This page contains a Flash digital edition of a book.

persuasion, emotional intelligence and teaching others – will be in higher demand across industries than narrow technical skills, such as programming or equipment operation and control.” Our view is that we could

well see 80% or more of current jobs disappearing in the next 20 years. Some will become obsolete, others will be fully or partially automated and in many cases tasks will

be redesigned to eliminate the need for human input and

study into Te Future of Jobs6 (2016) ❝ `` ``

saw an increasingly dynamic jobs landscape. It estimated that 65% of children entering primary school today will work in job types that don’t yet exist, and that 3.5 times as many jobs could be lost to disruptive labour market changes in the period 2015-2020 than are created. While the study saw job losses in routine white-collar office functions, it saw gains in computing, mathematics, architecture and engineering-related fields.

decision-making. Te big question here is whether these jobs will be replaced by the combination of entrepreneurship, increased investment in education and training, human endeavour and the rise of the six sector clusters described above. While we don’t know the answer, we don’t have to wait – there is a lot we can do today to prepare for possible disruption. For example, at the individual

We need to make decisions with imperfect information, tuning our intuition to ‘sense and respond’ when the signals regarding what might happen next are weak

Te report identified a number of job categories and functions that are expected

to become critically important by 2020: ``

Data analysts – leveraging big data and AI.

Specialised sales representatives – commercialising and articulating new propositions.

Senior managers and leaders – to steer companies through the upcoming change and disruption.

In addition, the report concluded that, “By 2020, more than a third of the desired core skillsets of most occupations will be comprised of skills that are not yet considered crucial to the job today. Social skills – such as

32 | July 2017 |

level, there are new skills we need to think about acquiring now to equip us for the world of work in the future. We all like to work in a world that is calm, stable and predictable but the reality is very different. Tat world is changing ever faster, so we need to become proficient at developing and working with a new set of survival skills for the 21st century which include foresight, curiosity, sense-making, accelerated learning, with a tolerance of uncertainty,

scenario thinking, coping with com- plexity, and collaborative working.

So what next for HR and L&D?

We are going to need not ‘ordinary management,’ but ‘extraordinary lead- ership’. For ordinary management we apply accepted best practice approaches; it’s the domain of trend extrapolation, tame problems and technical challenges. But in an increasingly disruption filled world, we require extraordinary leadership. We need the ability to navigate a rapidly changing reality, make decisions with imperfect information, tuning our intuition to ‘sense and respond’ when the signals regarding what might happen next are weak.

Determining the organisational

capacity to work in new ways – envisioning the future and making sense of complexity – seems to us to be a critical requirement, of which HR and L&D could take control.

Key questions for HR and L&D leaders ``

How are you helping to create a generationally and technologically diverse culture?


What role are you playing in driving culture changes to align the organisation with the con- stantly evolving interplay between customer strategies, their resulting requirements, and your own business propositions and capabilities?

` `

How are you using technology to free up time for these more strategic tasks? For example, by streamlining and automating activities such as performance management, learning and development, recruitment, resource planning and sourcing?

` `

Should you be adopting a more business-wide strategic role to match all the resource options, human or otherwise, to meet the organisation’s business objectives?

By asking questions now, HR and L&D professionals can help mitigate the risks and leverage the opportunities of the future of work.

Steve Wells, Alexandra Whittington and Rohit Talwar are from Fast Future Publishing. To find out more, visit

References 1 Talwar R, Wells S, Koury A, Rizzoli A (Eds) (2015) The Future of Business. UK: Fast Future Publishing ISBN 978-0-9932958-0-5

2 McKinsey Global Institute (2013) Disruptive technologies: Advances that will transform life, business, and the global economy.

3 Pew Research (2014) The economic impact of robotic advances and AI.

4 Benedikt C and Osborne M (2013) Probability of computerization for 702 occupations. Oxford: Oxford Martin Programme on Technology & Employment.

5 McKinsey Global Institute Technology (2016), Jobs and the future of work

6 future-of-jobs-2016/


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36