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In a separate post we discussed the disruptions impacting the world of work–4Ds–demographic changes, digitization, datafication and disintermediation. In this post we provide a framework for thinking through possible options to deal with disruptions to ensure a resilient and adaptive organization. The ever-evolving present requires a significant amount of change at both individual and company levels. Although there is resistance to change, humans are often quite quick in adapting to changing environments. Change also impacts the organizational ability to rethink the work environment[1]. After all, leaders are humans too, and they have their own barriers for change. This might hinder their ability to make dramatically different decisions on behalf of the company on adapting to stay current and survive in the long term. As many of the involved processes and tasks will be automated, space will be created for the role of HR to shift to three key areas: At the human level, our intrinsic needs for self-actualization, love and belonging, and respect and dignity will remain constant. The digital world will change the vehicles through which we develop and express ourselves, how we connect with others, and how we define and attain our purposes. The organizations that build their models to work in harmony with these intrinsic needs of their workforce will have a chance to survive in the long term. HR has the opportunity to create and evolve these models. In light of the recent COVID19 pandemic driving everyone to work from home, we can anticipate a cultural shift and broader acceptance of remote work. What will an epoch of mass remote work look like? How much will we be inclined to invest in the daily rapport with our virtual teammates when we have good friends or family right there, in our kitchen? Should the office become a thing of the past for everyone? The impact of such disruptions on the psychological wellbeing of individuals is not fully understood and will require much research in the years to come. One thing is clear – data and technology have a lot of power and with power comes great responsibility. It is the responsibility of all of us to innovate, design, build, and regulate in a way that minimizes the negatives and amplifies the positives of such an environment. Be the creator of interesting times! And do no harm! [2] Wilkie, D., Managing Expectations: How to Balance Gig Workers and Regular Employees, SHRM, 2020 [4] Dunkley, E., & Arnold, M., UK banks set to launch “robo-advisers”, Financial Times, 2016, January 22 2020A way to reframe how we deal with disruptions
The current work model is tumbling down and being reassembled in a new way. The binary decision-making process (in-source/outsource; automate/keep manual; nearshore/offshore etc.) is no longer sufficient to deal with the complexity of the current work environment. HR and business leaders need new ways to reimagine how the work gets designed and orchestrated. The following framework—4Ws—provides a more nuanced way of rethinking the work model.
The role of HR
The traditional roles primarily played by HR within corporate boundaries will have to shift to adapt to this new order and to the complexity of the relationships between work, the workplace, workers, and worth elements. Such complexities will at first include organizational ability to manage the contractual aspects of employment, as well as to manage the considerable challenge of cross-cultural integration[2]. Organizations will also have to rethink their approach to employee experience and evolving systems of workplace motivators[3], to align with changes due to role enrichment and worker independence. Furthermore, organizations will be required to reassess their approach to leadership and skills development, to the management of workplace diversity, and rethink performance management and recognition in this context. Over time, these complexities will be addressed by using a variety of applications, platforms, and service providers.
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