The skylight café, located off of the entryway, is used for informal meetings as well as lunchtime gatherings. by Judith Heerwagen, Ph.D., J.H. A podcast by our professionals who share a sneak peek at life inside Deloitte. Written By: View in article, Erik Brynjolfsson and Andrew McAfee, Race against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy (Digital Frontier Press, 2011); Erik Brynjolfsson The broader span of work, brought about by changes in organizational structure, also creates new demands, including: Increased complexity of work—Workers need to know more, not only to do their jobs and tasks, but also to work effectively with others on teams. "The changing nature of work and skills in the digital age" report offers an evidence based analysis of the impact of technology on labour markets and skills. Continuous change—Organizations are expected to continue the cycles of reflection and reorganization. View in article, Trevor Page, Amir Rahnema, Tara Murphy, and Tiffany Mcdowell, Unlocking the flexible organization, Deloitte, https://www2.deloitte.com/global/en/pages/human-capital/articles/gx-unlocking-the-flexible-organization.html. Jeff Schwartz, a principal with Deloitte Consulting LLP, is the US leader for the Future of Work and the US leader of Deloitte Catalyst, Tel Aviv, linking the Israeli startup ecosystem with global clients. Amazon.com, for example, has effectively used automation to scale warehousing and shipping rapidly during holiday seasons while reducing time to training for employees and maintaining its reputation as one of the top employer brands in its industry.6. Interestingly, when we asked companies about the impact of these future-of-work scenarios, only 20 percent said they would reduce the number of jobs. Flexible work arrangements do not keep up with employee preferences—The Work Trends 2000 report found that 74% of workers were not allowed flexible hours and work arrangements (such as telecommuting). Time to read and attend training classes is no longer a perquisite of only a few, it is essential for all workers. “Some people might want additional leave, or to structure things so they can spend more time with Leading beyond the disruption. When workers trust one another, they are more committed to attaining mutual goals, more likely to help one another through difficulties, and more willing to share and develop new ideas. How different is your work life today, compared to what it was 40 years ago? In these “new human models” for the future of work, companies are far less prepared. Although demand for high cognitive skills are especially prominent in professional, technical, and managerial jobs, even administrative tasks require more independent decision making and operational decision making. Meeting spaces were in short supply. Though some speculated that e-commerce would replace workers in certain industries, the field has led to robust job creation, such as Amazon’s construction of 26 new warehouses in 2016 alone.14, This optimistic view of complementary machine and human work is also evident in a range of historical cases. Although many factors ultimately contribute to the changing patterns of work, organizational theorists point to two key drivers: The Lean Enterprise model was introduced to the world by Toyota in the 1970s. And 10 percent say they are either fully automated or highly advanced in this area. From micro-sociology perspective, changes in the nature of work as described above have certain implications for employees in individual and personal levels such as possibility to achieve greater levels of work-life balance in multiple ways. Darryl Wagner, As AI systems, robotics, and cognitive tools grow in sophistication, almost every job is being reinvented, creating what many call the “augmented workforce.” As this trend gathers speed, organizations must reconsider how they design jobs, organize work, and plan for future growth. She previously led our Global Human Capital consulting practice, and was the Global Future of Work leader. The question of how each job will change, adapt, or … Technology is changing the skills that employers seek. The goal of 'Whole Building' Design is to create a successful high-performance building by applying an integrated design and team approach to the project during the planning and programming phases. Most companies (77 percent) told us they will either retrain people to use technology or will redesign jobs to better take advantage of human skills. Does our organization have enough open, collaborative physical and digital spaces to facilitate people-to-people meetings and collaboration? While the adoption of robotics is happening quickly, companies’ abilities to reskill and reorganize around automation are still behind. This is simply a function of where we are in the evolution of technology. Our research and discussion with clients show that when done carefully, automation (and the use of crowdsourcing) can have a tremendous positive impact on productivity, employee engagement, and customer value. Brett Walsh, Contributors: Raj Attra, Stacia Garr, Bob Kaunert, Peter Lowes, Christa Manning, Sarah Rogers, David Schatsky, Nathan Sloan, Jeff Schwartz, Andrew Liakopoulos, and Lisa Barry, The open talent economy: Beyond corporate borders to talent ecosystems, Deloitte University Press, July 24, 2013, /content/www/us/en/insights/deloitte-review/issue-13/the-open-talent-economy.html, Our research clearly shows that one of the new rules for the digital age is to expand our vision of the workforce; think about jobs in the context of tasks that can be automated (or outsourced) and the new role of human skills; and focus even more heavily on the customer experience, employee experience, and employment value proposition for people. Advances in technology, a more demanding workforce and shifts in priorities are combining to change the shape of traditional business and create a revolution in the workplace. 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