The Future of Work: There are 8 Emerging working Model but with a clear stabilization of the Hybrid model in the next 5 to 15 years!

??HR leaders are predicting an increase in the 8 independent work models over the coming decade except for “location independence.” The fully remote model seemed to hit its peak in 2020-22, and HR leaders foresee a stabilizing of the hybrid model over the next five years.

??There are eight emerging work models, each representing varying degrees of futurism. These models represent novel approaches to how and where work is conducted, as well as the integration of advanced technology.

?? Many organizations will incorporate a mix of these models into their current and future policies and by analyzing each model, HR leaders will be able to better understand the potential evolution of work and understand employee perceptions of this evolution. Interestingly, technology-based work models may deter employees due to job security concerns and the widespread adoption of flexible work models remains limited, according to a new interesting research published by SHRM researchers using data from a survey of 962 US workers and 1,106 HR leaders in August 2023.

?The eight emerging work models of the future

Researchers discovered 8 emerging working models, each representing varying degrees of current and future models. These models represent novel approaches to "how" and "where" work is conducted, as well as the integration of advanced technology:

1?? Flexible work schedules

Workers can set their own schedules based on their preferences and needs. Workers will work a set number of hours (e.g., 40 per week), but they might have flexible start and end times, compressed work weeks or nontraditional working hours.

2?? Location independence

Workers can choose their work location, whether it is at the office, at home or at a co-working space. This could involve remote work, hybrid work models or the option to work from various locations.

3?? Task autonomy

Workers have more say in the specific tasks and projects they work on. They can align their work with their skills, interests and career goals. Workers are empowered to make decisions and take ownership of their work, allowing them to work more autonomously and flexibly.

4?? Outcome-based work

Workers prioritize achieving results over working fixed hours. Organizations set goals and objectives, and workers have the freedom to manage their time and workflow to reach these outcomes. To complete their tasks, employees are expected to dedicate the necessary hours, which can vary from week to week. This may result in asynchronous work and completing tasks on individual schedules.

5?? Gig work and freelancing

Workers engage in short-term contracts or freelance projects rather than traditional full-time employment. In this model, individuals (often referred to as gig workers or freelancers) offer their services and skills to clients or companies on a project-by-project basis and often work with multiple employers simultaneously.

6??AI/automation

Workers work alongside robotic counterparts and advanced AI systems to optimize productivity, streamline processes and enhance overall efficiency. Robots and automation systems complement and assist workers rather than replace them. (This was referred to as “collaborative robotics, AI and automation” to survey participants.)

7?? Virtual reality collaboration spaces

Workers regularly work in virtual reality collaboration spaces, which are digital environments that allow people to interact and work together as if they were in the same physical location, even if they are geographically apart. Virtual reality technologies (e.g., VR headsets) are used to create an immersive and lifelike experience. These spaces can be used for remote meetings, workshops, team-building activities, training sessions and more.

8??Augmented reality work environments

Workers regularly utilize augmented reality (AR) devices such as smart glasses or AR-enabled smartphones to overlay digital information into their physical surroundings. In an AR work environment, employees can access real-time data, instructions and interactive elements in their field of view while performing their tasks.

?Flexibility and autonomy are leading today

Researchers observed that many organizations have already embraced work models centered around flexibility and autonomy, though to varying degrees.

?? They found that only 23% of organizations have implemented flexible work schedules for a large majority of employees (about 75% or more). And fewer provide location independence (18%) or task autonomy (16%) to a large majority of their workforce

?? HR leaders anticipate a rise in adoption of work models centered around technology advancements, in the next five, 10 and 15 years, with a notable 51% point increase in the adoption of AI/automation over the next 15 years.

?Readiness of employees for the adoption of Emerging Work Models

Interestingly, researchers found that the widespread adoption of flexible work schedules (86%), location independence (84%), and task autonomy (78%) would make them more likely to apply to an organization.

?Limited desire for AI and reality collaboration

Researchers noticed that the adoption of work models centered around technology advancements, like AI/automation, virtual reality collaboration spaces and augmented reality environments remains relatively limited.

Employees aren’t clamoring for these advancements and only few of them would like most employers to implement these work models immediately.

Approximately 1 in 3 US workers and 43% of HR leaders believe that widespread adoption of AI/automation will result in a decrease in the number of jobs their organization needs to achieve organizational objectives

?? Finally researchers recommend implementing 3 following strategies to succeed in the future :

?? Foster discussions on flexibility.

To attract top-tier talent, it’s important to initiate thoughtful discussions centered around flexibility. By addressing the evolving needs and preferences of the workforce, organizations can foster an environment that appeals to the most exceptional workers.

?? Prioritize upskilling and reskilling.

Organizations can adapt to changing work requirements using their existing workforce, while employees gain the opportunity to cultivate essential skills that ensure sustained value and competitiveness in the job market. This may also help mitigate potential resistance to emerging technologies among employees.

??Follow best practices in change management.

Adopting new work models requires following change management best practices to address employee concerns, ensure effective communication and minimize resistance.

??Finally researchers conclude that the future success of organizations may hinge on their ability to meet employees’ needs for flexibility while also pushing employees to adopt new technologies that many are currently apprehensive about.

Thank you ?? SHRM researchers team for these insightful findings:

Ragan Decker, Ph.D. Daroon Jalil, PhD Johnny C. Taylor, Jr., SHRM-SCP

Dave Ulrich George Kemish LLM MCMI MIC MIoL

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