When looking at how the world of work has changed, it is critical to note the major shifts that have transformed the very perception of work today. There are several key areas from which the worlds of talent and technology are changing, all of which convergence to reinforce the notion that the Future of Work is here.

One of the standout strategies inherent in the Future of Work is the modern company’s support for remote or virtual workers; one key dynamic of the Gig Economy is that top-tier freelancers and contractors have the ability (technologically speaking) to work and collaborate with businesses via teleconferencing, virtual collaboration platforms, and conferencing technology. The fact that the majority of enterprises surveyed for Ardent’s research indicate their support for remote work is a crucial piece in understanding how the totality of the Future of Work will impact the future: as more support is generated for work outside of the office walls, it enables contemporary businesses to scale their staff in such a way that backs the notion of enterprise agility.

What is also interesting is that while only 38% of executive teams are currently rethinking how work is done via transformational ideas, another 54% expect to experience this within the next two years. Business leaders are listening to what is happening in the market, and understand that, in order to keep pace with competition, are beginning to transform the way work is done within their respective organizations. Also, while adoption/implementation of other key strategic Future of Work drives is low today across other attributes, it is clear that today’s enterprises have a keen sense of how they want to optimize work within the next two years:

• Sixty-one percent (61%) of businesses plan to utilize a “cultural integration” strategy for “blending” non-traditional and FTE workers, a concept that helps improve the overall culture of the enterprise while also improving the overall talent experience (and, therefore, creating an “aura” in which top-tier freelancers and non-employees are willing to reengage with the organization for future projects).
• Forty-seven percent (47%) expect to “consumerize” key HR, human capital management, and talent management processes. The consumerization of business processes falls in line with the greater notion of on-demand talent engagement; the same real-time processes consumers enjoy in their personal lives are now enabled inside the functional roles of businesses. Onboarding, offboarding, assessments, digital learning, etc., are all facets of the HR world that are fast-becoming more consumerized in how they are accessed and the impact they deliver.
• There has been much discussion regarding the “employee experience,” which is a concept used to gauge how connected and engaged employees are with their roles, business operations, and the greater enterprise. Thirty-four percent (34%) of businesses expect to adopt this strategy in the short-term, understanding that, in the Future of Work, the everyday experiences of all talent (including non-employees, included in the “talent experience”), is paramount to how work is done.

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Tagged in: Ardent Partners Research, Christopher Dwyer, Complex Categories, Contingent Workforce, Innovation, Process, Strategy, Technology