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Ethos Perspectives
The Future of Work
Introduction
In the last 20 years, globalisation and the rapid development and adoption of information and communications technology (ICT) have altered the nature of work and its outcomes. Some parts of the world have evolved significantly from the Fordist working arrangement of regimented work which was clearly demarcated from workers’ personal lives, into one where work is becoming de-standardised.
This issue of Ethos Perspectives looks at how certain key drivers like changing demographics and the use of ICT are changing the workplace and re-shaping workers’ expectations. Increasingly, work will transcend time and space as workers interact with one another through ICT on a 24/7 basis. Non-traditional work arrangements such as flexible work hours, part-time, temporary work are replacing traditional work arrangements. These blur the line between work and personal life. Apart from being a means of sustenance and economic advancement, work will also become more important in shaping individuals’ personal identities.
Greater Diversity in the Workforce
Global demographic changes have caused the nature and character of work to evolve and become more complex. This will continue to be the case in the future. Increased longevity has a direct and significant impact on the profile of the workforce. Older workers will form a larger proportion of the workforce, and they may increasingly have particular needs, such as caring for very aged parents. At the same time, more retirees are looking to be re-employed, but with some flexibility in their work arrangements, so that they can continue to enjoy the economic and social gains from work.
At the other end of the spectrum, the advent of the “millennium” workforce adds a new dimension to work. The “Millennials” are broadly defined as those born in the years 1980 to 2000 and are just entering the workforce. Unlike the risk-taking Baby Boomers, or cynical and disengaged Generation X-ers, Millennials tend to be more civic-minded, politically engaged and hold more progressive values. For this group, work is an extension of their identity and values and therefore, their job choices will be greatly influenced by their personal choices and lifestyles.
Changing family structures have also led to a proliferation of household types such as dual-income families, single-parent households and singles, overtaking the traditional model of a male-centric, single-income household. These add to the diversity of needs, demands and lifestyles that today’s workers bring to the workplace.
Greater Employee-centricity
The future workplace will become increasingly employee-centric as work becomes more “de-standardised”. Work is becoming increasingly personalised as work contracts and arrangements are increasingly individually negotiated and customised to the individual’s needs and preferences, and the individual is empowered to assume greater responsibility of his/her development. Companies are also more willing to adapt job scopes and roles to capitalise on the strengths of a particular individual.
Such a “customised” workplace imposes different kinds of demands on managers. Managers will have to move away from a traditional, top-down, command and control management style, to one that is more flexible and adaptable. Managers will need a deeper appreciation of employees’ diverse demographic profiles, values and sources of motivation, as well as the overall work culture, instead of taking a one-size-fits-all approach. Strong people skills and the ability to foster alignment while harnessing diversity within the team, will become key managerial competencies.
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