The panel later touched on using
data to tap into organisational culture. In order to empower employees and enrich their experience and overall feeling of purpose, as well as practical applications for AI tools in people operations.
There are certain things that we still do in the workplace as human beings that aren’t very time efficient or engaging.” Many more roles will also
be augmented, added Good. “Creating new opportunities and skills – not necessarily doing something different – but using data to empower what we do.” He continued that AI is also
likely to inform and augment every walk of life, including front office, back office and core value chain. “We’re also going to see
new roles created, like prompt engineering, and around ethics and compliance. Any good AI, in very simple terms, always needs to have a human check to verify things like accuracy and the data behind it, so that will be profound. There is also a huge shortage in skills.” To address the skills gap, Good
suggests that organisations are going to have to ‘widen the aperture for accessing skills and build new connective tissue into places of the workforce’. He spoke of needing to build stronger and earlier connections between workplaces and education institutions, as well as challenging how we build work ready skills and growing and valuing different routes, like apprenticeships. Due to the pace of change, he
added that re-skilling and building new capabilities would be inevitable for organisations, as well as figuring out how best to connect their people’s skills to match future business opportunities that create value.
ADAPTING TO EMPLOYEE EXPECTATIONS Panellists spoke on the growing importance of culture in the workplace. Fostering a positive organisational culture becomes even more critical for companies if the majority of their revenue comes from people operating out of vast amounts of physical space. Managing a diversity of
generations across the workforce, and the need to understand each generation of employees, what they expect, need and desire was both a challenge and priority for companies. The panel explored how
employee needs have changed over the years, particularly for newer generations, to become more focused on the type of work environment they are entering. Desiring not just compensation, but flexible working times, the ability to work from different locations, and the room and support to acquire new skills and develop themselves. Members of the panel also
debated the somewhat fading idea of a ‘traditional career’. From one where you may stay in one role at the same company for a decade and climb the ladder, to a less linear career that is multi-faceted and involves multiple roles across different locations, at different companies. Howells spoke to the audience
about managing a technical workforce. She described how many of their technical and industrial employees have been doing their roles for 20 or more years and shared how Schneider is actively adapting to developments in robotics and AI and ensuring the workforce remains engaged and upskilled, while catering to new generations coming through who want to work in a different way.
“We work very closely with
universities. We also have large graduate and apprenticeship programmes that are really important to us to make sure we are attracting the best individuals for jobs of the future. It’s a big challenge but one that we’re making good progress in.” The future of work requires new
forms of leadership too. “At Schneider, we’re focused on upskilling leadership, so leaders of yesterday can act more like leaders of tomorrow, change with the times and adapt to how people want to be managed.”
DID YOU KNOW?
55% More than half
say work-life balance/ flexibility is one of the most important factors when choosing an employer
of all frontline employees would take more vacation time over a pay increase.
Workplace flexibility is the second most important factor when choosing an employer for frontline employees
Source: Perspectives from the Frontline Workforce: A UKG Global Study
GLOBAL LEADERS FORUM
WATCH THE VIDEOS 57
GLOBAL LEADERSHIP WORKFORCE MANAGEMENT
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 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116