Tag: future of work

  • Beating the robot takeover

    Beating the robot takeover

    Which jobs can’t be done by robots asks a blog post on the World Economic Forum website.

    Among the occupations discussed in the post that might be less susceptible to automation include occupational therapists, surgeons, choreographers and pre-school teachers. None of those fields are exactly large fields or accessible to the average worker.

    More concerning, the report the blog post is based upon was written in 2013. Advances in automation and artificial intelligence mean the effects of technological change are almost certainly being understated.

    Regardless of how automation proof individual occupations are a simple challenge for humans competing against machines is the biggest problem employers report is finding reliable and punctual workers.

    Maybe we’re all putting ourselves out of jobs.

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  • Learning from the workforce of the past

    Learning from the workforce of the past

    One of the constant questions posed to anyone reporting on the technologies changing the workforce is “where are the jobs coming from?”

    A paper by Deloitte UK economists Ian Stewart, Debapratim De and Alex Cole titled Technology and people: The great job-creating machine looks at how technological change has affected the British workforce over the past 170 years.

    While the study itself seems somewhat hard to get hold of, The Guardian earlier this week reported on what the economists found when they examined employment patterns through the rapidly changing economy of the last 150 years.

    One clear shift the collapse in manual jobs, particularly farm labourers whose numbers fell from a peak of 950,000 in 1881 – 7% of the workforce – to less than 50,000 or 0.02% in 2012.

    UK-agriculture-labour-employment

    The decline in the employment of farm labourers shouldn’t be surprising – in 1871 the proportion of the British workforce employed in agriculture was 15% while today it is less than 1%. A graph from the UK Census office illustrates that shift.

    UK-employment-infographic

    It’s notable comparing the UK to the US in this respect; at the beginning of the Twentieth Century nearly half the US workforce was still working in agriculture while the Britain had been a predominantly service economy for nearly fifty years.

    Even today nearly 3% of American workers are employed on farms, a number not seen in Britain since the mid 1930s.

    In both countries, the late Twentieth Century saw a shift to a service economy, something illustrated in the Deloitte survey by the rise of the British barman where the proportion of workers in the liquor industry tripled from 0.2% of the workforce between 1961 and today.

    UK-barstaff-workforce-proportion

    That British bar employment tripled in the post World War II years probably illustrates best the rise of the consumerist culture during the late 20th Century.

    What should be flagged is those transitions away from agriculture to consumerism weren’t painless, much of Britain’s economy was racked by recessions through the Twentieth Century and many of the nation’s regions were devastated by the shift away from manufacturing in the 1970s and 80s.

    In the US, the transition away from an agricultural economy in the 1920s was particularly painful, Steinbeck’s book the Grapes of Wrath tells of the human costs to families displaced from their mid-west farms during that time.

    That technological and economic factors have driven massive changes over the centuries isn’t new, but the fact the vast majority of today’s workforce are in jobs which couldn’t have been imagined a hundred years ago should encourage us about the prospects for the future workforce.

    However, assuming the future will look like today and that employment will be largely in consumer service industries may be as mistaken of the beliefs among 1960s policy makers that manufacturing would be the future.

    Even more pressing for today’s policy makers and leaders is to prepare for the pain of transition. If we are seeing a workforce shifting to new business models then there will be high community and personal costs. We need to be preparing for the pain of the shift as much as we anticipate the benefits.

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  • Business and the workforce in an app driven world

    Business and the workforce in an app driven world

    One of the things we know about the future is the workplace will be very different. Just as the Personal Computer changed offices in the 1990s, the smartphone and tablet computer are changing today’s.

    Part of that change though is being driven by the change in generations. While this blog tries to avoid falling into the trap of generalising about different age cohorts – and contends the entire concept of baby boomers as an economic group is flawed – there are undoubtedly differences between the world of the PC generation of workers and that of the new mobile breed.

    The key difference is the idea that work devices are different to those at home. Those of us bought up with the idea that the office computers would be tightly locked workstations – in the 1990s we also had the quaint idea corporate desktops were generally more powerful than what we had at home – are now seeing that way of working being abandoned.

    For the next generation of office workers, accessing corporate resources through an app connected to a cloud service will be as normal as opening Windows NT to access the shared corporate drive was 15 years ago.

    Along with the technology and generational change driving businesses into the cloud-app computing world there’s also the needs of a much more fluid and mobile workforce. The shift to casualisation began well before PCs arrived on desktops but the process is accelerating as we see crowdsourcing and the ‘uberization’ of industries.

    Older workers will adapt as well, many came through the evolution of business computing from ‘green screen’ displays – if their businesses had any at all – through to the server based systems of recent years. For them the shift to smartphones might be troublesome for those with fading eyesight, but it won’t be the first change.

    For businesses this shift means they have to start planning for the mobile services that will change workforces and industries. The shift is already well underway – accounting software company Intuit estimates small businesses already use an average of 18 apps to run their business.

    We all have to start thinking about how these apps can be used to manage our staff and workforces.

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  • The three S’s of employee engagement

    The three S’s of employee engagement

    We need to rethink how we measure performance in the workplace says Andrew Lafontaine, Senior Director Human Capital Managemet Strategy & Transformation at Oracle Australia.

    As business adapts to a changing society and mobile technologies, one of the questions facing managers is the mismatch between the Millennial generation and those GenX and Boomers who make up most of the executive suite, Lafontaine sees this as been in how the younger cohort approaches authority.

    “There certainly can be a disconnect between Millennials and boomers. Millennials don’t see hierarchy the way boomers see it as important,” says Lafontaine. “Boomers have ingrained view of the way they have come through the workforce.”

    Breaking the old rules

    Unfortunately for those older managers, their world was based on a formalised, ‘straight line’ hierarchy dating back to the days ships’ captains used flags and voice tubes to communicate.

    That rigid military style worked well for nearly two hundred years of business with mail and then the telephone only reinforcing that management model. Now newer collaboration tools mean different ways of working becoming possible.

    A problem with those different ways of working in teams is how performance is measured warns Lafontaine.  “What they are not measuring at the moment are what I call ‘network performance’. How workers they helping their colleagues, collaborating and working together.”

    Separating home and office

    With mobile technologies becoming ubiquitous it becomes harder to separate work from home life, “we working now from home and on the tram. You don’t need a nine to five workforce nad companies have to deal with and embrace the technology,” says Lafontaine.

    In the context of babyboomers and GenX workers, that technology meant longer hours in the office but Lafontaine suggests things are now changing. “There other areas to measure. How are they looking after themselves? The days of babyboomers working 12 or 14 hours a day and neglecting their health or outside life are over.”

    For the future company, the key to success lies in engaging their employees Lafontaine says. “A more highly engaged workforce delivers better outcomes. Engagement is the three S’s: Stay, Say and Strive”

    Those S’s come down to three questions for the worker; should I stay? What should I say? and How should I strive to do a better job?

    For managers the challenge is engage all workers regardless of age, the task of finding what engages and motivates workers of the computer generation is only just beginning.

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  • Uber becomes a US Presidential issue

    Uber becomes a US Presidential issue

    As services like Uber change the definition of employment, the company finds it has become an issue for the US Presidential race.

    The New York Times reports how the Democratic candidates, led by Hilary Clinton, and the Republicans are carving out their positions on the sharing and on-demand economies.

    Notable in the current discussion is low little support there is for the incumbent taxi companies and their drivers which shows how in most states and cities the medallion and licensing regulations have been used to stifle competition and discourage service.

    For cab drivers that characterisation is somewhat unfair given cabbies themselves in many cities are exploited and are as much the victims of a bad systems as the passengers.

    That the future of work and the structure of these services is now in the political spotlight, the issues raised by the new business models are going to get more examination and – hopefully – some ideas on addressing the changes needed to deal with a very different workforce in the 21st Century.

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