Accelerating Trends in the Public and Private Sectors<\/h2>\n\n\n\n
Fabiola kicked off her discussion by quoting Maurice Conti, a highly respected designer, futurist and innovator, who said: \u201cOver the course of the next twenty years, more will change around the way we do our work than has happened in the last two thousand\u201d. Considering the events of the previous year, his words couldn\u2019t have been more prescient. <\/p>\n\n\n\n
Conti\u2019s quote also highlights the fact that significant shifts were already underway before the COVID-19 pandemic hit. And it\u2019s to these trends that Fabiola initially turned her attention. <\/p>\n\n\n\n
She began by describing the move towards more flexible working<\/a> arrangements. People were already asking for greater freedom regarding their schedules. Offices, which will almost certainly play less of a central role in a post-COVID-19 world, are changing from permanent working environments to spaces for collaboration and relationship-building. <\/p>\n\n\n\n Another key trend that Fabiola highlighted was the increased consumerisation of work. A growing number of people are starting to look at work as a multifaceted experience, rather than purely as a means of paying the bills. In addition to making a meaningful contribution through their work, employees are eager to grow and learn. As a result, companies are looking at the \u201cemployee journey\u201d in the same way as the \u201cconsumer journey\u201d<\/strong>. <\/p>\n\n\n\n A third major transition is the growing reluctance of employees to commit to lifelong careers, which is occurring in the more general context of an accelerated pace of business. Fabiola said that 85% of the jobs that will exist in thirty years don\u2019t exist today. Job titles like \u201cPersonal Data Broker\u201d, \u201cNano Medic\u201d, \u201cSelf-Driving Car Mechanic\u201d and more will replace traditional roles. Notably, this highlights the need for HR departments to onboard and train employees quickly if they are to adapt to this constantly shifting marketplace. <\/p>\n\n\n\n So what lies at the core of this ongoing evolution of work? Fabiola pivoted from her analysis of current trends by introducing a new and extremely relevant topic: innovation. Innovation and technology are the core drivers of change when it comes to work and human resources<\/strong>. <\/p>\n\n\n\n Specifically, developed societies are moving from the \u201cInformation Age\u201d, which was defined by a reliance on information technology, towards the \u201cAugmented Age\u201d, in which humans can directly alter their experiences with computational systems. And this historical transition will have far-reaching ramifications for the way human beings work. <\/p>\n\n\n\n Fabiola went on to consider the question, \u201cWhat is work?\u201d She argued that it\u2019s impossible to provide an answer without first considering the fundamental nature of modern organisations. Historically, economies of scale and efficient, standardised processes have enabled companies to be extremely successful. <\/p>\n\n\n\n But the crucial point about this type of model, which is driven by the completion of linear, repetitive tasks, is that it is well-suited to machine work. Increasingly, economies are implementing automated, machine-based infrastructures. And this trend even encompasses professions often thought to be \u201cuntouchable\u201d. A machine can now make a medical diagnosis, for example, with a greater rate of success than a trained doctor. <\/p>\n\n\n\n At this stage, a question naturally arises: \u201cWhat jobs are left for humans?\u201d Fabiola stated that the remaining jobs that can\u2019t be handled by machines will likely be very complex and require a high degree of collaboration<\/strong>. As a result, interdisciplinary and self-organising teams will become much more critical for organisational effectiveness. <\/p>\n\n\n\n Most people will feel somewhat worried about the prospect of a machine-driven workplace. According to Fabiola, they are right to be concerned. But there is a silver lining. And it relates to an emerging new economy. <\/p>\n\n\n\n Historically, economies have been labelled according to the kind of work that they are predominantly associated with, such as \u201cagricultural economy\u201d, \u201cindustrial economy\u201d and, most recently, \u201cknowledge economy\u201d. <\/p>\n\n\n\n Fabiola spoke about how we are on the cusp of a new type of economy – the \u201chuman economy\u201d. A human economy is centred around jobs that human beings are naturally qualified and positioned to do<\/strong>. Specifically, jobs that require curiosity, imagination, collaboration and emotional intelligence. <\/p>\n\n\n\nThe Ongoing Evolution of Work: Innovation and Automation <\/h2>\n\n\n\n
![\"agile](\"https:\/\/www.euruni.edu\/blog\/wp-content\/uploads\/JLS-Aglie-HR_Fabiola-Eyholzer_1-1-1.jpg\")
<\/figure>\n\n\n\nAdapting To a New Type of Economy <\/h2>\n\n\n\n
What Is Agile HR? <\/h2>\n\n\n\n
![\"mba](\"https:\/\/www.euruni.edu\/blog\/wp-content\/uploads\/mba_HRManagement_750x125.gif\")
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