For that reason, we sought to answer a question

[tasmih1234]

Global Human Capital Trends report: “Is it possible to remain distinctly human in a technology-driven world?” Our answer is that it’s not only possible to remain human in a technology-driven world, but that greater value often comes from a fusion of the two. Instead of asking how to humanize a work environment inundated by technology, the deeper question for organizations is how they can leverage the environment that technology creates to humanize the world of work.

Elissa: The research revealed three focus areas for organizations that want to better leverage technology and people for business results. Can you briefly describe each?

Kraig: Purpose: Fostering belonging amid a desire for individuality—Technology creates an ability for everything to be personalized and individualized, but humans still desire this sense of connection, a need to belong to a bigger whole. What if, instead of creating divisions, individuality could become a source of strength born of turkey mobile numbers list bringing together unique, complementary abilities in the pursuit of shared goals? To be able to do this, organizations need to optimize the power of individuals by connecting them with each other through their purpose at work. In our report, we explore how organizations can transform individuality into collective value: by fostering belonging through a sense of contribution; by supporting worker well-being through the thoughtful design of work; and by formulating workforce strategies based on a nuanced understanding of people’s attitudes and values.

Potential: Creating security in a world of reinvention—Technology fuels constant reinvention, but humans desire a sense of security. What if, instead of perceiving reinvention as a threat, organizations could use reinvention to increase their people’s potential for long-term success in work? To do this, we believe organizations must embrace potential and focus on maximizing what humans are capable of thinking, creating, and doing in a world of machines. In our report we highlight areas where organizations can create opportunities based on potential, such as: integrating AI into workgroups, transforming knowledge management through technology, and cultivating and investing in workforce resilience.

Perspective: Taking bold action in an age of uncertainty—Technology creates an environment that is truly uncertain – whatever can change, inevitably will. Yet, humans desire to take bold moves. What if, instead of prompting doubt, uncertainty could give rise to new possibilities: the opportunity to shape the future through decisive action? To be able to do this, organizations need to transform uncertainty into an informed perspective that helps them confidently navigate the future of work. We believe organizations can position themselves to take decisive action to shape an unknown future by setting compensation strategies with a human-focused approach, asking different questions to govern workforce strategies, and establishing frameworks to manage the ethical implications of the future of work.

Elissa: This research was completed before the impact of COVID-19. Are these three focus areas still relevant today? Why or why not?

Kraig: We believe that COVID-19 has accelerated and amplified the importance of these trends.

Consider purpose: COVID-19 reminded us that people are motivated at the highest levels when they can connect their work contributions to a greater purpose and mission. It also highlighted the importance of putting well-being front-and-center for organizations as physical, mental, and financial security became paramount. Finally, COVID-19 demonstrated that as organizations establish workforce strategies, they need to use data-driven approaches to better understand workers’ unique attributes, needs, and dimensions.

Consider potential: COVID-19 showed people that while technology can augment and supplement work, it does not replace what is needed from humans. The crisis gave people a greater appreciation for the fact that humans and technology are more powerful together than either can be on their own. It reinforced that it’s more important to understand what workers are capable of doing than understanding what they have done before, as workers quickly assumed new roles and contributed in different fields and industries. And, the crisis gave organizations the opportunity to leverage the power of AI to build a culture of actionable knowledge-sharing and creation to strengthen connectivity and afford organization resilience.

Consider perspective: COVID-19 put the need for insightful and future-oriented workforce data in the spotlight. Whether it was data on the capabilities of the workforce, the state of workers’ physical and mental well-being, or an assessment of how well the organization’s culture was faring, we saw a plethora of vendors come out with ways to leverage technology to get the data and insights needed and get it fast. COVID-19 also brought conversations about essential work and pay and conversations about ethical employment issues into the public dialogue. Now, it is time for organizations to challenge whether they have the right data, are asking the right questions, and are making ethical and human decisions to support their long-term strategies.

Elissa: You will be speaking about the report findings on an upcoming APQC webinar. During the webinar you will share nine trends (or organizational challenges) that fall under these three focus areas. Can you tell us what these trends—that webinar attendees will learn about—are?

[yadaysrdone]

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