REIMAGINING THE WORKFORCE
The Future of Work: Reimagining Work and the Workforce
Singapore, September 8, 2002
The event was part of SpeakIn’s Asia Dialogues series and it was organised in association with Arcc
Spaces, a Singapore-based organisation excelling in creating shared workspaces. Business leaders from
Singapore participated in the event.
At the event, we had a panel discussion on Future of Work moderated by Anthea Collier and SpeakIn
honoured Future of Work experts for their leadership and inspiration in the emerging human capital
landscape. These individuals were recognised for their record of having worked towards redefining and
redesigning an organisation in preparation for the workplace of the future.
“The principal takeaway from the event was that reskilling and career mobility is crucial in reinventing the future of the workforce and that workforce will need to be comfortable with continuous learning. Organisation too would need to invest in upskilling and talent development to keep pace with rapid changes being brought about by automation. That was the way for organisations to be future ready.”
“Without prioritising reskilling we will not be able to meet the demands of the changing nature of jobs,”
“Connect employees to skill-building opportunities beyond their roles, which calls for enabling learning experiences to accelerate new skill development and connecting employees to cross-organisational skill-building opportunities.”
“Technological changes will render the workforce of the future less hierarchical. It is unwise to think of the future of work in terms of doom and gloom because many skills in future will still remain inherently human. Hence determining the most pressing skill needs will forge a closer connection between employees and the market.”
“Organisations need the necessary tools to push digitalisation and give access to digital learning for all employees. It is incumbent upon companies and governments alike to take responsibility for ensuring that all workers, regardless of whether they are employed or out of work, are always being equipped with the most in-demand skills they need now and in the future.”
“The pandemic has shown us that remote work and hybrid work is here to stay. At the same time, here in Singapore, we also see for the first time ever that employees value work-life balance as much as compensation and salary—a testament to the trying demands placed on us during the pandemic as the lines between work and life have blurred.”
“These employers are confident of seeing a return on investment in upskilling and reskilling employees to confidently deal with the sweeping changes likely in the workforce’s future. Technology is transforming the way companies attract, hire, deploy, manage and engage talent, as well as identify employees who can fill other important roles in their business.”
Other takeaways from the event
- Reskilling and career mobility are going to become transformational tools for organisations to stay relevant amid increased automation and digitalisation.
- The skill types and the roles humans have been used to traditionally won’t exist in the future. We are moving from a hierarchical system based on micromanagement to empowerment. Both companies and governments need to take responsibility for ensuring that all workers, regardless of whether they are employed or out of work, are always being equipped with the most in-demand skills they need now and in the future.
- Organisations seeking to create an effective skilling programme should first conduct a skills gap analysis that can provide better insights into what skills are most in-demand and identify competencies that their organisation may be lacking. Based on this analysis they can create an overall strategic skills roadmap and individualised learning plans.
- People need to be encouraged to learn as opposed to being told what to learn. Adaptability is critical for the workforce, which is why there is such a big emphasis on transferable skills. The focus should be on getting employees to understand a particular application of their skills.
- A variety of skill paths will also ensure that new users do not feel overwhelmed and more advanced users are not bored. These learning pathways should be tied to career paths and leveraged as development support during performance management conversations. A best practice is to include badges, certifications or titles as you progress through to mastery.
- Remote working may not necessarily mean loss of human connection. You could say long commutes and meeting-filled days act as an obstacle to creativity. Less physical presence and more asynchronous collaboration allows more types of people to contribute and for participation to be more thoughtful.
- 73% of HR leaders believe D&I practices that are evident and embedded in the organisation are important to candidates, making it a clear advantage when it comes to attracting great people. Companies that dedicate budgets to update their recruitment practices, implement a D&I framework to talent acquisition efforts, broaden inclusion and belonging training for staff, and engage more diverse professionals throughout the talent life cycle will keep their businesses on track.
- Technology is transforming the way companies attract, hire, deploy, manage and engage talent, as well as identify employees who can fill other important roles in their business. These sweeping changes in the future of work will entail closer collaborations between humans and technology.
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