The future of jobs
Last week the REC published their report on the Future of Jobs. I’d absolutely recommend taking a read of it if you haven’t already. It is freely available here.
What really excited me about the commission was the range of interests being expressed and how much agreement there was in the views being conveyed by different parties. Ultimately, those representing employees, those representing employers and those representing government and special interest groups want pretty much the same thing. The summary conclusions of the report make this abundantly clear.
“The best jobs market in the world for individuals is one with opportunities to get
into work and subsequently progress, and one where people have genuine choice in terms of ways of working. A future UK jobs market is also one where individuals feel fulfilled, respected, and recognised, and where people can succeed irrespective of their background. Realising this vision rests largely with the government – particularly with regards to the need for an education system that nurtures individual potential and prepares future generations for the changing world of work. However, a future jobs market must also be one where individuals take personal responsibility for their own career development and take advantage of lifelong learning opportunities. Advice, guidance, and development for all workers is an essential development.”
“The best jobs market in the world for an employer is one where evolving skills and staffing needs of employers are easily met, where productivity levels are improving on the back of increased investment in skills, where recruitment procedures have been ‘re-imagined’ to reflect the new world of work, and where management and leadership capability has been radically enhanced. Planning for the future jobs market must be a priority for UK plc and for the public sector. Demographics, ‘flexible hiring’, managing a multigenerational workforce, adapting to new technologies, and the use of data will prove critical to organisational success. As technology, artificial intelligence, 3D printing, and robotics gather pace, businesses, recruiters, and managers must plan their workforce more creatively and ensure that they are able to access the talent that they need. Access to UK, EU, and global talent will remain critical, but we also need to see more employers working with schools and colleges.”
For policy makers:
“Policy-makers should seek to ‘get in front’ of the seismic changes that will impact on the jobs market. The government has a key role to play in ensuring that education is adequately preparing young people for this new world of work. The government must also lead a radical focus on lifelong learning and create an infrastructure that enables individuals of all ages to make transitions and compete in this ever-changing jobs market. The Brexit process will have a profound impact on the UK jobs market; we need to ensure that the post-EU landscape is one in which both demand and supply of staff remains vibrant. In addition to a world-class skills and work infrastructure, we need a progressive and balanced immigration system that allows businesses to ll the jobs they have available. We must not take the UK ‘jobs machine’ for granted. There is a need for a proportionate and effective regulatory and taxation landscape that reflects modern working practices while also facilitating job-creation.”
Of course, saying it is easier than making it happen. But we all have the ability to make micro changes that move our organisations in the right direction. And in that, we need to consider the world through the lenses of all the stakeholder groups. Building a successful future means building one in which as many people as possible can share in and profit from that success. If we can do that, we’ll all be able to be proud of the work we’ve done.