What Will Work Look Like in 2030?

The vast possibilities of humans’ great future will become a reality only if they make
themselves responsible for that future. Society’s rapid technological advancement means that by
2030 there will be a significant shift in how people engage in their activities. Entities such as
learning institutions and health care are some of the notable mentions that have experienced
impactful developments. A decade from now, these industries are expected to have adopted
newer and improved modifications to their current systems. The improved methods are intended
to make work easier and increase productivity. Effecting any of the developments in an
organization will require comprehensive strategies from the C-suite and management. Although
vision 2030 is associated with expeditious alterations, developing concise strategies will aid an
organization’s C suite management in deriving definitive structures to adapt to the changes.

1. Importance of the Article

The employment world is swiftly changing; therefore, organizations will require efficient
strategies to manage employees. The Strategy and Business article is vital because it presents
organizations with methods of how they could envision possibilities and prepare to meet them
(Hesse & Olsen, 2017). Management authorities should realize that with technological
advancement, the world could move from big company capitalism in 2030. The article also
denotes that the changes in employment in 2030 will be influenced by how organizations and
people respond to specific aspects. The societal factors comprise individualism, collectivism,
integration, and fragmentation (Hesse & Olsen, 2017). The article also further addresses how the
workforce in organizations will be sourced. For example, the human resource section might not
exist; therefore, leaders will rely on automation or outsourced services for human processes.

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Therefore, by comprehending the significance of the identified strategies, management should
select a few befitting ideas or concepts to employ in their organization.

2. Ideas/Key Concepts

The article outlines several essential concepts that should be employed in the
organizational structure to conform to 2030 envisioned changes. For example, engaging
individualized and integrated ideas would be an enticing pathway toward growth. In such an
advanced world, technology would enable digital platforms to identify talent who complement
their employers (Hesse & Olsen, 2017). In addition, technological advancement would also
allow HR to engage advanced metrics in predicting future talent demands. Besides, the platform
could measure and anticipate retention concerns with data analytics to monitor progression.
Predicting employee turnover is essential for any HR in an organization (Hesse & Olsen, 2017).
The fast-paced 2030 projection means management should implement short-term contracts that
maximize output and encourage skill development. Although the concepts are visions of the
future, some companies have implemented them and realized impactful results.

3. Application of Concepts

Various industries have employed the outlined concepts mentioned in the article,
attaining vital results. The ongoing war for talent acquisition in numerous industries means that
data analytics will be used in making the right and informed decision. Global giants such as
Google and Tesla use predictive analytics and machine learning to analyze and monitor talent
(Vidotto, 2021). The technological devices have promoted the success of both companies by
enabling them to seek the best skills. Landing a job at Tesla is an intense process because
management has integrated a rigorous hiring system. Usually, top management in most
organizations goes for people who are the best at their expertise and those who share a similar

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vision. Overall, with the depiction of the success of these entities, it would be advisable for an
increased number of top management officials to adopt these concepts.

4. Application of Concepts in Own Organization

Individuals in the top management should apply the various concepts listed in the article
for the overall benefit of their organization. Technology advancement is complemented by a new
and improved system of how activities are carried out. For example, one could apply data
analytics to predict turnover or source for top talents to improve the hiring process. The process
would ensure no unforeseen gaps in the entity that would negatively affect production.
Management and C suite should also explore Artificial Intelligence (AI) and how it
revolutionizes HR (Mer & Virdi, 2022). AI has significantly reduced the organizational cost in
the hiring and training process. Therefore, with the projection of 2030 nearing closer, it is vital
that management and other concerned authorities source and implement essential strategies.

Conclusion

Management and C suite individuals need to develop and implement concise strategies to
address the fast-paced introduction of the vision 2030 projection. The key concepts to be effected
include individualism, collectivism, integration, and fragmentation. Besides, technological
advancements have become a standard part of human life as new and improved introductions are
made. They are applications, business structures, or equipment to ease human involvement. The
HR department in many organizations has witnessed immense growth through technological
advancement. HR has been equipped to source top talents and efficiently predict employee
turnover through data analytics. Therefore, with 2030 closely approaching, I believe that top
management in the C suite should implement and adopt essential alterations to ensure
organizational growth and productivity.

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References

Hesse, J., & Holsen, S. (2017). What will work look like in 2030?. Retrieved from
https://www.strategy-business.com/article/What-Will-Work-Look-Like-in-2030.
Mer, A., & Virdi, A. S. (2022). Artificial Intelligence Disruption on the Brink of Revolutionizing
HR and Marketing Functions. Impact of Artificial Intelligence on Organizational
Transformation, 1-19.
Vidotto, B. C. (2021). Identifying and characterizing employee groups by turnover risk using
predictive analytics (Doctoral dissertation).