The Future of labour We Want : Innovative workforce

The Future of labour  We Want  : Innovative workforce

The idea that work plays a number of universal roles in the lives of individuals and societies – meeting material need, providing individual self-fulfilment, connecting the individual to society – does not mean that everybody wants, or expects, exactly the same thing from work, or that preferences will not change over time. If they are in a position to do so, different people will make different decisions about the trade-offs between paid work and free time, about the workload or responsibilities they wish to take on, or indeed about whether or not to participate in the workforce at all at any given time

Quartz Media reported that Automation, advanced manufacturing, AI, and the shift to e-commerce are dramatically changing the number and nature of jobs around the world. Ride-sharing startups and others are ushering in the rise of part-time work and redefining what it means to be an employee. What is the future of work for humans when machines are taking on more of it and companies and workers are rethinking their relationships to each other?. 

Machine perception is the ability of a computer system to interpret data in a manner that is similar to the way humans use their senses to relate to the world around them. Using an artistic approach to interpret the learning mechanism of an AI-based projection-mapping technique, we challenge the dominant perception system of artificial intelligence as practiced today, which is purely objective and reductionist. Ars Electronica Follow/ABYSMAL / VOID (TR)/Flicker 

7 must have #skills for the #futureofwork: 

1. Critical thinking and problem solving 
2. Collaboration 
3. Agility & adaptability 
4. Initiative & entrepreneurial ism 
5. Good oral & written communication 
6. Accessing & analyzing information 
7. Curiosity & imagination 

Who is a worker in the new world of work? How are we able to adapt to the changes in the #futureofwork & still fit for purpose to protect those who are in need of protection? #etuWoW18 

MITSloanReview published an article how to design work environment For years, management thinkers assumed that there were inevitable trade-offs between efficiency and flexibility — and that the right organizational design for each was different. But it’s possible to design an organization’s work in ways that simultaneously offer agility and efficiency — if you know how. n many industries, the performance gap between the top and middle performers remains stubbornly difficult to close. A key reason for these failures is simply that organizations are complex configurations of people and technology, and a set of tools or practices that works well in one context might not be equally effective for a major competitor — even if that competitor is located just down the street. 

Best practices are “best” when they manifest an underlying behavior principle in a way that is well matched to the organization that uses them 

Ensuring that everyone has the right skills for an increasingly digital and globalised world is essential to promote inclusive labour markets and to spur innovation, productivity and growth. Several types of skills are needed: technical and professional skills, including ICT specialist skills for workers who drive innovation and to support digital infrastructures and the functioning of the digital eco-system; ICT generic skills for workers and citizens alike to be able to use digital technologies; and ICT complementary “soft” skills, such as leadership, communication and teamwork skills, required for the expanding number of opportunities for ICT-enabled collaborative work 

A combination of policies is needed to allow workers to keep their skills up to date, help them move between jobs and ensure that employers have a skilled, highly productive and innovative workforce. This includes strengthening initial learning, improving incentives for further learning, and reinforcing active labour market programmes for the unemployed (OECD, 2016d). It will also be crucial to tackle skills mismatch and ensure that employers fully use the skills of their workers through management practices that motivate workers and flexible work organisation which allows job content to be adapted or for workers to move to better suited jobs. This would enhance productivity and has the potential for reducing inequality . 

The confluence of several megatrends -- globalisation, digitalisation and demographic change -- is changing profoundly the nature of work in terms of the type of jobs being created, the skills required for these jobs and the way work is organised. These trends are challenging traditional labour market and social policies and require new thinking to help navigate and shape the new world of work in ways to ensure a fair sharing of the benefits that these changes may bring while limiting their costs. Labour markets will need to be made more flexible and adaptable. 

Social protection systems were designed with the model of a single, stable, full-time employment relationship in mind. Part-time and temporary workers are typically insured in the same way as standard workers as long as they meet the income and minimum contribution requirements. But the self-employed, those who often switch jobs, or those combining self- and dependent employment do not easily fit into the framework of contributory social protection systems for a number of reasons.