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TRANSCRIPT
ANTICIPATING THE FUTURE
OF WORK IN CONTEMPORARY
HR PRACTICE
Nikolai Rogovsky, Ph.D.
Senior Economist
International Labour Office
Geneva, Switzerland
ORIGINS OF THE ILO
ILO was established in 1919 as part of the
Treaty of Versailles
Motivations:
poor working conditions everywhere
fear of “communism” and general social unrest
social justice viewed as the foundation for lasting
peace
INTERNATIONAL LABOUR ORGANIZATION
(ILO)
“ universal and lasting peace can be established
only if it is based on social justice”
“The failure of any nation to adopt humane
conditions of labour is an obstacle in the way of
other nations which desire to improve the
conditions in their own countries.”
INTERNATIONAL LABOUR ORGANIZATION
Tripartite (governments, employers, workers)
Specialized agency of the UN
Mainly standard-settings’ organization, but
recently – more technical /development
cooperation
ILO PRINCIPLE OBJECTIVES
Promote and realize standards and fundamental principles and rights at work
Create greater opportunities for women and men to secure decent employment
Enhance the coverage and effectiveness of social protection for all
Strengthen tripartism and social dialogue
The ILO Centenary
Declaration “marks a
historic opportunity
to open a door to a
brighter future for
people around
the world.”
António Guterres
UN Secretary-General
The ILO must carry
forward in its
second century
with unrelenting vigour
its constitutional
mandate for
social justice.
Centenary Declaration
"
• Adopted by the Centenary Labour Conference (June 2019)
• Recognizes the transformational changes in world of work
• Calls for a human-centred approach to the future of work
• Reaffirms the ILO’s social justice mandate.
• Provides guidance for the ILO’s priorities and programme.
• Represents a crucial call to action for the ILO and its
member States.
CENTENARY DECLARATION
The world of work
is experiencing
transformative change,
driven by technological
innovations, demographic
shifts, climate change
and globalization.
CENTENARY DECLARATION
Transformative change in the world of work
[Need]…to reinvigorate
the Organization and
shape
a future of work that
realizes its founding
vision.
CENTENARY DECLARATION
Shaping the future of work
A human-centred
approach puts workers’
rights and the needs,
aspirations and rights of
all people at the heart of
economic, social and
environmental policies.
• Strengthened constituent capacity and mechanisms of social dialogue.
• Robust international labour standards and effective supervision.
• Harnessing economic, social and environmental transformations.
• Enabling entrepreneurship and sustainable enterprises.
• Enabling effective lifelong learning to facilitate access to and transitions
in labour market.
• Transformative agenda on gender equality.
• Effective protection for all workers.
• Comprehensive and sustainable social protection for all.
CENTENARY DECLARATION
An agenda and priorities for the ILO
CENTENARY DECLARATION
The approach focuses on
three priorities for action:
• Increasing investment in
people’s capabilities,
• Increasing investment in the
institutions of work, and
• Increasing investment in
decent and sustainable
work.
A HUMAN-CENTRED APPROACH:
CENTENARY DECLARATION -> “Work for a brighter future”
Report (Global Commission on the Future of Work)
INVESTING IN PEOPLE’S CAPABILITIES
1.1. Lifelong Learning for All
1.2. Supporting People Through Transitions
1.3. A Transformative Agenda for Gender
Equality
1.4. Strengthening Social Protection
Investing in people’s capabilities
Conceptual frame for policy response:
More than human capital (World Bank)
Sen’s capabilities approach:
“humans as the primary ends of development”
“humans as the principal means of development”
Life-stage transitions
Investing in people’s capabilities
What future & legacy challenges?
Uneven global distribution of education & training
for individuals to fulfil potential
Changing skill/task demands (lifelong) of new forms
of work organisation, technologies, etc.
Scarring social and economic costs of
exclusion/unemployment, especially youth
Pros and cons of extended working lives (ageing of
populations)
Lifelong learning for all
• Universal entitlement to lifelong learning
• Effective lifelong learning system:• Shared financing
• Right to paid time off to train (all workers)
• Digital learning (but not instead of well paid
teachers!!!)
Supporting people through transitions
• Invest in pathways for future of work transitions:• Youth: School to work/ quality apprenticeships/ entrepreneurs
• Older workers: Work to work (Europe)
• Flexible working, reduced hours, telework + decent pensions
• Support workers with disabilities
A transformative agenda for gender equality
• Make care an equal responsibility for women and
men
• Expand leave benefits & public care services (balance the roles of the State and the family)
• Account for unpaid care work (measure and re-
value)
• Strengthen women’s collective representation
• Adopt gender equality measures in tech-enabled
jobs
• Eliminate gender-based discrimination
• Pay transparency
• Affirmative action
• End sexual harassment and violence at work
Strengthening social protection
• Social protection and benefits portability
• Move from unemployment insurance to
“employment insurance”
• Social inclusion
• Guaranteed universal social protection
from birth to old age
INVESTING IN THE INSTITUTIONS OF
WORK
2.1. Establishing a Universal Labour Guarantee
2.2. Expanding Time Sovereignty
2.3. Revitalizing Collective
Representation
2.4. Technology for Decent Work
Establish a Universal Labour Guarantee
Provide a labour protection floor for all workers:
• Fundamental workers’ rights (freedom of association
and right to collective bargaining, freedom from forced
labour, child labour and discrimination)
• Basic working conditions (adequate living wage,
maximum hours of work, safe and healthy workplace),
accompanied by productivity increases
Expand time sovereignty
Craft working time arrangements to give workers
greater choice over schedules:• To balance work and private life, subject to company’s
flexibility needs
• Guaranteed minimum hours
• Premium pay for variable hours work
Revitalizing collective representation
Actively promote collective representation of
workers and employers and social dialogue
through public policies:
• Employers’ bodies must adapt their services;
also engage with MNCs
• Unions must adopt innovative organising
techniques, especially for informal employment
• Policy options: company workplace
representation, collective bargaining, tripartite
pacts
Technology for decent work
Harness and manage technology in support of
decent work:
• Human in command approach to technology
• Regulate data use and algorithmic accountability
• Worker access to own data
INVESTING IN DECENT AND SUSTAINABLE
WORK
3.1. Transforming Economies for Decent and
Sustainable Work
3.2. Shifting Incentives: Towards a
Human-Centred Business and
Economic Agenda
Transforming economies to promote
decent and sustainable work
Promote investments in the Green economy
• Requires international development financing
initiatives
• Extend stakeholder representation
• Align the ‘enabling environment for business success’
with needs of the planet and society
• New accounting standards for health & environmental
externalities
• International cooperation on tax evasion and fair tax
policy
Shifting Incentives: Towards a
Human-Centred Business and
Economic Agenda
• Better alignment of the enabling environment for
business success with the conditions for
implementation of the human-centred agenda
• New challenges (megatrends)
FUTURE OF WORK: STRATEGIC THINKING,
STRATEGIC PLANNING, BUSINESS MODELS, HR
POLICIES AND PRACTICES
Strategic thinking (Megatrends)
Strategic planning
Business models, HR policies and
practices
Sustain
ability
function
HUMAN-CENTRED AGENDA – KEY HR
CHALLENGES - 1
How do the global “megatrends” (such as AI
and other disruptive technologies) change
corporate business models, policies and
practices?
What are the implications of the introduction
of new technologies (including robots) for
companies’ skills and workplace requirements?
HUMAN-CENTRED AGENDA – KEY HR
CHALLENGES - 2
As we more from job security to employment security,
workers need more transferable skills. Who is responsible
for development of these skills?
What are the companies’ expectations regarding the role of
public educational institutions in the development of new
skills?
To what extent companies feel that they should take a lead
in re-skilling rather than relying on the public institutions
and other actors (including private educational/training
institutions and other companies)?
HUMAN-CENTRED AGENDA – KEY HR
CHALLENGES - 3
What are the tools that companies are using to
re-skill (and thereby motivate and retain)
those workers who will be expected to work
with new technologies and machines
(including robots)?
Is there a business case for the companies in
taking a lead on re-skilling?
Does job crafting help in addressing these
challenges? If it does, what can the companies
do to encourage it?
HUMAN-CENTRED AGENDA – KEY HR
CHALLENGES - 4
Does the introduction of new technologies lead
to de-skilling of the corporate workforce and/or
to changing requirements for job candidates?
What are the implications of new technologies
for job/task descriptions and corporate
“internal labour markets”?
While facing the introduction of new
technologies and techniques, how do
companies make choices between retraining
existing workers and hiring?
HUMAN-CENTRED AGENDA – KEY HR
CHALLENGES - 5
What are the differences in attitudes of
younger versus older workers in coping with
new technologies at work (enabling or
hindering transitions, retention and social
mobility)?