Deloitte has released its Global Human Capital Trend 2019 report, which highlights the changing workforce over the next decade. The key areas of change for employers and employees include:
The alternative workforce
Originally conceived as contract work, alternative work today includes work performed by outsourced teams, contractors, freelancers, gig workers and the crowd.
“Today, this segment of the workforce has gone mainstream and needs to be managed strategically. Given growing skills shortages and the low birth rate in many countries, leveraging and managing alternative workforces will become essential to business growth in the years ahead,” the report stated.
From jobs to superjobs
In traditional job design, organisations create fixed, stable roles with written job descriptions and then add supervisory and managerial positions. As automation and artificial intelligence becomes more pronounced, the remaining work for humans is generally more interpretive and social-oriented, involving problem solving, data interpretation, communications, customer service and empathy, and teamwork and collaboration.
With these higher skills, tasks will no longer be fixed like traditional jobs forcing organisations to create a more flexible and less rigid work type. This means manager, designer, architect or analyst will evolve into these new superjobs.
The future of human resources
Over the last decade, organisations have focused on finding the right talent to drive business growth. But with record-low unemployment rates and skill shortages in technology areas, recruiting has become a lot harder.
Learning is the top-rated challenge among the Global Human Capital 2019 trends. People now rate the “opportunity to learn” as among their top reasons for taking a job.
As talent markets get tighter with a more interconnected world, a major new trend has emerged, being the need to improve internal talent mobility. For many organisations, their biggest potential talent resource is internal; however, this market is often undervalued as organisations look externally for talent. Internal mobility can be a way of staff reinventing themselves, with their skill set helping a company in a different area.