forces changing the future of work

So the recent economic downturn has prompted a dramatic change to the jobs market and as a result we've seen many new trends emerge which have been raised in detail within the report. However, the report also looks to the future and identifies key factors promoting further developments, here's a brief overview.

Alternatively, if you want to read the full report you can get your hands on it by requesting a copy here. Or if you're looking to find your next star employee then get in touch with one of our many specialist consultants or submit a brief.

Global forces of change
Whilst today’s challenges have to take precedence to ensure the survival of the UK employer, there are a number of forces that are continuing, regardless of the economic downturn, to have an impact on the future of the world of work.

Phase 1 of the Future of Work Consortium at the Hot Spots Research Institute, led by Professor Lynda Crouton from the London Business School, involved over 200 executives from organisations around the world, who looked at how work will be performed in 2025. As Randstad is the only organisation representing the recruitment industry within the Consortium. Sourcing candidates for employers as well as being a major employer in its own right, Randstad was able to offer a unique dimension to the debate amongst employing organisations. The following is a summary of Randstad’s key learning from the Future of Work Consortium. It relates that learning to the specific resourcing challenges that lie ahead.

Influencers
Technology: From a skills perspective, the advance of technology means that educational opportunities are no longer restricted to any particular group or nation. Mobile devices offering ready access to the internet hold out an entirely new prospect: anyone with the will to learn can do so.

Globalisation: The development of a cross-generational pool of upskilled workers in the UK (termed “Generation R” by Randstad), the prediction is that globalisation and other forces will create similar talent pools on an international basis. Organisations will need to learn how to engage, manage and reward them.

Demography: Bridging gaps between supply and demand by encouraging more people to participate in employment is critical, as is tapping into an increasingly skilled global talent pool. Organisations now have much more choice over where they deploy labour, but learning how to manage widesprea  teams will challenge organisational structures.

Societal Trends: There’s increasing evidence that those working at a senior level are not seeking permanent employment. These people feel they can better extend their experience by working on projects with a number of organisations, rather than pursuing a single career path with one employer.

Low Carbon: organisations are seeking to develop very public low carbon agendas. It’s driven in part by the younger generation of recruits, who are supportive of the low carbon agenda, who are technically savvy, and who are attracted to brands with proven environmental credentials.

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