The tools of the past no longer
serve the organisation of the future.
The hallmark of forward-thinking organisations is a genuine commitment to being People First. Merely stating that "employees are a company's greatest asset" isn't sufficient; in fact, superficial gestures regarding the employee experience can spell an organisation's downfall.
“Employees are frustrated with the nature of employment and are increasingly asking the question ‘What is the purpose of work?’.” [1]
“Gone are the days when simply focussing on compensation, job title, and financial security was enough to keep most of the workforce satisfied.” [2]
A People First approach isn't a mere perk—it's deeply ingrained in an organisation's DNA, shaping policies, processes, and decision-making at every level. Yet, many organisations risk reverting to outdated methods, lured by a deceptive sense of control that's both misleading and myopic. As Amory B. Lovins puts it, we have 21st century technology, speed and norms colliding with 20th and 19th century institutions, rules and cultures. [3]
Using People Science, we apply proven strategies to assist your organisation from falling back into old ways of working. Our approach is interdisciplinary and combines empirically tested methods from psychology, management, and technology to help you develop People First policies, processes, and practices.
Sound good? Schedule a free, no-commitment call with us to find out more.
Why do things differently?
Structural labour market changes in the next 5 years is estimated to include
jobs that will become obsolete, and
new jobs that will be created. [4]
83 million
69 million
Shifting focus away from the predefined functional responsibilities of a 'job', to basing work and workforce decisions on skills has several benefits. [5]
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of employees intend to stay with their organisation for more than 5 years if they have opportunities for learning and
development. [6]
of organisations believe they are ready to shift to skills-based work. [5]
Yet only
75%
20%
of organisations say finding the right people is their biggest concern. [7]
73%
of candidates report applying for jobs outside their current area of expertise. [8]
56%
Employee turnover rates among non-traditional candidates are
lower than that of employees from traditional talent pools. [9]
73%
The majority of executives believe that traditional job-based structures are not the best way to organise work for creating value. [10]
Yet only
of organisations are considering alternative talent pools. [11]
33%
of employees say they feel more productive when working remotely. [12]
of women believe the flexibility of hybrid work is an equaliser in the workplace. [13]
62%
88%
of employees who feels the company cares about them intend to stay for more than 5 years. [6]
76%
The future of work requires high levels of
Yet, many leaders suffer from Productivity Paranoia, with only 12% having full confidence that their team is productive, while 87% of employees report they are productive at work. [15]
autonomy
& trust
[14]
One of the
future of work
tools we've
developed
Let us help you create
your People First organisation.
Capability mapping
Capability mapping prioritises skills over tasks as a means of fuelling organisational adaptability and resilience.[16] It allows for employees’ capabilities to be applied optimally, alongside technological advancements in automation and AI.[17] Mapping capability, instead of cataloguing duties, at individual, team and organisational levels better equips organisations of the future with the necessary insights to construct the social networks that are required for solving continuously evolving business problems.[18]
Automation for collaboration
Automating business processes boosts efficiency, enriches employee experience, and promotes collaboration.[26] Liberated from incessant repetitive tasks and quality or compliance checks, employees are able to interact more, building valuable social capital.[27] Furthermore, automating tasks commonly linked with interpersonal friction acts as a protective measure, safeguarding harmonious working relationships. It is precisely these strong networks that arise from healthy relationships that are essential for creative problem-solving and innovation.[18]
Work-life harmony
The alienating nature of large corporations remains at the fore of worker understandings of what is wrong with the modern workplace.[34] Among organisations that actively consider employee wellbeing, 85% of people feel that current self-care perks and assistance programs aren’t sufficient to guard against threats to their wellbeing.[35] This is essentially because ‘work’ and ‘life’ are seen as separate.[36] The organisation of the future designs work in a manner that harmonises all facets of the human experience.
Alternative talent pools
By 2025, 50% of all employees will need reskilling.[6] Analytical judgement, flexibility, and emotional intelligence are the skills leaders believe will be essential for employees in an AI-powered future.[19] This reality requires innovative hiring practices that no longer rely solely on qualifications or standard work experience. Organisations are looking towards skills-based hiring[5], non-traditional candidates[20], fractional hiring[10] and the gig-economy[21] to ensure robust talent pools in the future of work.
Organisational networks
Hierarchies work well in stable environments.[28] Traditional organograms, with their rigid structures, thus offer a false sense of stability, ill-suited for the dynamic future of work.[29] Transitioning from structural to social design, organisational networks enable ‘network energy’, that drives group cohesion, performance and innovation[18] in both traditional and decentralised teams.[30] Leveraging these networks, leaders can scale a positive culture through behavioural contagion, creating a resilient, collaborative workplace, ready for the future of work.[31]
Equitable culture design
Inclusion positively changes the workplace experience, and not just for minorities and marginalised groups; inclusive cultures benefit all employees.[37] This is because the human capacity for reasoning has evolved primarily for social purposes, suggesting that an inclusive People First approach aligns naturally with our inherent cognitive strengths and capacities.[38] Inclusivity signals safety and fairness, which are essential for a continuously learning, connecting and innovating workforce.[39]
Flexible work arrangements
Fear is an industrial-era mindset, and doesn't work in modern organisations.[22] In the new world of work people do not create value while being subjected to strict rules and ways of working. Executives must shift greater focus to the employee experience to drive growth.[23] People First organisations leverage employee experience elements such as hybrid working arrangement[14], unlimited leave[24], growth opportunities[6], and transparent pay practices[2], among others, to boost productivity, attract talent and innovate[25].
Live People analytics
Companies that embed data-driven decision-making into how they operate are perceived as transparent and a more attractive place to work.[32] Organisations with strong People Analytics have been found to have an 80% increase in recruiting efficiency, a 25% rise in business productivity, and a 50% decrease in attrition rates.[2] Data insights can be used to maintain healthy work-life integration, identify potential network breakdowns, optimise process automation, and effectively manage decentralised teams.[33]
Self-directed leadership development
Leaders often suffer from ‘power poisoning’ and fixate on their own needs and ambitions.[40] This is especially the case during times of crises and widespread change.[41] The organisation of the future considers individual employee needs – this includes the needs of its leaders.[2] Leadership development efforts that are compatible with the challenges of the future of work thus consider the unique experiences of leaders and adopt tools that help leaders work towards fulfilling their needs in a healthy and sustainable manner.[42]
If you are still unsure about what we can do for you, have a look at our full suite of services, or schedule a free consultation.
Achieve compounding organisational impact.
⚪ Capability Mapping (A, B, C, D)
Capability mapping ensures employees’ skills are utilised to their fullest potential, creating adaptability within the organisation. When paired with alternative talent pools, it highlights non-traditional candidates who can bring essential skills to the team. Integrating with automation for collaboration, it redirects human skills to areas requiring critical thinking and innovation. Within organisational networks, it identifies key individuals who can drive change and collaboration. Through live people analytics, it provides real-time data to continuously optimise capability allocation.
⚪ Alternative Talent Pools (A, F, E)
Alternative talent pools expand the range of skills available to the organisation. Together with capability mapping, they ensure a precise alignment of skills and organisational needs. With live people analytics, they enable data-driven hiring decisions, identifying skills gaps and potential areas for development. In equitable culture design, they ensure diversity is not just welcomed, but integrated into the fabric of the organisation, driving innovation and resilience.
⚪ Flexible Work (G, H, I, J, K, L)
Flexible work supports a dynamic workforce, adaptable to changing business needs. When integrated with business process automation, it ensures even distributed teams can work efficiently, with routine tasks automated. Organisational networks benefit as flexible work facilitates diverse ways of connection, fostering innovation. Live people analytics help in personalising work arrangements, ensuring work-life integration and reducing burnout. Equitable culture design ensures inclusivity in flexible working policies, and self-directed leadership development promotes a leadership style that is supportive of flexibility.
⚪ Automation for Collaboration (B, H, M)
Automation enhances efficiency, allowing employees to focus on high-value tasks. With capability mapping, it ensures the right skills are applied to the right tasks. Flexible work integrates seamlessly, as automated processes support distributed teams. Organisational networks become more resilient, with automation reducing friction in collaborative processes.
⚪ Organisational Networks (C, G, M, N, O, P)
Organisational networks create a foundation for collaboration and innovation. Capability mapping strengthens this network, ensuring the right skills are in the right places. Flexible work and automation for collaboration ensure that these networks function efficiently, regardless of physical location. Live people analytics provide insights to maintain the health of these networks, while equitable culture design ensures they are inclusive. Self-directed leadership development promotes a leadership style that nurtures and leverages these networks.
⚪ Live People Analytics (D, E, I, N, Q, R)
Live people analytics provide a data-driven approach to managing talent. With capability mapping, it ensures skills are aligned with organisational needs. Alternative talent pools become more accessible, with analytics guiding hiring decisions. In flexible work arrangements, it helps in tailoring policies to individual needs. Organisational networks are strengthened as analytics identify key connectors and influencers. Work-life integration is supported with data ensuring policies are effective, and equitable culture design is data-driven, ensuring inclusivity is not just a goal, but a measurable outcome.
⚪ Work-Life harmony (J, R, S)
Work-life harmony ensures employees’ personal needs are considered, contributing to overall well-being. Flexible work policies are a key component, providing the necessary flexibility. Live people analytics ensures these policies are effective and tailored to individual needs. Equitable culture design ensures that work-life integration policies are inclusive, considering the diverse needs of the workforce.
⚪ Equitable Culture Design (F, K, O, S, Q, T)
Equitable culture design ensures a workplace that is inclusive and supportive. Alternative talent pools ensure diverse skills and perspectives are brought into the organisation. Flexible work ensures policies are inclusive. Organisational networks are strengthened with a focus on inclusivity. Live people analytics ensures policies are effective and work-life integration is achieved with an inclusive approach.
⚪ Self-Directed Leadership Development (L, P, T)
Self-directed leadership development ensures leaders have the support and resources they need. Flexible work ensures they have the necessary flexibility to manage their roles effectively. Organisational networks provide them with a support system, and equitable culture design ensures their leadership style is inclusive, fostering a positive workplace culture.
Have a no-commitments chat with us and start building your organisation of the future.
References
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[2] Simon, P., Maor, D., & Guggenberger, P. (2023). The State of Organizations.
[3] Lovins, A. B. (2011). Reinventing fire: Bold business solutions for the new energy era. Chelsea Green Publishing.
[4] World Economic Forum (2023). Future of Jobs Report. www.weforum.org.
[5] Cantrell, S., Weisz, K., Griffiths, M., & Eaton, K. (2023, January 9). Navigating the end of jobs: Skills replace jobs as the focal point for matching workers with work. Deloitte Insights.
[6] Korn Ferry (2022). Future of work trends 2022: A new era of humanity.
[7] Elliott, B., Subramanian, S., & Kupp, H. (2022). How the Future Works: Leading Flexible Teams to do the Best Work of Their Lives. John Wiley & Sons, Inc.
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[14] Ryan, L. (2023, June 28). Fathering, Feminism and the Future of Work: Remote-First Work, DEI and the Gendered Division of Paid and Unpaid Labour. Gender, Work & Organization Conference.
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