The #EWS Series

The Emerging Workforce Summit… 2019

Last week, we hosted the inaugural Emerging Workforce Summit in Sydney: a one-day intensive showcase and analysis of all things related to the future of work, and how organisations can better prepare for a successful future workforce.

And put mildly, it was a raving success.

The speakers, audience questions, social media engagement and general vibe of the day, was a resounding success. Mostly, delegates told us what great value and insight they gained from attending.

So if you missed it (or even if you were there) we’re going to be publishing our take on the presentations, panel discussions and audience questions, over the next few weeks. Get ready for some quality, high-value, Emerging Workforce Summit learnings!

The industry’s leading research expert on the future of work, blended workforces and the concept of contingent working, Chris Dwyer is Ardent Partners’ VP of Research. Chris publishes incredibly worthy research each year, like The State of Contingent Workforce Management (published March 2019). Or the Future of Work Compendium. Follow Chris on Twitter because he rocks.

Chris kicked off the Emerging Workforce Summit, and his thought provoking insights are outlined below.

The Future of work

  • How do you define the future of work?
  • Future of work: the ultimate optimisation of work, via the transformation of business processes, operations & its workforce through digitisation, seamless holistic solutions, and flexible enterprise thinking
  • The discussion around the future of work is the result of the perfect storm of economic, talent and key market shifts all of which are paving the way for work optimisation
  • What is the future state of work and what is our place in it? Right now, we’re in an adaptation period, where we’re starting to transform enterprise and executive thinking, we’re starting to rethink many of the facets of talent and workforce, how work is done and the role technology plays in that… also how inter-office and inter-functional collaboration is a part of that…
  • We’re starting to shift organisational culture, and how that fits into how we embrace all categories of talent, and what this means for an emerging, agile workforce that is going to help us, as a business, get work done
  • Culture is something that we’re going to hear a lot about in the future (and was covered in depth at the Emerging Workforce Summit).. that’s a big shift from five years ago, on how we were talking about non-employee workers and how organisations engage them

Total Talent Management

  • Total workforce management, could be the future of overall workforce management
  • It’s a very polarising concept, but now is the time to begin talking about it… and what it means for all of us
  • Never has there been a time in business history where we’re so set up and supported by the services and solutions that can help us bring total workforce management together. But it’s also strategic and transformational thinking that’s helping to make this happen
  • Transform the way we think about our talent
  • Ardent’s research has found that 42% of the organisation’s total workforce is non-employee – in 2010 that number was 20%
  • The emerging workforce really is a bigger piece of the workforce puzzle than ever before
  • We now need to understand what it’s like to be a ‘talent first’ type of business where the answer to that question – how does work get done? – the number one answer should always be our talent, our workforce, our skillset, our expertise
  • Real-time visibility into all of our talent based resources – our staff, our workforce, our workers…everything that comprises the idea of talent in business – this is why Total Workforce Management discussion is so critical today, and why we need to understand it’s incredible link to the future of work
  • Our contingent workforce today is strategic, it’s a bigger piece of what we do when we’re addressing the idea of work within our organisation
  • How close are we to total workforce management – we’re not there yet, but we’re not so far that we should be discouraged by the possibility of it

Technology part of total talent management

  • The tearing down of technology barriers, the idea that we’re not looking at a siloed type of technology ecosystem anymore when it comes to how we acquire talent and how we get work done
  • The utilisation of digital staffing platforms has increased threefold, since late 2015
  • Compliance and risk mitigation technology – is also key to a successful future of work
  • AI, ML, Blockchain, AR – all of these wonderful innovative means of automation, are contributing to way work is done
  • Being innovation ready is key – adaptation to the evolving world of work, is a critical component
  • Many orgs fear the impact of new technology, whether it’s displacing jobs, or changing the traditional ways that we’re used to work being done
  • Collaborative processes, the way we collect and analyse data – the organisations that are innovation ready are the ones who will thrive in the future of work – that’s the key to the idea of adaptation, is being innovation ready
  • The difference arises there, from adopting to adapting to the key elements of working,
  • We’re seeing more organisations augment what they do, from how they find talent to how they analyse data to maybe even outright replace some of the tactical processes, that are bringing down an organisation, augmenting those activities with AI
  • The key is for organisations to adopt some of these innovative measures, so they can thrive in the future state of work

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