TABLE OF CONTENTS
An employee is first and foremost a human being - their expectations, fears, and needs are in the center of attention and a key driver of changes in the company where they work. New technologies, economic, political and cultural development, as well as the industrial revolution, have a diametrical impact on the labor market, companies operating in it, as well as HR departments, stand at the front of this positive transformation, which is not only business, but above all public.
The first is about the future of employees: adapting to the evolving factors that influence job design, the way you perform it, and new forms of leadership. The second defines the company's future: how teams, networks, and new pay methodologies affect productivity and shape company results. The third one concerns the future of HR: the tasks that they should meet, resulting from the digital and technological transformation, leading to a change in the direction of activity to become a leader of change - both in their backyard and in the entire company.
THE FUTURE OF EMPLOYEES
Alternative forms of employment
For many years, contracts of the mandate, freelance professions, or contracts for specific work were considered "alternative" solutions, complementing the basic solution, ie full-time employment. Today, this segment of the labor market is becoming more and more important, especially as the number of skilled workers is shrinking. This forces companies to be more flexible and take into account different HR models, enabling the implementation of development plans. Right now good practices are taking shape, related to the design of alternative forms of employment and their strategic use.
Filling the leadership vacuum
From position to superposition
The vast majority of respondents say they expect the use of artificial intelligence, cognitive technologies, automation, and robotics to increase or significantly increase over the next three years. Paradoxically, to be able to fully use the technological potential, employers should design workplaces in such a way that human participation becomes their main element. This process will lead to the creation of new positions, which we refer to as "superpositions," that will combine traditional positions into integrated roles that use technological improvements to improve performance and efficiency.
Technologies for sustainable development
Leaders of the 21st century: where tradition meets innovation
According to nearly 80% of the respondents, leadership is an important or very important issue. A similar percentage of respondents claim that leaders in the 21st century must meet new, completely unknown requirements for them. In the 21st century, to operate effectively, the management team must adopt a diversified approach to the implementation of traditional business tasks, taking into account the new context of operation and using such competences as the ability to implement strategic changes, operating in conditions of ambiguity and uncertainty, knowledge of digital, cognitive and artificial intelligence technologies.
THE FUTURE OF THE COMPANY
From designing employee experience to building human experience: how to restore meaning to work
This year, one of the biggest challenges seems to be the need to improve the quality of employee experience. According to 82% of respondents, it is an important issue, and 26% considered it urgent. The concept of employee experience will not work, however, if we do not take into account the sense of meaning in the work that every person needs. Thus, employers can give a new quality to the work itself by taking into account individual aspirations, so that the assigned tasks are important not only from the company, but also from the person performing them, and even the whole society.
Cooperation at the board level
Efficiency: business is a team sport
The process of moving from hierarchical to team structure is already quite advanced. 31% of respondents say that their companies operate entirely or almost entirely based on a team model, while 65% say that teamwork is part of a structure that goes beyond the vertical hierarchy, but is the basis of running a business. In most companies, this process is unfortunately not accompanied by appropriate adaptation of managerial models of workplaces and remuneration systems. Our research shows that many companies at lower levels of the organizational structure still lack programs and incentives that encourage teamwork. This task is facilitated by technology: it is enough to properly rebuild the talent management system.
Compensation: how to fill the gap
In the plethora of available rewards and incentive systems, employers try to choose the best one in terms of their interests. Our research this year shows that only 11% of respondents believe that the remuneration system in the company is well suited to the goals of its activities, and a quarter (23%) do not know how employees would like to be rewarded. The remuneration system should result from more flexible models for measuring results, and at the same time meet the justified expectations and needs of employees, which are easier to learn when building relationships in the team, in a word: be diverse enough to fill the current gap.