Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges “Climate change [will be the biggest impact on • The CEO drives the people strategy for the • Workers are attracted to Green World • Communicating corporate purpose and the way we work], we are organisation, believing that the people in the companies by the opportunity to work for an values effectively, to the right people, is a going to have to change organisation, their behaviours and role in organisation they admire, whose values match fundamental requirement. our priorities.” society have a direct link to the organisation’s their own. success or failure. • Building and maintaining trust with Female manager in the • Even so, competition remains intense for the employees and wider society, especially when pharmaceutical industry • The HR function, renamed ‘People and best talent; financial reward is still important. it comes to the use of automation, is essential. (30), USA Society’ embraces a broad mix of HR, marketing, corporate social responsibility • The incentives package is an essential tool • The brand must be protected at all times. and data analytics. in attracting and retaining workers and has The possibility of non‑socially responsible become increasingly inventive. Three weeks’ behaviour within the organisation or • A priority for HR is developing and paid leave a year to work on charity and social anywhere along the supply chain carries maintaining a series of virtual social networks projects is standard practice. huge risks. Quality assurance and vigilance across the organisation and client base to is paramount. encourage communication and minimise • Workers are expected to reflect the values of the need for travel. their employer – both at work and at home • Being compliant is not enough: organisations through ‘organisational pledges’. are under pressure to raise the bar and • Many people decisions are tightly controlled establish policies and practices which go by regulation, from diversity quotas to, • Travel is tightly controlled and monitored and beyond and even anticipate regulatory mandatory wellbeing support (eg sleep there are incentives for inventive and efficient requirements. clinics and ‘digital dieting’), to the number use of resources. of redundancies companies can make during • Organisations have to balance the trade‑off a downturn. • The idea of a ‘job for life’ returns to the between short-term financial and long-term workplace lexicon. societal good. 22