10 trends that, according to Deloitte, will redefine work in 2019

This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

Deloitte, in its recent report 'Leading the social enterprise: reinvention with a human approach', highlights how in the face of the relentless acceleration in the development of artificial intelligence, cognitive technologies and automation, organizations must reinvent themselves, with a strong focus on the human. In this sense, it anticipates 10 trends that they will have to incorporate, based on the opinions issued by the more than 10,000 people in charge of human resources and executives of companies surveyed worldwide.

In its latest report, Deloitte organizes the 10 human capital trends of 2019, in three broad categories. The first one deals with the future of the workforce, addressing how organizations should adapt to the new forces that restructure their work and design, as well as the "Gig Economy" and leadership.

The second of these focuses on the future of the organization itself, analyzing how the work teams, networks and new leadership approaches that are being incorporated, seek to boost greater business performance.

Finally, the third of the categories deals with the future of Human Resources, that is, how the challenge of redesigning skills, technologies and the approach to deal with the transformation of organizations is being assumed.

The future of the workforce

In this area, Deloitte highlights the expansion experienced with respect to the profiles that now converge in the workspaces, becoming one more member of the templates instead of an alternative or complementary workforce - which is how the so-called contractors were seen until now, freelancers or employees of the gig economy.

"Currently, this segment has grown significantly and has become widespread when labor markets have narrowed, leading organizations to consider strategically all types of work agreements in their growth plans," says the report, which anticipates: "As long as the world economy continues to grow, as well as public policies and regulations, organizations should be more flexible to adapt to these new labor agreements and plan their use in a strategic way."

On the other hand, Deloitte talks about the evolution to the "super jobs", the result of technological development. In fact, over a period of three years and up, 65% of survey participants say they expect to significantly increase the use of artificial intelligence, cognitive technologies, robotic process automation and robotics. "If this happens, as organizations adopt these technologies, they will find that practically all jobs must change and that the jobs of the future - not too distant - are more digital, multidisciplinary and based on data and information," the report reads.

However, to enjoy the advantages that technology offers, Deloitte points out the importance of redesigning current jobs, incorporating or reinforcing its human dimension, until it becomes what the report calls "super jobs." "We call them this way since they are those that combine parts of different traditional jobs into integrated roles that take advantage of the significant productivity gains and efficiency that can arise when people work with technology," they explain.

Finally, it cites a change in leadership style. “In order to be effective in the 21st century, leaders must adopt a new approach to achieve traditional business objectives: one that is based on new critical competencies, including leadership through change, ambiguity and uncertainty, and understanding of cognitive technologies and based on artificial intelligence to reach these goals,” Deloitte says.

The future of the organization

On the other hand, Deloitte sets as one of the great challenges, the improvement of the employee's experience, seeking to better understand people's aspirations to “reconnect work with the impact it has, not only on the organization, but on society in general. "

In addition, the report indicates that, despite a worldwide change in hierarchies to a teamwork mode, this transformation is not total and does not affect all countries equally. Along with this, he talks about the importance of training and the little but growing focus that companies have on creating programs and incentives that support the training of their teams. However, technology is facilitating this work.

Along these lines, Deloitte points out that, in order to develop compensatory packages that align with more agile models for performance measurement and management, “not only should evaluation be used through external benchmarking studies, but also interpersonal relationships must be created with the workers to know their expectations and personal needs, and thus manage to close the existing gaps ”.

The future of Human Resources

As the labor market remains competitive and the competencies required by organizations undergo rapid changes, and therefore "it is time for companies to think about how they can access 'talent'" constantly in different ways: mobilize internal resources, find people in the alternative workforce and strategically leverage technology to increase recruitment sources and consequently increase recruitment productivity, ”says the report.

On the other hand, Deloitte stands out as the number one trend in 2019, the change in the way people learn. In this regard, he points out: “The evolution of work skills requirements is creating a huge new demand for different professional skills. A portion of the labor market believes that one of the challenges that organizations must face in the next three years is the hiring of external staff ”.

In this context, the report reveals three broad trends in how learning is evolving:

It is being more integrated with the reality of jobs.

It is being more personal.

It is changing - slowly towards lifelong models.

"The effective reinvention along these points requires a work culture that provides support for constant learning, incentives that motivate people to take advantage of learning opportunities and focus on helping individuals identify and develop new skills," he says. the report that also emphasizes the importance of promoting the internal mobility of talent and the use of cloud technology in HR to be more “attractive, personalized and data-based”. In this regard, it is advised to “think and develop specific HR technology strategies considering cloud technology as a base and from there explore new innovative platforms such as process automation and artificial intelligence tools to complement your core systems "

This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

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