future of work automation need not mean job losses


increasingly look to alternative work arrangements to allow them to continue ZRUNLQJ b,Q VRPH RUJDQLVDWLRQV XS WR of the workforce is already contingent >IUHHODQFH@ %\


the US will be contingent.” Maitra concedes freelance working


is not new, but argued: “It has become widespread and cuts across professions, skilled and semi-skilled occupations.” For example, she said: “One of the tech giants recently acquired a network of freelance data scientists to augment its workforce.” Travel and hospitality already employs significant numbers of ‘contingent’ workers. But Maitra said: “Are they using this workforce in the right way? Do they know what workforce they need full time and


PLOOLRQ SHRSOH LQ


Organisations need to figure out how to


manage diverse generations


what skills from time to time? Businesses are less reticent to use alternative workforces. Even traditional sectors like pharmaceuticals are becoming more open to the idea. The shift the travel and hospitality sector needs to make is strategic.”


JOB SECURITY and pay top employee concerns at work


(Figure 74). On-the-job learning is the preferred form of training among all age groups. Online


training options are less favoured by all ages (Figure 75)


FIGURE 74: WORK: WHAT’S MOST IMPORTANT? % cite as important


Job security Pay


Co-worker/client trust Clear responsibilities Competent management Clear purpose/goals Matches values Develops skills Clear opportunities Flexible hours


0 %


10 20 30 40 50 60 70 80


0


On the job


Small Formal group work course Job rotation


Online course


Reading material


Online video


Mobile app


Source: Deloitte European Workforce Survey 2018 78%78%77%79% 20 40 60


FIGURE 75: TRAINING AT WORK Preferred modes: by age


69%70%68%68%66%64% 58% 56% 54%53% 45% 40% 50% 46% 37% 28% 45% 43% 37%35% 46% 41% 31% 26% 26% 21% 43% 38% 87% 85%


84% 83% 82% 81%


76% 75%


70% 67% 80 100 Source: Deloitte European Workforce Survey 2018


DIVERSE-AGE WORKFORCE Maitra also views the advent of a multigenerational workforce as “an opportunity to access a broader talent pool”. But to make it work, she said: “Organisations need to figure out how to manage diverse generations. Millennials expect organisations to have a clear social purpose. Generation X [in their late 30s to early 50s] want career advancement, but parents may want to work flexibly or to know how they will be supported when they return to work after having a child. “For ‘veterans’, how do you make them


feel part of a team when a business runs on technology?” One way could be “reverse mentoring”, she said, adding: “Some organisations have changed the shop floor so workers don’t have to stand for so long.” There is also a need for long-term strategies on gender diversity, especially at the top of the industry, Maitra said. At one level, she argues: “We have


Under 35 35-44 45-54 55+


gender diversity – there are more women than men graduating from university. But on policies such as parental leave, very few organisations give the same leave to men and women. Can we start to take for granted that a man might take time off for childcare? Childcare [provision] is better in countries where it is state-sponsored. So is there a role for government? Often people leave work for a time [when they have children] because financially it makes no sense to work. When a woman returns to work it’s often assumed they want part-time work and can’t travel. Improving gender diversity needs structural change.” But Maitra insisted: “I don’t think it’s


doom and gloom. The future of work is more about people than technology. If organisations focus on the right things they can create better jobs.”


44 Travel Weekly Insight Report 2019-20


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