Humanity Archives - The Future of Work Exchange

Redefining “Work” In an Era of Digital Innovation

Business Leadership by Christopher J. Dwyer on 01/29/2024

During this decade, each year has seemingly brought a reimagining to the greater world of talent and work. Entering 2020, hyped strategies such as direct sourcing and digital transformation were front-and-center before a once-in-a-lifetime (hopefully) pandemic transformed the very characterizations of what we consider to be “work.”

During post-pandemic times, there remains a sense of “resettling” that has not yet fully stabilized. There are still back-and-forth battles over remote and hybrid work. Enterprises still struggle with humanity and conscious leadership. Not enough business leaders prioritize the emotions of their workers. Organizations are in the midst of configuring just, exactly, how artificial intelligence should be utilized and integrated into their core operations.

This is a moment in time when “work” means many different things to many different leaders. And workers. And businesses. And people.

No matter the circumstances, there is one constant that actively guides the way(s) we define work and how we address it: the evolution and consistency of digital innovation. Digital innovation transcends digital transformation in a more meaningful way, as it places the breakneck speed of innovation at the center of the digital enterprise…rather than an organization configuring how to digitize operations, there is a sense of urgency around capturing the power of new tools and technology and innovating around that power in a convergence with human-led, skillset-oriented approaches.

Rather than “automate everything,” this leans towards “digitize, innovate, and augment.” The shift towards a symbiotic relationship between digital innovation and human ingenuity becomes paramount, especially in a business arena that is actively prioritizing the utilization of and integration into artificial intelligence.

Embracing a mindset that prioritizes ongoing learning, adaptability, and the synergistic interconnection of technology and human skills empowers organizations to unlock the full potential of digital innovation. This not only reshapes the nature of work but also paves the way for a future where technological advancements seamlessly integrate with human-centric strategies, guaranteeing enduring success amid the continuously evolving dynamics of the digital enterprise.

In this paradigm, the main focus extends beyond mere technological implementation and automation of core processes; it revolves around fostering a culture that thrives on curiosity, embraces change, and champions collaboration between critical enterprise functions.

Agility becomes a defining benefit and a defining characteristic, enabling quick responses to emerging challenges and opportunities. The dynamic interplay between technology and human skills isn’t a juxtaposition but a synergy, where each complements the other to enhance overall effectiveness.

In this next, great era of “work,” we can redefine that word and what it means. Digital innovation and the convergence of technology and humanity isn’t just the nexus of how we work…it’s the Future of Work.

The Four Future of Work Trends That Deserve More Attention

Business Leadership by Christopher J. Dwyer on 01/17/2024

In the final weeks of 2023 and just recently here on the Future of Work Exchange, we highlighted a variety of predictions and insights into the coming months. Not only did we unveil our own thoughts on trends, but also commentary from numerous executive leaders across the greater workforce solutions industry.

While there are many trends and corresponding predictions that generate headlines and steal thunder, there are several other trajectories that may not be front-page news, but nonetheless, are deserving of business leadership attention as we move further into January and, of course, into 2024.

Services procurement (and SOW management) are still the “next frontier.” Way back when (let’s not date ourselves here except to say it was a long time ago), I presented on a webinar regarding big contingent workforce management trends. With a headline that read, “SOW and Services Procurement: The Next Frontier,” and a picture of a desert with a gorgeous sunset and mountains in the background, I spoke of how businesses needed to better manage professional services and better tie this complex form of non-employee labor into greater enterprise strategies. Well, over a decade later, and…it’s still the next frontier. Professional services represents upwards of 45%-to-60% of an average enterprise’s total extended workforce spend; in 2024, too many organizations do not include services procurement and SOW under the scope of their contingent workforce programs, which not only leaves millions of dollars in cost savings on the table (via enhanced efficiencies, automation, outsourcing to MSPs, etc.), but a general failure to apply Future of Work-era and “work optimization” strategies to this intricate type of non-employee labor.
Long COVID concerns will continue to affect the workforce. COVID-19 is, by-and-large, an afterthought outside of the winter seasons in today’s post-pandemic, “nearly-back-to-reality” world (even though wastewater samples across the states indicate rising levels of the virus due to colder weather and more indoor gatherings). However, in a study released in August, the Workers Compensation Research Institute found that 6% of workers comp claims for COVID illnesses ended up in long COVID situations. While that seems like a small number, the stat is compounded to the total number of COVID-specific compensation claims across the United States…a figure that represents tens of thousands of workers across various industries that will have significant gaps in their resumes (and, in parallel, valuable lost time in honing skills). This could have some major ramifications in verticals that rely on consistent, up-to-date skillsets.
Enterprises strengthen the link between artificial intelligence and business leadership. Much of the focus on AI as a business disruptor centers on several discussions: 1) its application as a tactical automation engine, 2) its potential as a strategic, next-generation process enhancer, and 3) its near-boundless, budding power for model- and scenario-building within specific organizational initiatives. What’s oft-missed is just how AI will impact business leadership and corporate problem-solving. AI is the most powerful technology tool that many of us have seen, leveraged, and experienced in our collective lifetime; it only makes sense that business leaders enact optimal configuration to better understand how artificial intelligence will influence core decision-making and how it will help them reimagine how they manage the workforce, long-term enterprise planning, and greater talent acquisition strategies.
The next generation of the candidate experience is designed. The earliest concepts behind the “candidate experience” revolved around how candidates progressed through engagement and hiring processes. In recent years, and especially in the wake of post-pandemic business evolution (specifically around bigger ideas like “humanity”), more of that experience tended to correlate with candidates’ perceptions of their future employers, particularly aspects like workplace culture, inclusive environments, and the non-financial attributes of the company brand. We will see a shift in the candidate experience as 2024 unfolds; with the power of converging AI and human-based candidate experience strategies, businesses will be able to better-tailor messaging to talent prospects, hone communication with candidates, and revolutionizing engagement processes to consider workers’ preferences, skills, and career aspirations.

The Most Powerful Future Of Work Tool? Our Minds.

Business Leadership by Christopher J. Dwyer on 01/08/2024

There is often a major discussion around the technology-led attributes of the Future of Work movement, particularly with artificial intelligence (AI) garnering headlines and encompassing the average LinkedIn feed. However, entering a new year, there should just as much conversation around another key facet of the Future of Work: the transformation of business thinking.

This space and most of the Future of Work Exchange’s thought leadership revolves around the concepts of automation, technology, and the platforms revolutionizing the greater world of work and talent. In fact, our definition of the Future of Work pointedly refers to these advancements: the evolution of talent engagement and talent management through new technology, as well as the introduction of exciting platforms that are actively pushing the boundaries of “work optimization,” are two distinct components at the very core of this movement.

However, in what was exacerbated by the impact of the COVID-19 pandemic, there is something “bigger” than us all at play right now within the business arena: the power of the human mind to traverse archaic thinking and blend progressive, diverse concepts with a focus on emotional- and empathy-led leadership principles.

This isn’t just a “we need more humanity” idea nor is it another piece on why the contemporary enterprise fares better with emotionally-charged concepts. No, this is the very awareness that we are all human, that the workforce is human, and people are what make us successful and our businesses successful.

Humanity is the foundation of the business world. And everything we do, whether it’s strategize around the global market or configure our utilization of technology, must revolve around the notion that people, and their/our minds, are the driving force of innovation, progress, and success.

It’s how we put ourselves in someone else’s shoes as they contend with rough situations at home (empathy). It’s how we prioritize the depth of the human mind in how we conduct workforce planning (conscious leadership). It’s how we build AI models that reflect the soft skills and emotional intelligence we require to succeed. It’s how we ensure a future where technology not only augments our capabilities but also aligns with our human values, understanding that innovation must serve a purpose beyond efficiency.

And, most critically, it’s how we shape the future of how we work by emphasizing a holistic approach that harmonizes the technological advancements of the digital era with the enduring importance of emotional and human intelligence.

As business leaders, our ability to recognize of the true power of innovative thinking is what will set us apart from the competition. Enterprises must strive to build and develop workplace environments that foster inclusivity and belonging, as well as reflect an aura of charity, diversity, and empathy. A commitment to fostering this atmosphere is not just a business strategy; it becomes a cornerstone for sustained success, empowering teams to navigate complexities, adapt to change, and collectively propel the organization towards a brighter, more resilient future in 2024 and beyond.

The world of work is rapidly shifting towards recognizing the profound impact of emotional thinking, empathy, diverse thinking, and advanced emotional intelligence. These qualities not only enhance individual and collective well-being but also contribute significantly to the success and sustainability of organizations in an ever-changing and complex business environment. As we continue to navigate an ever-evolving Future of Work-led landscape, embracing and cultivating these attributes will be a defining factor in achieving lasting success and relevance.

Sustain the Leadership Evolution

Business Leadership Diversity and Inclusion General Insights HR Uncategorized by John Yuva on 03/30/2023

What the previous three years have shown is that enterprises are resilient. The ability to turn on a dime operationally and transform from an in-person to a nearly fully remote workforce is a stunning achievement. It is the ultimate in change management execution, forever altering the Future of Work paradigm and business leadership as we know it. In defining the Future of Work movement, the Future of Work Exchange identified the transformation of business leadership as one of its three critical pillars.

Workplace Humanization Arrives

How has business leadership transformed? Quite simply, leaders today have a newfound focus on “humanity,” and the need to be more talent-oriented to thrive during uncertain times. During the height of the pandemic, there was no separation between how leadership and employees experienced this global event. Everyone went through it together and had similar fears, anxiety, and concern for others. Many leaders recognized this fact and rebooted their workplaces by retaining employee flexibility and remote/hybrid models once the world started to normalize.

Bridging of Human and Skills-Based Objectives

Along with the humanization of the workplace, the need for skills-based talent became apparent as well. The criticality of enterprise agility, flexibility, and business continuity is now a central part of talent acquisition strategies. It is no longer about filling a job role, but rather hiring candidates that bring specific skills and competencies while also being a good cultural match. Business leaders today actively bridge the human aspect with skills-based execution. Understanding, for example, the importance of diversity, equity, and inclusion as part of the cultural fabric, leaders have integrated DE&I into hiring and operational objectives.

Business Leadership Evolves

The Future of Work Exchange and Ardent Partners have identified five ways business leadership is evolving.

Inclusivity Is Paramount

93% of business leaders state that they are focusing leadership efforts on developing and cultivating a more inclusive workplace culture. Not only does this invoke a sense of belonging within the workforce, but it can enhance brand reputation when promoted on recruitment portals and in the media. More job candidates are seeking employment with enterprises that place a premium on inclusivity.

Providing Purpose

Over the next 12 months, nearly 70% of business leaders plan to develop a vision and plan for making work more purposeful across the organization for its total workforce. In his Fast Company article, Raj Indupuri, CEO of digital clinical software and service provider eClinical Solutions, said it’s critical to have leadership goals that all employees can align with. “In my experience, it’s more enjoyable to come to work when surrounded by others who are equally passionate about your purpose.”

A Focus on Well-Being

Throughout 2023, nearly 75% of executive leaders anticipate enhancing the ways the business improves worker well-being and mental health. While the impacts of the pandemic have subsided, the emotional effects continue to linger. Monitor employee well-being and mental health through surveys and regular one-on-one check-ins with team members. Such feedback is crucial to identifying employees who may require specific mental health services or programs.

Empathy-Driven Leadership

Today, 65% of executives include empathy in their management styles, which reflects a flexibility-driven approach to leveraging more humanity in how they lead. This can lead to more open communication between employees and leadership, as well as a greater comfort level in presenting ideas that could result in untapped innovation.

The Conscious Leader

Over the past year, 73% of executives have moved towards more of a “conscious leadership” approach, which centers around the understanding of worker perspectives, emotions, and concerns. Conscious leadership brings the human aspect of leadership management full circle.

Is the current business leadership transformation sustainable? The outlook is hopeful. By modeling and promoting such behaviors as empathy, conscious leadership, and a focus on DE&I principles, it unifies the workforce to not only adopt those approaches but also hold business leaders accountable. That accountability will help sustain the Future of Work ideals and continue the evolution of an employee-centric workplace.

The “Why” We Work is Just as Important as the “How”

Business Leadership by Christopher J. Dwyer on 03/08/2023

Over the past several years, and especially since early 2020, there has been an incredible focus on the many, many facets of how enterprises address how work is done from various perspectives: workplace, workforce, operations, finance, etc. After all, it made (and still makes) sense: in the midst of the frightening early days of the COVID-19 pandemic, the very aspects that supported how work was done needed to be reimagined in the wake of lockdowns, quarantines, and social distancing. And while the emergency phase of the pandemic is over, these transformations are still required to truly optimize the many ways work can be done.

As time passed, however, something incredibly interesting brewed below this layer of pandemic-specific responses: the so-called “Great Resignation” quickly became an outlet for workers and professionals to prove that the workforce needed the power, control, and better conditions to perform productively and effectively.

The undercurrent of the Great Resignation had nothing to do with entitlement, generational differences, or a lack of work ethic (as some executives would suggest), but was rather a result of a “talent revolution” in which non-compensatory attributes became more critical for professionals in the wake of the deadliest public health crisis of our lifetime.

Flexibility became a critical element of this greater idea, as more and more workers had to contend with daycare and schooling issues. Diversity and inclusion became even more important in the wake of the pandemic, as professionals required workplace environments that supported mental health issues, respected burnout, and reimagined the workplace to be inclusive of diverse voices.

This all converges into one key notion: the why of work becoming a crucial aspect of the business arena.

Business leaders that focus on the “why” are the ones that will have deep, talented teams of dedicated workers who value their roles, respect the overall vision of the greater enterprise, and work towards productive outcomes that benefit both themselves and the organization. Getting to this idyllic culture hinges on one key aspect: purpose. Purposeful work was the great, hidden element responsible for so much of the movement during those 18 or so months of the Great Resignation; the mental and emotional fallout of the pandemic resulted in the human side of the workforce seeking purpose in their work, their roles, and within their careers.

While now, in 2023, it’s no secret that humanity has become a more powerful attribute of the world of work, there is something bigger and more expansive at hand. The reasons people rise out of bed in the morning and dedicate a large chunk of their days (and, of course, their lives) to work is facilitated on purpose and a greater understanding of the impact of their roles on themselves as humans. It’s about the cultivation of interests, skills, and aspirations. The “why” revolves around the parallels between “work” and “careers,” and how goals are transformed into lifelong efforts to create, innovate, and make a difference.

The Future of Work movement may often be associated with how work is done, given the focus on workplace models, workforce management, the evolution of talent acquisition, and other aspects that fuel the contemporary enterprise. However, the why has become just as critical for a deeper and dynamic reason: humans are meant to strive for more, align their inner selves with career interests, and desire purpose in what they do, and this should be the foundation of how we think about the ways work is done given the incredible impact of talent in today’s hyper-competitive market.

Why “The Human Factor” Should Be the Top Future of Work Focus for 2023

Business Leadership Talent by Christopher J. Dwyer on 01/03/2023

The concept of “humanity in the workplace” is not entirely new. While there are plenty of leaders that merely view their workforce as numbers and faceless drivers of productivity, there are also many leaders that prioritize the physical and mental wellbeing of their talent. So, what sets aside 2023 as an outlier for focusing on these attributes more so than in months past?

As the COVID-19 pandemic expanded and ultimately disrupted billions of lives, many workers used this time as an opportunity for personal introspection, reevaluating their goals in life and at work (and their career journeys to date). Workers newly entrusted within their organizations also felt empowered to take ownership of their careers. Many discovered renewed passions for social causes, a need for work-life integration, and career journeys that defined their sense of self. Those pursuits began playing out at the end of 2021 — referred to as “The Great Resignation” — and continued throughout most of 2022. The millions of workers who left their jobs during this period sent a message to their employers that a new set of workplace criteria was being considered. Issues like empathy, diversity, equity, inclusion, and other business culture considerations were identified as critical needs of the new-normal enterprise. Suddenly the need for a strategy to develop, communicate, and realize corporate values became an important way to retain current talent and attract new workers.

This sets the stage for 2023 as a critical year for “the human factor,” as businesses now have to contend with managing through economic uncertainty, an increasingly-tightening labor market, and a delicate balance between hanging onto pandemic-era reliance on remote and hybrid workplace models and desiring workers to return to in-person collaboration. Simply put: leading with a human edge might be the only way for enterprises to truly enhance talent retention while improving the ways they get work done in a challenging business environment.

Throughout the past 18 or so months, many business leaders were anxious to call their workforce back to the office out of fear of waning productivity and a loss of visibility and control over their teams. What they discovered, however, was a sense of empowerment that had been missing from the ranks of professionals for far too long; while compensation and benefits will always, always be critical factors in selecting (or staying at) a job, aspects such as flexibility, better working conditions, transparency into career journeys, etc. became top-of-mind and non-negotiable attributes of their roles. While we know this as “The Great Resignation,” this was, in fact, a true “talent revolution” that signaled a new era of work and labor.

Throw all of these concepts into a blender marked “2023” and what we get is a workplace environment that requires so much more than just appreciation and empathy. Leadership in the year ahead does not just need to implement more humanity, it requires it to truly be effective in what would be (yet another) watershed year for the business arena.

While not all industries fear the specter of a recession, there are many workers are shifting their mindsets from “revolution” to “survival,” a sharp turn from the months past when, on average, over four million professionals voluntarily resigned from their positions for a 16-month period. This type of thinking can wreak havoc on already-stressed professionals who are facing burnout and wellness issues, leaving leaders with only one option: infuse humanity into core leaderships strategies in order to develop a stable workplace that is supportive of its talent.

“The human factor” has been oft-discussed since the pandemic began. Many of us faced personal reawakening in the face of mortality and sickness, watching as the world faced a public health crisis unlike anything we had experienced before. People reevaluated their lives and the role of their careers as part of their identities, meaning that there was much more at stake than just “work.” Workers desired purpose, craved flexibility, and wanted an overall sense of alignment between their human personas and workplace characters. This translated into the need for business leaders to be more human in their management approaches.

Which, of course, leads us to a new year and new vision. Upcoming Ardent Partners and Future of Work Exchange research found that nearly 70% of businesses see worker burnout as a core challenge, in addition to another 74% who perceive recession risks as a driver for worker anxiety. This all means that leaders have to strike a balance between managing costs and driving productivity and ensuring that they emotionally support their talent in a more deliberate and meaningful way. Empathy-infused management, flexible workplace options, more appreciation, and enhancing worker wellness and wellbeing (especially mental health) are all critical attributes in this regard.

However, there is one overarching strategy that leaders can adopt to ensure that their workforce is engaged, productive, rested, and stable in 2023: place humanity in the center of all business strategies. By doing so, enterprises will create a workplace environment in which talent feels trusted and valued. In the wake of uncertainty, this is the most powerful approach of all.

The Future is Now

Business Leadership General Insights by Christopher J. Dwyer on 12/21/2022

By now, you may have consumed many grand predictions for the year ahead as it pertains to the world of work and talent. If you haven’t, well, be sure to check out our exclusive series that featured insights from nearly 20 industry thought leaders and executives from across the solution provider landscape.

2022 was another watershed year for the business arena. We grappled with Year Three of a pandemic, dealt with the fallout and reshuffling from The Great Resignation, tapped into the power of new and exciting technology, learned the meaning of humanity in how we work, and continued to experience the growth and impact of the extended workforce.

And this is the just the beginning of what is up ahead. 2023 will surely challenge us, with the specter of an economic downturn lingering overhead as well as continued uncertainty regarding the volatility of the labor market. However, as we have done over the past three years, we will persevere, we will thrive, and, most critically, we will innovate.

Today, on the Future of Work Exchange, we unveil four laser-focused predictions for the year ahead:

Skills, skills, skills…talent acquisition and workforce management will revolve around skillsets and expertise. Globalization, digitization, flexibility, and agility, mixed with labor market volatility, equates to a brave new world of talent acquisition and talent engagement. Executives will seek cost-cutting measures to combat economic uncertainty, but in 2023, it won’t affect the overarching need for top-tier skillsets and expertise. Businesses have experienced a massive skills gap over the past several years and the only way to thrive (not just merely survive) in today’s business arena is to pump resources, innovation, focus, and technology into revamping talent engagement and talent acquisition strategies. Skills are the centerpiece of the Future of Work today.
Intelligence becomes the nexus of the Future of Work. Businesses were living in a Big Data world long before the term was applicable. As machine learning infiltrated analytics and artificial intelligence became a foundation for workforce data, business leaders were enabled with the power to infuse real-time, on-demand insights into their core talent-led decision-making processes. Today, and into 2023, that concept will evolve as enterprises develop “skills catalogs,” seek to shift expertise where it is needed given changes in the market, and infuse AI into talent acquisition and recruitment approaches to maximize skillsets and eschew archaic talent engagement methods.
Omni-channel talent acquisition is 2023’s gold standard for engagement. This is something that the Exchange discussed recently (especially during last week’s predictions-focused webcast). Direct sourcing, talent communities, talent marketplaces, digital staffing, and freelancer networks are all deep and viable outlets of candidates; thus, businesses can take an omni-channel approach and optimize their hiring by aligning their talent acquisition strategies with these sources of talent. And, the omni-channel approach traverses beyond this type of alignment: by maximizing various sources of talent (through VMS, ATS, direct sourcing, etc.), businesses are able to boost candidate engagement by providing a worker-specific experience to each prospect that is inclusive of assessment, opportunity, and clarity.
Humanity shines through in every facet of how and why we work. The pandemic didn’t just result in Future of Work accelerants like remote/hybrid work and the shift to flexibility; it truly humanized the way we, as both professionals and people, perceived the role of work in our daily lives. The Future of Work should be predicated on humanity in such a way that it cascades into how leaders manage their people via empathy, understanding, appreciation, and transparency. Workers today face a variety of issues: economic uncertainty, burnout, poor mental wellbeing, challenges with workplace culture, etc. Leaders have a new role in 2023: continue managing towards organizational goals and objectives whilst focusing on the human side of business. ensuring that workers and candidates are provided the flexibility and emotional wellness that they require to succeed.

The Five Things Driving the Future of Work (Right Now)

Business Leadership by Christopher J. Dwyer on 08/23/2022

If you take a step back and say the words aloud (like I do dozens of times a day), it seems quite weird: the “Future of Work” is about the future, but it also revolves around the present, right? So, when we discuss the Future of Work, we’re essentially discussing the continuous optimization of work through current progressions and how it will evolve over the coming months and years.

And the most interesting idea around the Future of Work movement is that there are so many attributes of work, talent, technology, and business leadership that serve as real-time accelerants and harbingers of things to come.

Here are the five things the Future of Work Exchange believes are driving this moment today (and will drive tomorrow):

The “human” elements of work and talent. From pandemic-driven anxiety and the desire for more purposeful work, today’s business professionals crave more than just a paycheck. These workers truly require an emotional connect with their work in such a way that it solves both the work-life integration problem and allows them some semblance of flexibility in both their personal and professional lives.
Direct sourcing’s continued impact on talent engagement and talent acquisition. Many large-scale enterprises have begun “reactive layoffs” in anticipation for a possible recession. However, as many news outlets would note, there are more job openings right now than there are job seekers. This weird labor market translates into the need for businesses to harness the power of talent pools, talent communities, and talent clouds to essentially overcome the rigidity of engaging and acquiring talent through traditional means.
The transformation of business leadership. This item has long been a foundational element of the Future of Work movement; however, the way leaders lead has been continually evolving since Day One of the pandemic. There is, of course, the notion of conscious leadership and being in-tune with the workforce. And, on top of that, especially today, business leaders must fuse empathy and flexibility into their strategies. They must contend with the remote vs. in-office conundrum, the specter of a recession, and applying the best talent retention strategies to their talent. Transformation, in this case, isn’t a one-shot alteration.
Artificial intelligence drives decision-making. AI can be considered “vaporware” to some executive leaders, however, many of the prominent solutions in the workforce technology industry provide real-deal AI to help procurement, HR, and talent acquisition leaders understand the best-fit talent for a role, how their workforce will look given current economic trajectories, and support DE&I initiatives, as well as fuel enhanced candidate screening and candidate assessment.
The strategic application of new and innovative work models. Worker-led work structures. Digital collaboration augmented by infrequent in-person meetings. AI-fueled process management. Consumerized capabilities across core enterprise functions. An enhanced hiring manager experience. Developing a path to total talent acquisition (and then, perhaps, total workforce management?). The reimagination of worker productivity. These are all innovative ways of rethinking the boundaries of how work gets done, and, true extensions of the Future of Work movement.

The Future of Work Always Comes Back to One Thing: People

Business Leadership by Christopher J. Dwyer on 06/21/2022

The Future of Work means many things to many people. Some may position technology as the front-and-center nexus of all things related to the Future of Work movement, while others will point to the evolution of robotics and artificial intelligence as a harbinger of how work will be done in a nebulous future state of business.

If the pandemic has taught us anything, it’s that the way we now get work done is dependent on access to the tools and technology necessary for total interconnectivity and on-demand collaboration. There should be no more silos of innovation, but rather a free-flow of ideas and insights that permeate a “open” and automated realm from which to strategize the way projects, operations, product development, manufacturing, etc. are executed.

No matter how far we traverse into the ether of technology, however, the Future of Work always comes back to one thing: the people. The workers. The professionals. The leaders. The expertise. The skillsets. The humans.

If we just take a step back, the answers are vividly clear. Why did the Future of Work and its accelerants sweep through the world over the past two years? Because of the human elements of work and the workforce, of course. Consider that:

The so-called “Great Resignation” happened (and is continuing to happen in some form) because of a human-led desire for flexibility and better working conditions.
That need for flexibility is a driven by a human-level need for a better balance between personal life and professional life.
The concepts of remote work and the hybrid workplace reside firmly in the greater need for businesses to support the human elements of the workforce while boosting productivity and attempting to curb burnout.
The very idea of “open talent” was catalyzed by the need to address skills deficiencies with agile talent…especially extended labor that is tethered to socially “open” concepts of working and collaborating.
The value of an empathy-led, inclusive workplace culture has sparked business leaders to lead with a nurturing touch that, of course, takes into context the fact that workers are human.
The role of purpose (and purposeful work) are perhaps the most critical drivers of the Future of Work today, with enterprises focusing on passionate and talented individuals who prioritize the ways their work contributes to something greater in their lives and aligns with their overall human journey.

The great revolution of talent and work is upon us. Technology, artificial intelligence, and innovative tools with surely lead and direct us, but is is the people, the humans, that spark the real Future of Work.