NHRD Network Journal

As millennials increasingly become a part of the workforce, it is necessary to understand what this implies for the future of work. Millennials signify a shift in traditional employment models premised on commitment. Instead, they bring in an ethical passion to connect business with social issues and transform the world. In the process, millennials will have to negotiate with a range of powerful stakeholders to leave a distinct mark on business and society. It is useful for millennials to spend time in understanding their audience and articulating their thoughts in ways that can persuade their audience.

The human capital paradigm for value creation for the future of work, particularly in the digital realm, requires a fundamental reappraisal. The orientation of the traditional employee framework, where the employee is involved with a small part of the project may not work in the future. The challenge for human capital in the future of work is to translate ideas into successful offerings. This requires a shift in the orientation from being a traditional employee to being a risk-embracing micro-producer. It implies a reorientation of the human capital imagination to take ownership of the entire journey from idea to offering.

Leadership wisdom lies in building enduring value for the firm. In a context of rapid technological change influencing the world of work, leaders need to focus on excellence in core aspects of production, sales and service. More than emotional forms of storytelling, excellence in core activities will help firms to build value for customers and themselves. At the same time, leaders need to build a balance between the value propositions of their firms and communities. They need to ensure that the changing world of work does not create unreasonable stress and precariousness for community actors.

As organisations deal with the evolving nature of the new normal, the role of the human resources (HR) is getting redefined to meet the ongoing needs of its workforce. Designing employee–HR experiences in an uncertain and ambiguous work world emerges as one of the top challenges for HR leaders. On the one hand, employee well-being initiatives like employee mentoring, virtual mindfulness workshops, health tips and free consulting and counselling services are becoming the norm. On the other hand, the HR function is itself being re-crafted for the emergent workplace. Technology plays a pivotal role, fuelling the need for scaling HR activities to provide next-gen employee experiences. As the war for high-tech talent increases, organisations are re-crafting an all new HR playbook to differentiate themselves as preferred employers. Within the transforming work and workplace context, the worker continues to be in the eye of the storm and demands both attention and action.

This article is a phenomenological interpretation of the myriad processes that influence the transient nature of ‘work’ and measures to retrieve the dignity it deserves.

Vasu is an emerging organisational futurist whose passion is to develop management educational approaches that ensure a positive outlook of the uncertain future ahead.

The differences between Eastern and Western history, especially Indian history is ingrained with a unique resilience to catastrophic events, invasions and embedded diversity. Leaning more in defence of human dignity at work according to Pablo Gilbert, Victor Frankl, World Happiness Report 2012 and the contemporary theory of autopoiesis, he conjectures a ‘FUTOPIA’ rising in the horizon, where humanistic valuing of work becomes culture.

The corporate world is realizing the shifting paradigms—from end goals of profit-centric strategies and exploitation of human futures to partnerships with associates and ‘working resources’ that optimize creative contribution from work environments.

At a meta level, the nation-building agenda of development is talking the language of equal opportunity for and treatment of women at work, with equitable wage parity and abolition of forced labour in the United States. Recent bills in the Indian Parliament on education and farmers’ rights and tailoring of the archaic labour laws will strengthen the negotiation for equitable fund allocation. The spirit of enterprise will boost small and medium sectors, especially farming and food product preservation, innovation and research and development (R&D), and rapid skill development will for sure retrieve the dignity tag for academics, farm labourers and those in the service sector, such as paramedics, the police, etc.

According to thought leaders, corporate founders and contemporary authors, the future of work can be seen as a promising work in progress towards a new work ethic. This article risks suggesting radical steps needed in challenging traditional leadership styles and human resource (HR) practices of a growth economy that draws on patriarchal alpha-male prominence. What will replace traditional leadership styles is compassionate servant leadership, with leaders who will become designers of future ‘work’ environments.

In order to enable organisations to succeed in contemporary times, it has become necessary for them to draw upon a range of actors located in different geographies. Instead of viewing the multiple cultures of employees located in different geographies as hindrances, it is useful for teams to view them as sources for designing a unique culture. Also, teams may benefit from embracing the paradoxes that are inherent to the context of globally distributed members. Teams need to recognize that the issue of utmost importance is the growth and evolution of their project. In order for a project to achieve its objectives, teams may need to build a balance between individual contributions and collective deliberations.

Artificial intelligence (AI) and machine learning (ML) are opening up important avenues of value creation inside organisations. Value creation will be strengthened if AI and ML are conceptualised using theoretical anchors rooted in a strong understanding of employee psychology. Organisations need to address anxieties of employees and assure them that AI and ML are aids in improving their productivity. They need to communicate to employees that AI and ML are not meant to displace employees from their jobs. Organisations face another dilemma regarding how to use AI and ML to draw upon the tacit knowledge and judgement of human actors to make more effective business decisions.

As the shift towards the gig economy and more transient employment relationship happens, organizations continue to face the dilemma of building trust among gig economy workers. Gig economy workers cannot be treated like permanent workers within traditional employment contracts, as it would defeat the advantages of flexibilization that the gig economy provides. It is necessary that leaders of platform-based corporations stand by gig economy workers contracted by them when they face instances of prejudice from customers or other social actors. Formalization of the modes through which platform companies engage with gig economy workers can go a long way in building trust. Regulatory changes are required to ensure that gig economy workers are included within the ambit of labour laws to protect their basic interests.

The future of work is likely to usher in dramatic changes in the form and substance of the employment contract. Technology, artificial intelligence, automation, policy changes and evolving labour market are few factors playing a vital role in workplace transformation.

It is important that organisations emphasise civility in engaging with employees in the workplace to enable them to feel happy as happier people are more productive. In order to shape a happy workforce in the future, leaders, particularly, middle managers need to reinforce the spirit of well-being-oriented human resource management (HRM) practices. Organisations need to engage with employees outside the domain of work as well, as life satisfaction constitutes an important factor in determining job performance. Finally, in order to structure a happy workforce in the future, employers need to recognise that business and ethics have an intimate relationship with each other and cannot be seen as separable.