Use Technology to Re-Humanize, Not Dehumanize the Workplace

Digital transformation is a constant, and more and more processes are being digitized, but that does not mean we should stop paying attention to people. Today, it’s well known that technology helps to highlight human skills, enhances them and helps people to improve their  performance.

Human capital has become an important differentiator and driver of economic growth. That is why our role as leaders is to remain flexible and up to date to keep pace with generational changes in terms of employment expectations in the changing world of work.

Organizations now need to use the power of technology to re-humanize, not dehumanize the workplace.

Prioritizing human capital growth is not just about opening doors to technology, it is also about knowing how these four trends influences the future of work:

First, demographic shifts, as birth rates continue to decline while the population ages, leading to a severe talent shortage and lower labor force participation in many countries.

• Organizations need to have a clear and genuine purpose if they want to attract, develop and retain Gen Z talent, who are expected to make up 27% of the workforce by 2025.

• Creating "Net Positive" employment by expanding diversity, equity, inclusion and belonging; increasing individual employability and giving workers greater control of their prosperity so they can feel confident they have the skills for today and tomorrow.

• Reducing college degree requirements for job seekers, as many of them are unable to access better jobs, despite having the skills and background that make them better qualified.

• Providing opportunities to reintroduce older adults who have already retired into the workforce; only 19% of hiring managers actively seek to hire retirees.

Second, individual choices. Many employees want more choices about when, where and how they do their jobs, without work-from-home becoming endless work. They value things like personal fulfillment, learning and growth over simple career advancement.

• Forty-two percent of millennials want more work-life balance. Flexibility is clearly important to keep pace with the continuing evolution of hybrid work, but it must be distributed equally across all categories, not just knowledge workers. 

• Work on generating greater opportunities, pay equity and advanced training for women within the workforce, which will not only bring them back into the world of work, but will also continue to help alleviate the global talent crisis, considering that 3 in 10 women report being less likely to be considered for promotion.

• Twenty-nine percent of employees say they wish their manager would better understand the effort required to complete tasks so employers may need to rethink their old strategy given growing employee choice and lifestyle options.

• Seek fulfillment, not just employee growth; 48% of workers say they regularly overwork in a given week.

Third, tech adoption. As organizations continue to invest in technology, they will need to foster digital skills from within while seeking external talent to maximize return on investment.

• Companies that focus on supporting their people in career advancement will attract, retain, create and curate the next generation, bearing in mind that as technology adoption advances in 2025, at least 50% of all employees will need to reskill.

• People are beginning to acknowledge how much technology and innovation have improved the world of work. It’s no longer accurate to think “human versus automation" and today, more workers think that collaboration (83%), problem solving (82%) and reliability (82%) skills are important to do their job well and be efficient (76%).

• Decrease talent shortages by driving key employability skills in today's labor market, with 75% of companies reporting talent shortages by 2022.

• Improve employee skills through upskilling and reskilling; 57% of employees already seek training outside of work because internal company programs do not teach them relevant skills, advance their professional development or help them stay competitive in the marketplace.

Fourth. competitive drivers. In a digital-first global economy, access to highly skilled talent is a distinct competitive advantage.

• Skilled workers have always been highly sought-after, but today, the demand is more acute than ever, with 69% of companies globally reporting difficulty recruiting — a 17-year high, according to ManpowerGroup’s 2023 Talent Shortage Survey.

• Turning data into meaningful insights is critical for human capital risk management. This includes the responsible integration of gig, freelance, and contract workers.

• Ninety percent of companies are planning to invest in offshoring or nearshoring manufacturing facilities as they seek to de-risk supply chains with alternative sourcing.

We recognize that we have made progress in creating a more and people-oriented world of work. 

It is also clear that we still have a challenge ahead of us: as leaders, we must remain committed to designing a robust employer brand strategy that ensures work-life balance, drives talent growth and advancement, and increases prosperity in our communities and work environments.