Workforce Transformation: Navigating Changes in the Modern Workplace

by Dennis De Peiza

The traditional workplace, as it was once known, is currently undergoing a major transformation which is characterised by the introduction of new technologies and new systems of work. Whereby these two aspects of the change process seem to capture the attention of most, it ought to be recognised these are only part of the transformation process which is taking place.

Our observations revealed that older members of the workforce are making their exit, whether voluntary or involuntarily. In some cases, the introduction of new technologies has rendered some skill sets as no longer necessary, while on the other hand, the downturn in economies has forced employers to reduce the number of employees on the pay roll.

Another significant observation is that of the changing demographic of the workforce. This is an unexpected phenomenon.

The engagement of young workers is an inevitability, but it is to be expected that they are well prepared and oriented for entry into the world of work. It is required that they have an understanding of the workplace culture, expectations, rights and responsibilities.

It is simply not enough to have academic qualifications, knowledge and skills. Young workers should be made to understand that work experience counts and therefore they should be open to learning on the job. It is to be reiterated that coming to the job with an open mind and with a willingness to learn, grow and develop, is far better than carrying an attitude that you are ready for the task simply because of the paper qualifications, knowledge and skills acquired.

Labour can therefore identify with the view that workforce transformation is the process by which organisations empower their employees to adapt and excel along with an organisation as it grows and changes. There is the understanding that the process involves selecting, hiring and employee development. In following this process, the ultimate aim is to align employees’ skills with the company’s needs.

Today’s employers are faced with a challenge of integrating young workers into their enterprises and organisations in much the same way that it applied in the traditional workplace, where a standard eight-hour work day obtained and all employees were engaged in the routine daily operations. With the introduction of technology which allows for remote work, and depending on the nature of the job, some workers can now enjoy the luxury of working from home with a flexible work schedule. As more enterprises adopt the practice of flexible work arrangements, workers can feel comfortable knowing that this allows them to have greater control over their work-life balance.

For young workers, this is a welcome change from the static arrangement which previously existed. Employers on the other hand have to be concerned about the productivity and efficiency of those workers who are working remotely. To ensure that these are not compromised, it may require that employers find ways of incentivising and motivating workers. On face value, it would appear that workers have assumed a position where they can place some indirect pressure upon their employer.

With the change in the systems and work arrangements, employers now have to reassess the four Rs of transformation.

These are relationships, roles, responsibilities and results. This assessment is critical if the operations and expected outcomes of enterprises and organisations are to be safeguarded and not compromised.

Dennis De Peiza is a veteran labour and employee relations consultant with Regional Management Services Inc.