However, noting that more organisations and individuals are engaging in gig work and there is a growing emphasis on amassing a variety of experiences, employees may not feel as inclined to stay in a job just for the money or perks. Quality of life is also important. Additionally, and more so among younger individuals, they want to experience different roles before committing to a specific track – for a time. Changing professions, upskilling and reskilling for new roles are becoming less intimidating, as individuals feel more empowered to take greater charge of their work-life, and consequently, their lives as a whole.

 

 

Image credit: Adolfo Félix (Unsplash)