‘4G’ workforces on the way, Future of Work report predicts
3 March 2014
UK workforces could soon be made up of four generations of staff, according to a report on the future of work published today.
Mon, 3 Mar 2014UK workforces could soon be made up of four generations of staff, according to a report on the future of work published today.
The Future of Work, published by the UK Commission for Employment and Skills (UKCES), predicts that between now and 2030, so-called ‘4G’ workforces will become an increasing reality, as more people delay their retirement and continue working into their 70s and 80s.
The report paints a bleak picture for many semi-skilled and white-collar workers, as technology takes over many routine tasks. Multi-media ‘virtual’ work presences will become the norm. As businesses seek additional flexibility, they will decrease the size of their core workforces, instead relying on networks of project-based workers.
The report predicts a growing divide between those at the top and bottom of the career ladder. While highly-skilled, highly-paid professionals will push for a better work-life balance, other people will experience increasing job and income insecurity.
Large firms will open up their business models, focusing more on the skills and knowledge they can connect to than the skills and knowledge they own.
The report says the role of women in the workplace will also strengthen.
Toby Peyton-Jones, director of HR for Siemens in the UK and North-West Europe, and a commissioner at UKCES, says: “Some things are unstoppable forces – the rise of technology, for example. Other influences are subtle and fragile, yet potentially even more significant. I’d count things like the attitudes and culture of people born in the digital generation among these.
“For example, if four-generation workplaces become commonplace, it will be the first time in human history that this has happened. What are the implications of that? Will we see inter-generational stress and culture clashes or will this prove to be a positive tension that is part of a wider diversity trend that will drive innovation?”
Professor Lynda Gratton, who directs the Future of Work Consortium, comments: “These demographic trends bring real challenges and opportunities. But the bottom line is that there has to be a much greater emphasis on life-long learning and a deeper realisation that the old style 'parent-to -child' relationship between employer and employee has to be replaced with an 'adult-to-adult' relationships, where employees are more able to take responsibility for directing their careers and proactively managing both their tangible and intangible assets.”
Ian Brinkley, chief economist at The Work Foundation, says: “Making sure such change creates new and better job opportunities for all workers and not just a few has to be the major challenge for government and developing innovative, inclusive and ambitious policies focused on education and skills must be at the heart of an effective response.”
The report projects four possible scenarios for the UK’s economy, and the potential impact on work. These are:
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The Future of Work, published by the UK Commission for Employment and Skills (UKCES), predicts that between now and 2030, so-called ‘4G’ workforces will become an increasing reality, as more people delay their retirement and continue working into their 70s and 80s.
The report paints a bleak picture for many semi-skilled and white-collar workers, as technology takes over many routine tasks. Multi-media ‘virtual’ work presences will become the norm. As businesses seek additional flexibility, they will decrease the size of their core workforces, instead relying on networks of project-based workers.
The report predicts a growing divide between those at the top and bottom of the career ladder. While highly-skilled, highly-paid professionals will push for a better work-life balance, other people will experience increasing job and income insecurity.
Large firms will open up their business models, focusing more on the skills and knowledge they can connect to than the skills and knowledge they own.
The report says the role of women in the workplace will also strengthen.
Toby Peyton-Jones, director of HR for Siemens in the UK and North-West Europe, and a commissioner at UKCES, says: “Some things are unstoppable forces – the rise of technology, for example. Other influences are subtle and fragile, yet potentially even more significant. I’d count things like the attitudes and culture of people born in the digital generation among these.
“For example, if four-generation workplaces become commonplace, it will be the first time in human history that this has happened. What are the implications of that? Will we see inter-generational stress and culture clashes or will this prove to be a positive tension that is part of a wider diversity trend that will drive innovation?”
Professor Lynda Gratton, who directs the Future of Work Consortium, comments: “These demographic trends bring real challenges and opportunities. But the bottom line is that there has to be a much greater emphasis on life-long learning and a deeper realisation that the old style 'parent-to -child' relationship between employer and employee has to be replaced with an 'adult-to-adult' relationships, where employees are more able to take responsibility for directing their careers and proactively managing both their tangible and intangible assets.”
Ian Brinkley, chief economist at The Work Foundation, says: “Making sure such change creates new and better job opportunities for all workers and not just a few has to be the major challenge for government and developing innovative, inclusive and ambitious policies focused on education and skills must be at the heart of an effective response.”
The report projects four possible scenarios for the UK’s economy, and the potential impact on work. These are:
- Forced flexibility (business as usual): Greater business flexibility and innovation in many UK sectors lead to a modest recovery of the UK’s economy, while a sharp rise in flexible working changes the way many do their daily duties.
- The Great Divide: Robust growth occurs, driven by strong high-tech industries – particularly in life and material science industries, but a two-tier society has arisen, with a divide between the haves and have nots.
- Skills Activism: Innovation in technology drives the automation of professional work, prompting an extensive government-led skills programme to re-train those whose jobs are at risk.
- Innovation Adaptation: In a stagnant economy, productivity is improved through a systematic implementation of ICT solutions.
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