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Top Predictions | workforce.com

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Saved by 3 people (-1 private), first by anonymouse user on 2009-02-28


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1. There will be an increased focus on infrastructures—such as social networks and wikis—to support building strong relationships and collaboration.

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2. The structure of work will become more adaptive, more informal and less focused on formal structure and static design solutions.

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3. (tie) "Agile" organizations will have survived rampant aggregation and consolidation, and all organizations will be developing greater agility.

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There will be greater demands on HR professionals to be businesspeople, with competencies in finding and retaining talent and in managing contract and freelance workers.

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Organizations will have the ability to personalize the employee value proposition, helping employees find value in the work they do based on how they interact with the company. Some employees will be full time and long term. Others will be short term and part time.

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using networks such as LinkedIn to establish trust and research people’s backgrounds—will increase workplace flexibility

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4. (tie) Companies will find their best people anywhere in the world, so successful workers will be willing to work outside their home country.

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The concept of offshoring will cease to exist. Talent will exist globally and companies will go where the talent is.

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8. The hunt for inexpensive labor will continue, but the evolution of economies from low cost to high value will be quicker, and increasingly, a low-cost labor strategy will be more difficult to sustain.

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2. Millennials will redefine work, doing work at home and taking home to work. This means blurring the boundaries of life and work. More workforce mobility will allow people to work from home and at different hours.

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4. As the generation born around 1980 takes its place leading major global organizations, the formative events in those workers’ lives—such as aging parents, the terror attacks of September 11, 2001, and the 2008 financial crisis—will lead to greater C-suite emphasis on corporate social and environmental responsibility.

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6. There will be a significant problem of retirement in the West. With people living longer and fewer people in the workforce, retirement will have to be redefined.

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8. For nations such as India, where a large number of young employees are entering the workforce, there will need to be a major shift to address their needs and concerns.

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Talented people, willing to work very hard, will flourish in most organizational settings.

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1. Recruitment and development will increasingly be seen as part of an integrated workforce-supply optimization process. Both will become virtual, global and just-in-time, but they will also be transformed through an increasing emphasis on optimization, differentiation and return on investment.

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2. There will be a continued and increased demand for top talent. The gap between the best and the rest will be greater. There will be more demand for creativity, innovation and thought leadership.

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3. Employers will compete as intensively for workers as they do for customers. Branding an organization as a place for workers will be as important as branding for consumers.

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4. Firms will become adept at sourcing and engaging transient talent around short-term needs, and will focus considerable energy on the long-term retention of smaller core talent groups.

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Training and development may be tied to some contractual time commitment on the part of the worker.

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7. (tie) More focus will be placed on searching for people who match companies, not just people who have the skills that companies need.

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2. HR issues will be measured much more as part of the business plan.

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3. Talent management will become the prime focus of HR.

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5. (tie) A "decision science" approach will be the foundation of human resources. HR will view talent in a supply-chain fashion and help the business understand workforce trends to make sound decisions.

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