the jobbio guide tothe future of work · the future of work [the great unknown] increase...

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The Jobbio Guide To

THE FUTURE OF WORK

Jobbio is a careers marketplace used by over 6000 companies to connect privately and directly

with top talent.

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© 2018 Jobbio, All Rights Reserved

Aoife GearyContent Editor,

Jobbio

_

Anne BodenCEO,

Starling Bank

Eleonore van Boven Chief People Officer,

N26

Tom Ogletree, Director of

Social Impact &

External Affairs,

General Assembly

http://www.jobbio.com

THE GREAT UNKNOWN

WELCOME TO THE WORKPLACE

FINTECH IN FOCUS

FUTURE OF EDUCATION - GA

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TABLE OF CONTENTS_

What is

THE FUTURE OF WORK?

When we think of the future of work we often imagine a far off time where our colleagues are robots, our workspaces are virtual and our jobs are almost unrecognis-able. The reality, however, is the future of work is already upon us with evolving tech having a transformative effect on the ways we work, how we’re organised, how we communicate and ultimately, what it means to be employed.

The fear that humans will be replaced by artificial intelligence is a common concern among those in full time employment, our research shows that one fifth of workers in the US believe their jobs will be obsolete in the next 10 years.

In this eBook we look at the roles that will be lost, the ones that will emerge, what the future office space looks like, what age we can expect to work until and how to overcome the pain point of massive tech disruption in an inter-generational workforce.

THE GREAT UNKNOWN

The Future of Work [The Great Unknown]

What Can We Expect From

TECHNOLOGICALADVANCEMENTS?

The reality is that many of the tasks we do today could easily be automated - it’s not just the administrative or operational even customer service has largely been replaced by machines, from the hospitality industry to banking.

That’s not to say that we should expectbot domination any day soon .

While most jobs have the potential for high levels of automation, the cost of creating the hardware for automation, plus the availability and cost of the workers who currently carry out those tasks, will have a great effect on rate of adoption.

What is unavoidable is that many workers will need to upskill or retrain as their roles evolve to incorporate AI - one positive is that for employees who are highly skilled in tech there will be many opportunities to progress and develop. As their skillset becomes more sought after, there will also be a greater case for higher salaries.

As well as that, tech will allow workers to be more productive and efficient as less time will be spent on the menial tasks like scheduling or admin. As tech continues to take on new capabilities and become more accessible for people to use, the uptake of automation will become greater, particularly among older generations who have been resistant to such change.


The industries that are likely to see continued, accelerated automation in the next few years are media, tech and finance. It will also become more common for data processing to be carried out solely by machines to eliminate the possibility of human error and delays. Jobs that involve people management and coordination are less likely to be automated soon, as human capabilities still outperform machines in this regard. Healthcare and educa-tion are industries in which high levels of human interaction and analysis will still be required.

Companies that are highly digitised enjoy better productivity and profit-ability than competitors who have been slower to adopt to digitisation. The businesses who have already embraced automation, speech recog-nition and virtual assistants will also be better placed for the next round of inevitable disruption. But while AI can make things quicker, more accurate and essentially more efficient, it still has its limitations.

_Research shows that the jobs people in the UK believe will become more in-demand will be IT specialists, engineers, doctors and nurses and developers. The jobs they believe will become obsolete are telemar-keers,travel agents and factory workers.


BY FOCUSING ON THE ELEMENTS OF WORK THAT REQUIRE HUMAN INTUITION WE CAN ENSURE WE’RE BETTER PREPARED FOR THE CHANGES TO COME.PROBLEM SOLVING Machines can be pro-grammed to assess patterns, identify inconsistencies and present findings succinctly. However, it’s down to people to determine what the incon-sistencies are in order for machines to find them, and then apply the results to decision making and strategy.

COMMUNICATION Reading emotional reactions, social cues, body language and tone are key parts to communicating effectively and something that humans do extremely well. Socially and professionally we have the ability to be intuitive, empathetic and adaptablein a way machines don’t. We can connect with one anoth-er and build out relationships.

CREATIVITYRobots outperform humans in terms of predict-able labour and applying existing theories or algo-rithms to systems. What they can’t yet do is come up with new questions and ideas based on their own curiosity. Developing such ideas and ways of thinking is something that remains, for now, distinctly human.


What else can be done

TO EASE THE TRANSITION?

PROMOTE TECH Coding and other development skills will become more important as technology advances and will be introduced in schools from a younger age to enhance adoption. What does this mean for older generations? Rather than offering just bonuses or monetary benefits, try to incorporate educational opportunities into your organisation. Consider offering subsidised educa-tional programmes for them to retrain and enhance their current digital skills and talents.

RETHINK ASSESSMENT CRITERIAWhen hiring, you need a broad view of what some-one brings to the table. You need to take into account accessibility of information and availability of opportunities. As technol-ogy updates much quicker than ever before, the ability to upskill becomes a key determinant of a candidate’s employability. Companies need to foster a culture of continuous learning and development that goes be-yond extended onboarding.

SUPPORT SYSTEMSEmployees need to be nurtured through this time of flux. Develop best practices around informing the team about changes to the required output and processes. Transparency is key. Being upfront with employees around the pre-dicted changes in their role can help counteract feelings of unease. Educate the team on the value of technology and the productivity benefits. It’s important for employees to realise the opportunities posed by increased tech as well as the challenges.

_Offering plenty of train-ing and development ranks higher than offering job perks in what makes a good employer according to our UK surveys.


INCREASE FLEXIBILITYEmbracing remote working and flexible working hours and days can make it easer for employees to adapt to their evolving roles and work more independently. Feeling autonomous over your own work can even help offset the feelings of resentment at changing work structures. Studies show that employees who are given more personal freedom are happier in their jobs and their home lives, which is conducive to better performance at work.



AFTER A BONUS [29%],FLEXIBLE WORKING HOURS [26%] WAS THE MOST IMPORTANT PERK PEOPLE WISH THEY HAD IN THEIR JOBS.

WE NEED TO REDEFINE ACADEMIC STANDARDS TO PUT GREATER EMPHASIS ON CURIOSITY, INITIATIVE AND LEARNING BY EXPERIMENTATION.

CHANGING ATTITUDESThe ways in which we judgeand reward people needs a complete overhaul. Starting with traditional educational structures, where currently we’re awarded for passive learning and regurgitation of information.

We also need to abandon the idea that education and training is limited to our time in school, college or entry level jobs.


1 The majority think salaries will decrease as tech becomes more prevalent [40%]

2 Don’t know [36%]

3 Believe they’ll increase [24%]

OVER 55s THINK


WELCOME TO THE WORKPLACE

THE OFFICE

As work evolves, so too do our working environments. We’re already seeing companies move away from traditional corporate offices in favour of more open and collaborative work spaces. Co-working hubs like WeWork and Huckletree will continue to grow in popularity - not just for startups and early stage companies - but for businesses looking to benefit from an innovative community as well as lower real estate costs.

Such communities allow businesses to make connections with potential partners and talent, keep on top of industry disruption and even keep an eye on their competitors. In 2017, WeWork was valued at $20bn indicating the massive growth of coworking spaces globally.

Structurally, the future office will forgo the cubicles and assigned seating and instead focus on maximising space with more break-out areas, standing desks and communal seating. Culturally, more and more companies will adopt the startup mentality of increased flexibility, shared learning and social perks to encourage a cohesive and invested team.

The ability to access work from any mobile device means more people teleconferencing, working remotely and maximising productivi-ty. The virtual team will be a staple of the future workplace. As will virtual tools with some companies already incorporating such tech as VR headsets into their everyday routine.

The Future of Work [Welcome To The Workplace]

_After AI making jobs obsolete, Brexit was listed as the biggest threat to job prospects in the UK according to our original research.

THE WORKING DAY

The 9-5 is dying out as employees demand more autonomy over their working hours and employers demand an always-on workforce to satisfy increased globalisation. As well as moving away from set hours, working on a freelance or gig basis will also become more common. For employers this will allow them to employ specialist talent for each project and avoid the costs associated with long term contracts. Similarly, workers are free to pursue multiple projects at the same time without being tied to one employ-er or even industry.

As medical advances improve our life expectancies, the retirement age will rise to facilitate governments struggling to pay pensions. In short, we’ll live for longer, we’ll work for longer.

_More flexible working hours is the biggest expected improvement in working practices in the future, followed by technology increasing efficiency and more remote working.


OUR RESEARCH SHOWS THAT THE MAJORITY OF PEOPLE IN THE UK [41%] THINK THAT THE RETIREMENT AGE WILL INCREASE TO 70-74 BEFORE 2050.


GLOBAL CITIZENSHIP

THE TEAM STRUCTURE

Moving for employment will become more common as companies experience increased globalisation. In this regard, it means workers will need to be open to international job opportunities. It also means they’ll need to be more aware of different cultures and receptive to learning more about them. From a company perspective, better diversity leads to better output as teams are more creative, have a greater under-standing of wider client groups and are more accomplished communicators.

As mentioned, the role of the manager has greatly changed as employees de-mand more freedom in their work and more mentorship than discipline. Teams are changing to become more flat in structure, with titles becoming more fluid and work becoming more collab-orative. This could mark the end of many middle management positions as workers are encouraged (and expec-ted) to be independent high performers of their own volition and be accountable for their own growth and development. The workforce will be a blend of full-time and part-time workers, contractors and freelancers - as well as machines!

43% of people expect migration to affect the future of work

32% are unsure

and 25% think it won’t

IN THE UK


PRIVACY

Another result of more technology in the workplace may be increased monitoring of employees. There are positive applications of this such as the use of wearables to determine when employees are at their most productive, what elements of work cause them the most stress and when they should take breaks. On the other hand, it may also lead to stricter monitoring of working hours and more in-depth personal data being collected, such as whether or not employees are getting enough exercise or if their diet could be affecting their performance. Such data could be used to determine a person’s eligibility for a new role, the likelihood of them needing sick days, health insurance, etc. GPS technology could also become more prominent to surveil where employees are during the working day.


NEW JOBS

We’ve already discussed the ways in whichmachines will integrate into our work in the coming years but we’ll also look ahead at five new roles which will emerge as a result.

SELF-DRIVING CAR MECHANICDriverless cars will soon be the norm and with them the mechanics who operate them.

DIGITAL CURRENCY ADVISERAs government becomes less involved in controlling and monitoring our finances, alternative currencies and cryptocurrencies will continue to rise in popularity. Digital Currency Advisers will be vital to help people manage their finances and find the right balance of systems.


WASTE DATA MANAGERS Already this year we’re seeing the importance of the Chief Data Officer asa result of new GDPR legislation. Similarly, Waste Data Managers will be tasked with disposing of data in a safe and responsible way to ensure no personal information is intercepted by third parties.

DRONE MANAGERIn the future we can expect drones to be utilised for more than filmmaking and surveillance but for a number of useful tasks such as moni-toring borders, fertilising crops and even delivering food and consumer goods.

DIGITAL DETOX COACHMuch like we go to a personal trainer to im-prove our physical health and fitness, a digital detox coach will be our guide on creating healthier online habits. In an age where we’re immersed in technology, we’ll begin to value unplugged experiences even more.


FINTECH IN FOCUS

Financial technology has changed utterly the land-scape of banking and the autonomy with which we manage our finances.

We spoke to two leaders in fintech, Anne Boden, CEO of Starling Bank, and Eleonore van Boven, Chief People Officer of N26, about the future of this rapidly evolving industry and what it means for financial and tech professionals alike.

“WE’RE WORKING IN SUCH A NEW INDUSTRY THAT IT’S REALLY UP TO US TO DETERMINE THE RULES WHEN IT COMES TO DEMANDING DIVERSITY AND INCLUSION.”

Before setting up Starling, a digital only bank, Anne Boden had come from a COO role in Allied Irish Banks but found herself frustrated with the outdated processes and rigid structures of the industry.

We asked her how she sees increased tech affecting diversity within the sector and to predict what impact we’ll see on customer experience.

Anne believes that the evolution of tech is something that will close the diversity gap, as technology becomes more accessible, easier to use and ultimately non-negotiable.

She says that the traditional structures of banking resulted in poor gender diversity, particularly at C-Level but that with fintech it has to be different.

The Future of Work [FinTech In Focus]

“AT STARLING WE HIRE FOR POTENTIAL NOT JUST YOUR TRACK RECORD,”

According to the CEO, the solution is simple: fair hiring. She believes that fair hiring is not judging someone solely on their experience as this is too often tied to the opportunities they’ve been afforded.

When asked what excites her most about the future of work, Anne spoke about how technol-ogy brings about new experiences and possibili-ties for customers. People will have greater accessibility to their banking and rich data on all their transactions, from any mobile device.

For this to be a viable reality, technology will need to be affordable and readily available outside densely populated urban areas, she believes.

While there are obvious challenges faced by increased automation, Anne insists that losing the human element of customer service doesn’t have to be one of them.

“At Starling we focus on getting the right people on board who not only have technical skills such as coding and developing, but who are creative and are good at generating new ideas. Whilst machines can make things more efficient, people who can build strong relationships, collaborate and who work as a team to share knowledge will always be key. These are the skills that machines will never be able to fully replicate,” she said.


When it comes to the topic of salary, Anne believes that increased tech can actually present greater financial opportunity for employees.

“What we are seeing at the moment is a real war for talent in the tech sector in London. There is a very high demand for skills which are currently fairly limited. These candidates are therefore able to command significant salaries, as the big technology companies, fintechs and even the automotive industry fight for their skills,” she added.

And how does Anne see the role of compli-ance evolving as technology advances?

“Regulators will need to keep pace with the speed of change that technology brings - for example, the Anti Money Laundering (AML) regulations will need to keep pace with

developments like cryptocurrency,” Anne said. “Regulators are playing their part with projects such as the FCA’s ‘Project Innovate’ and the regulatory ‘sandbox’ which allows firms to test new technologies,” she continued. Anne also addressed the preconception that online or mobile banking is somehow less secure than traditional banking saying that more data and platforms will be of huge benefit to users. “In terms of security, technology has the ability to make banking more secure. Customers can be verified across multiple data sources, such as biometrics, behavioural and knowledge-based data, and external sources such as social media , which can be used to access customer data.”


LONGEVITY IN A ROLE AND TURNOVER OF EMPLOYEES AREN’T A TRUE REFLECTION OF A JOB WELL DONE.

Noor van Boven is Chief People Officer at N26, a mobile bank that puts technology and design at the core of all they do.

Having worked at Soundcloud as the Global Head of People, Noor has a wealth of experi-ence in disruptive companies and the impact of technology on working practices. She shared her wisdom on recruiting within tech and overcoming the skills gap.

Noor said the cultural shift in how we work is what she’s most looking forward to about future changes, as organisations move further away from siloed teams and instead look to harness the power of multiple brains working on projects.

“I like the development of people being much more connected around interesting gigs rather than companies. It can be difficultfrom a company perspective but it’s exciting to see people engage in different projects with different people in different settings throughout their career,” she said. Another exciting prospect faced by increased tech is the variety it breathes into people’s career progression or journey. Noor believes as it becomes more prevalent, less people will be willing to work in the same role long term.

“Fintech, and the tech sector in general, is always ahead of the curve and seeing that movement of people diversifying and upskill-ing is a good indication of what’s to come in other industries too. People don’t want to do the same thing for 50 years anymore,” she said.


How we learn and the type of skills we think are most valuable has also changed greatly in the past 10 years and this will continue to play a role in employee development and expectation.

“We’re coming from generations where you were taught a certain skill set in a certain way but younger generations are more about form-ing exchangeable skill sets - skills that you can marry and use interchangeably in different jobs,” Noor continued.

That said, there needs to be a better under-standing that while tech improves accessibility through self education, availability of tech is still not equal, according to Noor. “I think everyone has access to knowledge but not everyone has access to certain technologies. We need to be aware of how we’re sharing information on different platforms that are evolving at a different rate, in different parts of the world. For example, in the third world not a lot of people will have access to a laptop but they would have access to a phone,” she said.

From a recruitment perspective, Noor says the markers of success need to be re-evaluated, particularly as fintech continues to advance.

“Recruitment can be too focused on the next bum in a seat - we need to evolve to become much more integrated with the business goals and advising on how to automate it or out-source it. Becoming the solutions partner will be crucial - it’s not enough anymore that you know where to find the person. ” she added.


FUTURE OF EDUCATION - GA

_Q&A with Tom Ogletree, Director of Social Impact & External Affairs,General Assembly

In the last five years, demand for data skills – from coding to analytics – has exploded. The number of job postings calling for digital marketing skills has nearly doubled in that time, with four in 10 marketing job openings seeking candidates with digital skills. Last year, there were more job postings for data and analytics skills than registered nurses and truck drivers combined.

In roughly the same time span, the number of accelerated training providers (e.g., coding boot camps) has tripled, according to the New York Times. In 2017, there were nearly 23,000 graduates from such programs. That’s 10 times the number of students who graduated in 2013. The speed at which these accelerated training providers have proliferated reveals just how in-demand these skills are and how traditional colleges and universities have struggled to keep up with the changing demands of the digital economy.

The demand that fuelled this skills gap over the previous five years is not going to disap-pear over the next five. The Bureau of Labor Statistics estimates that there will be 1 million more computing jobs than applicants who can fill them by 2020. When dozens of manufacturing executives met with White House officials last year, they complained not only of jobs lost to other countries, but also of the lack of qualified workers in the U.S.

“The jobs are there,” one CEO said, “but the skills just aren’t.”

The Future of Work [Future Of Education - GA]

Why Companies Must

INVEST IN LEARNING

Much of this problem is exacerbated by mega-trends like the shrinking shelf life of skills, but it also stems from decades of stubborn lethargy within corporations. Too often, we’ve seen old-school hiring practices and very little long-term planning around concrete skill and talent needs. Companies hold onto the hope - however misplaced - that higher education will somehow solve this problem with no corporate involvement or responsibility.

Instead of investing in the re-skilling of workers, many employers engage in a zero-sum game, spending heavily on recruitment and poaching talented employees from one another. This is expensive, with recruiting costs reaching $40,000 per hire for high-skilled jobs in fields like data science. Not only does this represent billions in economic waste with no value for our economy, it does nothing to close the growing skills gap that continues to plague the workforce.

What if this money - or even just a fraction of it - was spent on investment in re-skilling existing workers? Thanks to advances in online and competency-based learning, it’s becoming much cheaper and less timeconsuming to accomplish this kind of training. Even so, many American businesses are still slow to adopt policies that reflect this shift. Stranger yet, this apprehension to adapt comes at a time when workers increasingly value education and training as an employee benefit.

A 2016 survey by the Pew Research Center found that more than half of all American


THE PRESSURE TO RETHINK HOW COMPANIES DEVELOP TALENT WILL ONLY GROW AS AI AND AUTOMATION TRANSFORM ENTIRE INDUSTRIES.

adults in the labour force said it is essential for them to “get training and develop new skills throughout their work life.”

Thankfully, a growing number of companies are wising up. They are pairing accelerated training programs with dynamic assessments, and in turn are creating sustainable and proprietary talent pipelines. In 2016, for example, Adobe launched its “Digital Academy,” which offers scholarships that allow low-income job applicants to participate in accelerated tech training programs before moving onto three-month paid apprenticeships in technology jobs. In recent years, companies like Chipotle have launched educational benefits initiatives that combine accelerated learning and on-the-job training through a host of innovative online colleges.

The zero-sum game of poaching talent will morph into a new normal where companies focus on the reskilling and retention of em-ployees. But this change must include not only thinking differently in terms of how we train and educate workers, but also how we find employees to begin with.


Affecting

ACCESS AND OPPORTUNITY

THE DECK ISSTACKED AGAINST LOW-INCOME AND MINORITY CANDIDATES.

The explosive demand in high-tech jobs in recent years - and the evolving ways we train for these positions - has created unprecedented opportunity for economic and social mobility. But it also runs the risk of perpetuating, and even exacer-bating, inequality.

A more diverse workforce is a more talented workforce, but large employers - especially in the technology sector - often struggle to identify candidates from diverse social and educational backgrounds.

According to Burning Glass, jobs once available to high school graduates are now increasingly going to candidates with a college degree. Sixty percent of new job postings for IT help desk positions now request or require a bachelor’s degree. At the same time, Burning Glass’s analysis suggests, the skills listed in those postings were identical regardless of whether a degree was required.

It’s easy to see why this is so common a practice. Although degrees do not guarantee the quality of an employee, they do serve as simplified proxies for assuming a candidate’s

skills or competencies. Unfortunately, degree requirements rule out 70 percent of Ameri-can adults above the age of 25, many of them racial and ethnic minorities or low-income adults. According to a Pew study, only 9 percent of 25-to-29-year-olds with a bachelor’s degree in 2012 were African American and only 9 percent were Hispanic.

In 2015, a U.K. government commission found that smart and talented working-class candidates were “systematically locked out” of career opportunities with top accounting firms. The finding led Ernst & Young to aban-don degree requirements for U.K. hires in favour of online strengths assessments. As re-skilling becomes the norm, we will see more companies begin to pursue different hiring strategies based on skill.This isn’t about doing away with the college degree, but it is about re-thinking who we hire and how we define learning and experience. Already, plat-forms like General Assembly and other


nontraditional providers have begun expanding experience. Already, platforms like General Assembly and other nontraditional providers have begun expanding access to education in tech fields. General Assembly’s Opportunity Fund program has provided assistance, through scholarships and partner programs, to hundreds of students from underrepresented backgrounds.

These sorts of platforms will also play a vital role in helping companies develop more effective skills-based hiring strategies that recognise employees based on their abilities, rather than their pedigree. General Assem-bly’s Credentialing Network - which includes companies like GE, PayPal, and Bloomberg - has developed a series of assessments that can identify competencies that correlate to success in the workplace. New Standards Boards in data science and digital marketing are bringing together leading employers to better understand and quantify the skills that individuals need in those fast-growing fields.

Staying competitive in the rapidly changing digital economy will require a broad base of stakeholders - including companies, training providers, and individuals themselves - to invest in new approaches to training, recruiting, and hiring. These new models have the potential to transform the landscape of higher education, expanding the pipeline of talent and breaking down historic educational barriers that have held back economic and social progress.


The future is

BRIGHT


While the future of work brings inevitable disruption, it also brings amazing opportuni-ties. Much like the tech revolutions that have gotten us to this point, the next wave will make our lives more efficient, productive and easier.

Key takeaways to help you adjust to the future of work:

DEVELOP AN ALWAYS-ON LEARNING MENTALITY Despite your age or duration in a company, you should always be seeking out new ways to grow and develop in your career. Think about what courses you can take, what events you can attend and what groups you can join to build your knowledge and expertise. Use your network to seek out new opportuni-ties and learn from your industry peers.

EMBRACE CHANGE Don’t fight the inevitable, be open to changes and improvements in your role or sector. Accept that AI will revolutionise how we work and try to look to the positives - time spent on menial tasks will be reduced, leaving employees free to focus on the more rewarding elements of work.

FOCUS ON YOUR HUMAN STRENGTHS Boost your employability by building on the skills and qualities that can’t be replicated by machines. Work on your communica-tion, empathy and curiosity.

REDEFINE ATTITUDESAs a hiring manager or employer you need to reevaluate what makes a good candidate or a good team. Rather thanfocusing on previous experience or education look for the potential to adapt, be flexible and upskill. These are the qualities that will define a team’s success as we incorporate more advanced tech and the skills required to operate that tech become outdated very quickly.

Hire tomorrow’s workforce today. Visit Jobbio.com to get started.

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the jobbio guide tothe future of work · the future of work [the great unknown] increase...

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