#changingworkforce

The Fastest Shrinking Jobs: Adapting to Technological Advancements Introduction – The Fastest Shrinking Jobs Long before the emergence of ChatGPT and other AI tools threatening to take over our jobs, technological advancements have significantly transformed the workforce. Some occupations have disappeared entirely, while others have emerged. For instance, the role of “knocker uppers” as living…

“We are the children of a technological age. We have found streamlined ways of doing much of our routine work. Printing is no longer the only way of reproducing books. Reading them, however, has not changed.” Lawrence Clark Powell

It has been suggested that the United Kingdom’s lead in the Industrial Revolution was due to a more relaxed view towards the impact of technology on jobs. Many European countries kept restrictions in place to protect jobs and lagged behind Britain in terms of economic growth.  

Recent advancements in technology are undeniable and unavoidable. There has been great debate surrounding the impact that these changes will have on employment. Many hold a negative stance however, the tide is beginning to turn towards the benefits that can be reaped by technology in the workplace. Economists such as Nick Bloom hold the viewpoint that long-term unemployment is not caused by technological advancement. Recent research by the likes of Deloitte have explored this subject in-depth and interesting findings have been drawn. 

Firstly, the term “automation” refers to a manufacturing or other production system that relies heavily on the use of automatic equipment. It has been predicted that 35% of jobs in the UK will become automated within the next two decades. However, certain sectors are more at risk than others. 

Within the UK job market, it is thought that retail, administrative, secretarial and postal occupations are most at risk. This may be a frightening thought, however once explored further, technology can prove to be beneficial. It is foreseen that net job growth will occur in professional and management occupations. Technological advancements will help to develop high-risk categories into sought after careers.

Technology affects the job sector as a whole at task level. Although the predictions surrounding technology may appear to abate certain sectors of the job market, it can simply change the nature of the job. Productivity of the workforce can be enhanced dramatically through a synergetic relationship between employee and technology.  

Academics have identified certain aspects of human nature that technology cannot adopt such as creativity, social intelligence, perception and manipulation. Jobs that require social interaction and higher-skilled cognitive inputs are now in greater demand. Careers involving management, digital know-how, creativity and entrepreneurship are expected to prove lucrative.   These higher-skilled occupations have resulted in the workforce increasing their salary by an average of £10,000 per annum in relation to the jobs that they replace. 

Businesses within the UK have an optimistic view of the effects that technology has on industry. Although a Deloitte survey found that 41% of headcount reduction has been the result of automation, it is thought that this result will not be correlative with intended growth of businesses. Nearly three-quarters of businesses plan to increase their headcount until 2019, and only 5% intend to reduce. The majority of businesses hold the view that technology aids a flexible workforce.

For example, it has been found that higher broadband speeds have had an impact on the flexibility of the workforce. Employees no longer have to be existent in the physical office space. They can work from home, in a different region or country. This dissolve in physical restraints can also lead to a happier work force. For example, 43% of workers believe that flexible working would help them with stress. 

On first perception, technology can appear to be detrimental to the existing human workforce. However, it allows a higher-skilled, productive and flexible workforce to be created.

Follow the link to learn more about innovative findings and HR strategies relating to reshaping management functions to fit the needs of the 21st century workforce.

Explore the Website to review what Millennials are looking for in a career, information relating to this age cohort's work ethic and characteristics, and PwC's key survey findings regarding the potential of this powerful generation.

The Millennial Takeover in the Workplace [Infographic]

Once the Baby Boomers make their exit, Millennials will become one of the largest age cohorts in the workplace today. Individuals from Generation Y are changing the “face” of the workforce. More ethnically diverse and tech-savvy than previous generations, Millennials will certainly make a lasting impact in the world. Human resource managers need to recruit these young individuals from the Millennial generation in order to avert a possible “brain drain” as Baby Boomers begin to retire. However, this may prove challenging to HR professionals, because Gen Y-ers hold different values than those of older generations. Millennials are more likely to “job hop” if they are turned off by an organization, which can be very costly. Therefore, HR professionals need to understand what makes these Millennials “tick.” If seeking to competitively attract this cohort into the workforce, HR managers must demonstrate their organizations are flexible enough to offer feedback, recognition, and a harmonized work-life balance in accordance with the demands of these Millennials.

Follow the link to the following article that provides knowledgeable insight into who millennials are and what they have to offer to organizations. 

The 21st century workforce is changing the workplace and the nature of work in a variety of ways. Organizations need to utilize tactics to overcome the challenges and be willing to adapt to change.

Meeting the Needs of the 21st Century Workforce: Flexible Work Arrangements Part II

The 21st century—and beyond—presents many challenges and unexpected opportunities to human resource managers. To remain competitive, public employers must plan accordingly and determine how best to meet the needs of the changing workforce. In light of the imperative to address employee needs and advancing technology, the incessant demand for human competency and organizational efficiency presses many HRM to act. To be effective, public sector organizations must determine how to capitalize on advancements, incorporating such technology into its organizational structure and workplace to enhance worker morale, competency, esteem, and productivity. By embracing modernization of modernization, public organizations can possible regain the title as “employer of choice.”

Berman et al., (2010) advised of the importance of employee empowerment, emphasizing important values that modernization provides like flexibility and autonomy. Human resource professionals find themselves faced with one main issue: determining how to improve the way in which employees contribute and how to allocate the proper resources and technology to facilitate high-potential talent. To affirm organizational success and human competency, human resource managers are pressed to determine what exactly “today’s” employees need. Berman et al., (2010) argued that individuals like meaningful work and a nourishing environment that provides them with just enough motivation. Mainly, people need a sense of “belonging,” according to Maslow’s “hierarchy of needs.” Organizations can help employees achieve a sense of belonging by providing a supportive workplace with adequate resources, flexible work schedules, development opportunities, and technology (Berman et al., 2010). When discussing the topic of ‘meeting the needs of the 21st century workforce,’ it is important to keep in mind that “today’s generation” desires flexibility and transformation in the workplace. In particular, younger workers—individuals from Generation X and Y—desire harmony in their lifestyles and “meaning” in their professional activities. To please younger individuals, employers should develop and implement individualized programs and practices to empower them to take on on personal and professional obligations. Overall, human resource professionals will find that varying groups and individuals in the workforce desire different modern needs and are motivated by dissimilar factors. Nevertheless, public employers must develop a “climate for motivation,” which is shaped by HRM policies and practices (Berman et al., 2010).

Demographically speaking, the 21st century workforce consists of more women, dual-earner families, young adults, and minorities than previous generational cohorts. Public employers need to pay close attention to the needs of their employees who come from diverse backgrounds and lifestyles. Unquestionably, workers have different motivations and priorities. In order to implement practices that encourage efficiency and retention, employers must create a nourishing work environment that accommodates a multiplicity of needs. For example, Selden (2009) argues that women are generally more likely to cite personal obligations, such as issues relating to childcare and work-life balance, as a reason for leaving an organization or exiting the workforce. Moreover, childbearing mothers within the workforce value policies that simultaneously support their personal obligations and professional endeavors. Undoubtedly, women want to contribute professionally to their organization’s success, but many would also like to create families of their own. Therefore, it is imperative for human resource professionals to adjust varying strategies like recruitment and retention policies to address the specific needs of distinct demographic groups (i.e. childbearing mothers) within the workforce. If public organizations are determined to be the “employer of choice” or forward thinking, then they must strategically plan around such issues and work to accommodate such needs. Like Berman et al., (2010), Selden (2009) acknowledges that organizations concerned about high performance and productivity should adopt policies and implement programs to help employees reduce personal issues, such as work-family conflict.

For the purpose of this post, we will primarily focus on strategically implementing flexible work arrangements to meet the needs of the 21st century workforce. In the following sections, we will discuss an article that advances knowledge on this theme and corresponding HRM strategies.

Summary of literature's  major arguments regarding the importance of flexible work arrangements

In “Changing Demands: The Workforce of Yesterday, Today, and Tomorrow,” McGraw and Burr (2011) discuss the implications of the changing workforce, HR challenges, and likely outcomes of flexible workforce programs. Their research focuses on arising work-life balance issues, beginning with a brief overview of the history of “yesterday’s” workforce McGraw and Burr discuss the changing needs of current and future employees. Similar to the case made by Berman et al., (2010), McGraw and Burr (2011) acknowledge the opportunities that technological innovations provide for organizations and a new generation of agile employees. They argue that organizations need to be as innovative as the advancing technology when formulating HRM policies and procedures for tomorrow’s workforce. Due to changing workforce demographics, organizations need to consider alternative work arrangements to varying needs of individuals. To illustrate the depth of change, since 1975 to present, the participation of women with young children has increased 47% to 78% (McGraw & Burr, 2011). In addition, McGraw and Burr (2011) note that the U.S. Census Bureau reported that approximately 83% of families are currently dual-earners or single parents with young children. The data highlighted by McGraw and Burr (2011) showed there is an increasing need for flexibility in the workplace to balance employees’ work and family obligations. Like Berman et al., (2010), McGraw and Burr also propose a case for the implementation of flexible work policies, which have successfully contributed to strong performance for many organizations. To summarize the arguments presented within the literature, McGraw and Burr (2011) argue that flexible work arrangements have been shown to address “societal demands for a work/life balance” by increasing employee productivity, motivation, and satisfaction and achieving organizational interests as well.

Discussion of literature's recommendations for meeting the needs of the 21st century workforce

Within the literature, the authors outline several outcomes of flexible workforce programs similar to the case presented by Berman et al., (2010): increased employee engagement, productivity, and job satisfaction (McGraw & Burr, 2011). Next, the authors present findings relating to such outcomes of these arrangements, demonstrating that employees are generally more satisfied when they are allowed to create their own schedules and tailor their work environment according to their own needs. McGraw and Burr (2011) point to the fact that employees allowed to engage in flexible scheduling concentrate their efforts more on results-oriented initiatives to “show” how they are performing in the absence of a “watchful eye” or the employer’s presence. Essentially, when given the chance, these employees make sure to have their work speak up for them. Of course, individuals may seek flexible work arrangements for different reasons. For example, McGraw and Burr (2011) point out that some employees wish to alter their work environment and/or schedule in pursuit of mental stimulation while others like to work in a way that does not involve reporting to superiors.

Besides directing employers to cater to mothers and younger professionals, McGraw and Burr (2011) discuss meeting the needs of individuals from the Baby Boomer generation who intend to remain in the workforce longer. They propose contingency work arrangements as an option. In this way, organizations can retain top talent like technical experts in their field and maintain a sound knowledge base through this sort of continuity in the labor force. The authors explain that the many Baby Boomers wish to remain active members in the workforce and they seek to acquire new skills. Therefore, human capital managers need to design a contingent work process that meets the needs of these non-traditional employees and aligns with organizational goals (McGraw & Burr, 2011). Overall, McGraw and Burr (2011) emphasize that organization’s need to pay attention to the demands of the changing workforce and be willing to adapt policies and processes in a variety of ways to attract and retain top talent. Their main argument is as follows: “Allowing flexible schedules, telecommuting, and implementing a contingent workforce process will demonstrate an understanding by the organization of the challenges we all face with work/life balance” (McGraw and Burr, 2011). HR professionals can easily retain top talent through the right initiatives that meet the needs of those high-potential employees. By incorporating technology and flexibility in otherwise stagnant HRM policies, organizations will benefit through the realization of human competency and achievement of strategic goals.

Literature's contribution to advancing knowledge on theme and course materials

McGraw and Burr (2011) make an excellent case for the implementation of flexible HRM policies that include flexible work arrangements to meet the needs of tomorrow’s workforce. The literature begins by introducing new HR challenges, with a principal focus on how to meet the needs and demands of 21st century employees and how to utilize technology to facilitate human competency. They briefly provide history of workforce demographics and changes in labor force participation. McGraw and Burr also introduce experiences and the HRM work philosophy of a few employers, like Citrix Systems, Inc. We are able to see how employees benefit from such policies through learning about real organizational experiences. In general, the literature advances knowledge on the topic of changing demands and meeting employee needs by showing the outcomes of implementing flexible work arrangements. The authors go further by accentuating the fact that organizations could retain top talent by holding onto seasoned employees from the Baby Boomer generation. Throughout the literature, the authors support their claims through statistical data and supplementary findings. Most importantly, McGraw and Burr (2011) establish the argument that human resource managers are tasked with aligning the outcome of flexible work arrangements with organizational goals. In sum, the literature contributes to course materials through the proposition of a strong argument for flexible work arrangements to meet the needs of today’s changing workforce—similar to the persuasive argument formulated by Berman and his co-authors.

Justification for adding literature to the course reading list for PAD 6417

Course materials should be thorough, straightforward, and concise. The authors did a great job in first introducing new HR challenges, next briefly explaining the history of the changing workforce, and in proposing a few strategies and likely outcomes. With so much focus on the younger workforce, McGraw and Burr’s (2011) choice to include older Baby Boomer employees into HRM strategies to achieve organizational success was thoughtful, demonstrating a comprehensive perspective. Additionally, the literature correctly explained that human resource managers face a particular challenge with incorporating new technology and perspectives in managing the changing workforce. The arguments and ideas proposed within the literature were similar to that found in the textbook written by Berman et al., (2010). In sum, this literature should be included within the course reading list for PAD 6417, because McGraw and Burr (2011) expand on the cases made by Berman et al., (2010), offering real organizational experiences, strategic solutions, possible outcomes, and statistical data to support their claims.

References:

Berman, E.M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2010). Human resource management in public services: Paradoxes, processes, and problems (4th ed.). United States of America: Sage Publications.

McGraw, A., & Burr, M. (2011). Changing demands: The workforce of yesterday, today, and tomorrow. Cornell HR Review. Retrieved from http://www.cornellhrreview.org/changing-demands-the-workforce-of-yesterday-today-and-tomorrow/