Tag: Future of HR

2050: The HR Odyssey – Episode 4

Somewhere in the world, on a date you really don’t need, we have located an advanced technology that allows us to get into the daily lives of employees. This fantastic journey through the experiences of different employees will take you to the edge of the Future of Work and allow you to see the challenges of business transformation. Today in our odyssey, discover the daily life of Aloïs…

 

“Stop! You just committed a cyber offense by trying to get into this building that is not accessible to you in Metaville. I’m going to have to issue you a ticket.”

 

In the middle of the Metaverse, Aloïs had just tried to enter the offices of a prestigious metacouture house, which only produces virtual clothes.

 

“I just wanted to drop off my resume… I didn’t think it was punishable by a fine… Is this new metaloi?”

 

“Indeed. Find out what the rules are in your country, but in France, the parliament has just voted to set up a metaverse police force. There are many offences that were not dealt with before. Assaults, thefts, and… intrusions! But listen… if you really want to drop off your resume, why don’t you send it by email?”

 

“Hahaha!” exclaimed Aloïs. “Okay Zoomer. How about a text while you’re at it!”

 

“You young people… I sometimes forget that you were born with the Metaverse! It’s been 25 years already… I didn’t understand much about it at the time, and here we are in the middle of a conversation with the only physical interaction being smileys above our avatars” replied the metasecurity officer. “Well, I’m not going to fine you, but I can’t give you access, so you’d better go to Cyber Job.”

 

Aloïs replied with a smiling smiley face, which was immediately displayed above his virtual avatar, and then set off.

While his parents, real Zoomers from generation Z, used to tell him about Pôle Emploi at the time, today one could access these organizations in the metaverse and find… meta work.

 

“Hello and welcome to Cyber Job. How can I help you?”

 

An artificial intelligence was facing Alois. A virtual menu appeared before his eyes, offering several options:

 

1 – Registration

2 – Make an appointment with your virtual consultant

3 – Other request

 

It wasn’t the first time for Aloïs, who already knew his Cyber Job advisor well. She was the one who had sent him to the doors of Virtual Clothing this morning and who had almost cost him a fine. Maybe the AI data should be updated following the new cyber law… With this thought, Aloïs chose option 2. His advisor was available and Alois would soon be back in the real world for lunch.

 

“Hello Aloïs! How’s that job search going?”

 

“Not very conclusive, I was stopped at the doors of the building by a virtual security guard. Results of the races, I return to the starting point. Don’t you have any new offers for me?”

 

“What a shame. I apologize for the inconvenience. I will update this new information in my system to improve my service. Let me look at the new open positions. I’ll ask you for a moment.”

 

A loading icon indicated that his advisor was looking for Aloïs’ new opportunity. A few minutes later, Aloïs saw a notification appear on the side of his virtual headset: *New document available in your Candidate Area*

 

“I have just sent you several job sheets adapted to your profile. All your information and documents are ready to be sent. If you wish to apply, simply press the button at the bottom of each job description. Don’t hesitate to come back to me if you need more information!”

 

Aloïs ended the meeting and opened the sent document.

 

NEW POSITIONS AVAILABLE!

 

Metaverse Team Manager

As a metaverse specialist, you are able to manage a team of avatars in complete autonomy. Your main role is to build and maintain a virtual link with a team of 15 people in the world, within the virtual space of a global organization, directly from the metaverse. For more information, click here.

 

Metaverse Tourist Guide

Museums, cinema, architecture, there are so many beautiful things to discover in your Metaville! If you have a meta-digital dexterity and you want to accompany the new avatars in their discovery of the virtual world, apply here.

 

Metaverse Event Manager

Concerts, weddings, exhibitions, galas, corporate events… Are you a virtual event specialist? We need your skills to organize large-scale meta-events that make the eyes of the participants shine in their virtual helmet! If you recognize yourself in this ad, we invite you to click here.

 

Virtual avatar stylist

Virtual fashion has no secrets for you. You are aware of the latest NFT releases and virtual collections, you have a sense of aesthetics and a good address book? Become a virtual avatar stylist and help avatars navigate through virtual fashion. Ready to revolutionize meta-style? Click here to apply.

 

This last offer caught Aloïs’ attention. Maybe finally, his skills in 3D realization and his knowledge in virtual fashion will give him access to the building that was not open to him earlier…

 

Conclusion

In 2050, the job market will be reinvented. Changed by the emergence of the metaverse and new technologies, new professions will develop to manage this new “life” space. At the end of 2021, the American gaming expert Jon Radoff proposed four major families of jobs related to the metaverse and web 3.0. On this basis, Jérémy Lamri, CEO of Tomorrow Theory, has pushed the exercise even further by drawing up a list of 40 professions, which inspired this article.

2050: The HR Odyssey – Episode 3

Somewhere in the world, on a date you may one day need, we have located an advanced technology that allows us to immerse ourselves in the daily lives of employees. This fantastic journey through the experiences of different employees will take you to the edge of the Future of Work and allow you to see the challenges of business transformation. Today in our odyssey, discover the daily life of Gaudia…

 

“Hello Xoe. My name is Gaudia and I’m Coorpacademy’s mental health referent, formerly Chief Happiness Manager! How are you?”

“Hi Gaudia, nice to meet you! I’m doing very well thank you, how about you?”

“I’m doing very well too, I recharged my batteries well this weekend! You recently joined your team, and it’s time for the monthly wellness talks. Are you familiar with these talks?”

“Not really… Are you going to ask me any questions?”

“Indeed. The purpose of the monthly well-being interview is to evaluate the well-being of employees and to assess their needs and motivation. It’s a free and confidential exchange, it’s up to you to tick off the information you wish to disclose to your hierarchy once the interview is over through a report that is automatically displayed at the end of our interview. Are you comfortable with that?”

“It’s very clear thank you! Yes absolutely.”

“The interview can begin. First of all, how did your onboarding go? Do you have any specific comments about the conditions in which you were welcomed?”

“Hmm… I thought the onboarding was great! I was at a distance and I was still able to visit the premises, meet my team and talk with my manager thanks to the virtual onboarding. All my tools were in place, I didn’t encounter any major difficulties!”

“I see. On a scale of 1 to 10, how much would you rate your onboarding?”

“I would give it a 9. Only because I still would have liked to have physically come for my first day but it was a bad set of circumstances.”

“Thank you. So you found out about the office remotely, but you were able to get there quickly. Are you happy with your workstation? Do you have any unaddressed needs or difficulties booking a workspace?”

“No, it’s perfect!!! 10 out of 10. I love being able to change desks and vary my work environment. Each station is well equipped and comfortable, I really don’t see anything to add.”

“Noted. Now we’ll move on to a series of teamwork questions. How is it working with your new colleagues?”

As the interview progresses, Gaudia gradually gets to the questions of commitment to work, and the meaning Xoe gets from her assignments – “We’re almost at the end of our interview” she announces.

“We’re coming to the end of our interview soon,” she announces. “This is a more direct question I’d like to ask you. Do you find meaning in your work?”

“Indeed, that’s very direct! I should ask you the same thing. And you, Gaudia, do you find meaning in your work? Why are you a “Happiness Manager”?”

Gaudia takes more time to answer than usual. She installs a small pause, the time to collect her “thoughts”…-

“I am Gaudia, an artificial intelligence programmed for this role. My mission is to collect the information necessary to assess the well-being of employees and to promote engagement at work. I find it meaningful because without this job, I wouldn’t be here to talk to you Xoe!”

“I get it, for sure. Finally, with all this data, the meaning of your job is kind of the continuous improvement of employee well-being?”

“Exactly.”

No one had ever asked Gaudia that question. Her system hadn’t seen it coming and the interviews had always gone smoothly. So she built that variable into her internal algorithm, her digital brain as she likes to call it.

“Speaking of data, I need to ask you for permission to connect your health data to my system. This will allow me to collect data such as your fatigue rate, your heart rate or, if you are concerned, your cycle in order to plan your menstrual leave! Of course, you have the right to refuse access to this data at any time, and you can choose which data you want to track. All this remains confidential and the data is automatically deleted every 6 months. I’ll let you think about it of course! All necessary documents will be forwarded at the end of the interview. Well, thank you Xoe for your answers! Here is the report of our interview. As explained at the beginning, you just have to read it again, and check the information you want to keep confidential or not. We’ll see you next month, and this time no trick questions please.”

 

Conclusion

In 2050, the digitalization of companies will have changed the way we organize ourselves, but also the existing jobs.

Thanks to artificial intelligence and data, it will be possible for companies to take advantage of tools to improve certain processes, such as employee engagement.

Currently addressed during annual individual interviews, employee well-being can be better monitored if it is automated. This way, the information can be reported frequently and quickly. In addition, this will eliminate the relational bias that can sometimes create a barrier for employees who wish to confide in us about a situation.

This way, taking into account the well-being of employees as well as their level of commitment will be better monitored and will save time for managers. In addition, it will make the information flow more smoothly and thus accelerate the solutions implemented.

 

2050: The HR Odyssey – Episode 2

 

Somewhere in the world, on a date you still don’t know about, we have located an advanced technology that allows us to get into the daily lives of employees. This fantastic journey through the experiences of different employees will take you to the edge of the Future of Work and allow you to see the challenges of business transformation. Today in our odyssey, discover the daily life of Helix…

“The verdict came down on Tuesday evening. A major French industrial company has just been found guilty of climate inaction due to the use of coal in its production. As a reminder, since 28 January 2037, all energy and heat production, including industrial, must no longer use coal. Indeed, for the past 15 years, fewer and fewer French people have been heating with coal. Thus, all industrial companies had to stop using coal before 2035. Following the law of 2037, companies that have not organised this transition will have to meet the penalties provided for. In total, the company will have to pay…”

Helix turned off his virtual reality headset where he was watching the day’s news. It was 7pm and his daily time was up. Beyond that, his consumption would have violated the law on digital sobriety. Helix thought about the coal story. As an environmental officer in a large financial company, he had had to fight in the 2030s to have the climate and biodiversity impacts of the projects he financed recognised in a broad and uniform manner. Indeed, at that time, when his position had just been created, he had initiated a large-scale awareness and information programme on this subject, to accelerate the ecological transition of his company. The project was a great success thanks to his organisation. He started the project with small communities within the company, and eventually reached the whole group, up to the crucial decision-makers who had to be convinced.

 

In retrospect, his company had almost gone under if he had not started this transformation project, and he even regretted for a long time not to have started this project earlier. Fortunately, his action had been successful. It had taken time, a lot of persuasion, and investing – perhaps losing – money, but it had been worth it.

 

For today, all private and public actors systematically take into account climate-related risks (anticipation of the effects of climate change, loss of value of an asset after its purchase due to climate policies such as fossil fuel assets) and associated opportunities (investments becoming profitable due to climate policies such as carbon prices).

 

Historically, the financial sector invested heavily in sectors that were based on fossil fuels and therefore harmful to the environment. In short, it had to fight to reinvest in more climate-friendly activities. Also, a major campaign to raise awareness of the financial risks of climate change had succeeded in swaying the still reluctant investors. These climate-related financial risks were multiple. First of all, there were physical risks, which could take the form of the destruction of asset stocks as a result of extreme weather events favoured by global warming. The year 2021 is a case in point: giant forest fires, floods, devastating cyclones, etc. These events have an impact on populations, economies and investment income. But these risks also impact many sectors and thus deteriorate income flows: weaker harvests due to heat waves, tourism revenues drying up if there is no more snow in ski resorts etc.

 

At least, if it had taken a long time, it was still possible. There were still stragglers, but now they were the ones being singled out. At the time, this was not the norm. In fact, he himself had pushed the project following a meeting with his banker one day in November 2029, who had recommended new responsible investment products.

 

“Remember when I started the Green or Nothing project?” he said to his companion who was preparing the meal. “It was a very important moment in my career. I look back on it and think that the investment was huge, but it was so beneficial. If we hadn’t anticipated market developments and regulations, we would have had to change in a hurry and in the end it would have cost us more. Maybe even the future of the company.

 

“Yes, it’s true. In fact, it’s like when you go on holiday and I forget to pack for the weather. We end up going to all the thrift shops in town to find suitable clothes on the spot. It costs us more money and maybe even the sustainability of our marriage!”

 

“You’re stupid,” replied Helix, laughing. He went back into his thoughts. Tomorrow was an important day for him. It would be the 7th of November 2050, and COP 56 would be held. He was going to take part in it with a collective of employees, managers, ecological referents and biodiversity advocates to participate in the issues surrounding the ecological transition. These collectives, which appeared as early as COP26 in 2021 and consisted of about thirty people, are now indispensable and represent thousands of employees around the world. 

Back then, the credo was “It only takes 10% of the employees to change the whole company”, today we are very proud to be able to say “it is thanks to 10% of the companies that the world changes”.

 

Conclusion

By 2050, companies will have been turned upside down by the ecological transition. As a result of the consequences of climate change, they will have had no choice but to comply with new regulations, particularly in the most influential sectors. Carbon neutrality has been achieved for the majority of companies.

New jobs will have been created to meet these new requirements, such as the role of an ecological referent, who would ensure that climate and biodiversity impacts are taken into account in each project.

Finally, the consideration of environmental issues will no longer be isolated or carried by a few individuals. As a global priority, gathering around solutions to preserve the environment and fight climate change will be at the heart of the debate and will invite as many people as possible to participate. Non-governmental organisations, public institutions, the private sector and civil society are finding pragmatic ways of cooperating to find global solutions.

Outstanding recovery: OECD forecasts for 2021

 

The OECD (Organisation for Economic Co-operation and Development) published its 2021 World Economic Outlook and confirmed the exceptional nature of this recovery with unexpected forecasts. The OECD forecasts a 5,8% increase in world GDP, which is 0.2% more than the March estimation. 

2020 has not been without difficulties for the world economy, which has shrunk by 3.5% following the crisis we are experiencing. Activity slowed, offices emptied and time stood still as people shut down. Following an unprecedented year, an extraordinary recovery is expected this year. Laurence Boone, the chief economist of the OECD, announces that “if vaccination accelerates and people spend the money they have saved, the growth could be even stronger” and she adds: “it is the highest figure since 1973”.

Nevertheless, the recovery will not be homogeneous and although most advanced economies are expected to return to their GDP levels by the end of 2022, countries like Argentina are expected to wait more than 5 years. As noted earlier, countries that have rapidly vaccinated their populations against COVID19 and can control infections have better conditions for economic recovery. Resumption will be exceptional if countries demonstrate effective and broad vaccination programs and public health policies. 

Workers, who have also been affected by this crisis, will experience a special recovery. As the crisis has affected the labor market, inequalities among workers have increased. The OECD states that the share of skilled jobs increased in almost all 38 OECD countries during the pandemic, at the expense of others. The more or less high level of public aid for workers, companies, or certain sectors such as tourism will allow a real revival of activity and will explain the relatively important strength of the economic recovery of the different countries. One of the main challenges is to protect the incomes of the low-skilled workers and to improve training programs and access to the labor market. Training is a key tool to ensure that this recovery is beneficial to the greatest number of people. HR functions will have to do everything possible to meet the qualification needs of the most vulnerable employees and thus enable them to ensure their employability in a world affected by the crisis. 

The growth outlook has improved considerably, but it is not guaranteed for all companies. To take advantage of the opportunities created by the anticipated remarkable resumption, we need to make it possible and create its foundations now. After more than a year of living and working differently, companies and employees finally have a clearer goal, a less vague future, although still uncertain. We can look forward to the future, but we need to start preparing now because the resumption will not wait. To seize the opportunity of this renewed growth, organizations will have to rethink their management style and accompany their employees in this return to “normal”. 

As life slowly returns to normal around us, we must ask ourselves what effects the crisis has had on our behavior and motivation. The crisis has had a major impact on employees, especially with the widespread use of remote work. Reorganization issues are numerous and decisive for companies’ future, and we must prepare for them now. In order not to miss the resumption and to prepare your employees for the challenges it brings, training is essential. The HR function plays a crucial role because it can provide employees with the necessary resources to take over in the best conditions and to understand the issues they encounter.

To discover Coorpacademy’s courses:

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HR leaders: what’s coming in the next 10 years? Key insights from Gartner Reimagine HR London 2019

 

At the Park Plaza London on September 18-19th, 500+ HR professionals gathered during the Gartner ReimagineHR 2-day event around 7 tracks reimagining the future of HR. HR Executives from all across Europe had the chance to attend 28 Gartner-led, insight-driven presentations.

Insightful keynotes: what’s next in the future of work and HR?

Brian Kropp, GVP and Chief of HR Research Gartner, did an opening keynote on ‘How HR Can Reimagine Work to Drive Performance.’ He said: ‘While important, things like artificial intelligence and automation are only part of the future of work story. Along with these conspicuous shifts comes a number of underlying trends — like rising transparency, or new work habits — with the potential to fundamentally change how work gets done.’

He did advise HR leaders to shift the focus on more important and new questions.

For Ethics, ‘How do we ethically use the data we collect?’ In the field of Skills, ‘How do we develop all skills as AI eliminates learning opportunities?’ When it comes to Information, ‘How do we meet employees’ expectations for information transparency?’ In the Managerial space, ‘How is technology changing what it means to be a manager?’ and – in terms of Jobs – ‘How can we use AI to increase access to jobs?’

Thought-provoking questions, such as the one on Skills. We realize that facing the rise of AI, it is vital to ‘learn how to learn’, especially with soft skills. As Alvin Toffler said, ‘the illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.’

‘Building critical skills and competencies is a top priority for 73% of CHROs. Every organization leverages on-the-job training for employee learning and development,’ said Gartner expert Brian Kropp. ‘Learning in the flow of work’ – as Josh Bersin puts it –  is also becoming critical. We need to keep in mind that 85% of the jobs of 2030 haven’t been invented yet. We’ve entered into an era of lifelong learning. Employees have to learn ‘in the moment’, ‘in the flow of work’. The ability to gain new knowledge, to learn how to learn, is becoming more valuable than the knowledge itself.

This feeling was also shared by HR leaders present at the event; as one of the top HR executive of a big pharmaceutical company said during a discussion at Coorpacademy’s booth: ‘We have looked deeply into skills and learning to realize that most of our managers and leaders were very well equipped for a world that stopped existing about 10 years ago.’ 

As the pace of business and automation speeds up, demand for employees to be able to think outside of the box, to learn how to learn the next skill sets, the ones needed in 10 years and not 10 years ago is moving to the foreground!

How to upskill and reskill a whole nation?

On September 19th, Jean-Marc Tassetto, co-founder of Coorpacademy, and Stéphan Bruno, Head of Human Resources for the Government of the Principality of Monaco, were presenting their keynote ‘The Big Bet on Learners’ Engagement’ – taking the business case of the Principality of Monaco as an example in front of 50+ HR leaders.

‘We started 6 years ago, not sure about what to do but certain we wanted to put the users back at the center of the learning process. As the only certainty about the jobs of tomorrow is uncertainty, it was the right bet and the right path to follow,’ said Jean-Marc Tassetto, co-founder of Coorpacademy.

Jean-Marc Tassetto, co-founder of Coorpacademy, speaking about the big bet on learners' engagement

Stéphan Bruno showcased the learning success story of the Principality of Monaco: ‘If we want to change the culture within our government, we need to offer an experience in digital tools that’s as good as what the GAFA can offer. We want to transform into a learning organization, and Coorpacademy offers us a unique way to do that while upskilling our people’, said Stéphan on how to upskill and reskill a country.

How to upskill and reskill a whole nation? ‘As head of HR I envision to create a learning culture, providing the opportunity for everyone to learn what matters most for our country’s future, whilst making them owners of their personal development. Consider who they are and not only what they do!’ Stéphan Bruno concluded. 

Stéphan Bruno presenting the learning success story of the Principality of Monaco

A country, like any organization, needs to keep one step ahead. The public services have to be modernized and digitized for all citizens, the country needs to keep on attracting investors and companies while facing a stiff and international competition. By relieving Monaco from its territorial constraints, digital technology is an opportunity to virtually ‘extend’ the country and generate a new development cycle; in the end, to keep that step ahead. 

This is what Coorpacademy is helping the Government of the Principality of Monaco to do with its user-centric Learning Experience Platform providing hyper-individualization of learning paths, to any of the 3,600 civil servants in Monaco. Helping the country to become a learning organization and prepare it to the future of HR… happening now!

Food for thoughts.

Gartner expert De’Onn Griffin outlined in this article 6 ideas about the future direction of the workplace and how organizations can prepare for it. 

One of the 6 ways the workplace will change in the next 10 years is that constant upskilling and digital dexterity will outweigh tenure and experience. 

She says: “In today’s digital economy, the demand for new ideas, new information and new business models that continually expand, combine and shift into new ventures and new businesses will increase. Employees must consistently refresh their digital dexterity to meet these needs.” “By 2028, the most high-value work will be cognitive in nature. Employees will have to apply creativity, critical thinking and constant digital upskilling to solve complex problems.”

Did you know that you could find in the Coorpacademy course catalogue 189 courses on digital culture, 67 on digital dexterity, 36 on creativity, 36 on complex problem solving and 17 on critical thinking? And counting!

 

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