18 Workforce of the future: The competing forces shaping 2030 Who leads on people strategy? What does the workforce look like? Organisational challenges • The Chief People Officer (CPO) is a powerful and influential figure, sometimes known as the ‘Head of People and Productivity’, and who sits on the board. • The science of human capital has developed to such a degree that the connection between people and performance is explicitly demonstrated by the CPO. • The people risk agenda is one which is taken seriously by the board – as a result, the CPO and HR become more influential. • Aside from a core group of high ‑ performers, talent is bought in where and when it’s needed. ‘Retainer and call ‑ u p’ contracts are frequently used for rare skills. • Top talent is fiercely fought over – the best engage an agent to negotiate and manage their career. • Employers begin their search for exceptional talent early, forming links with schools and engaging promising youngsters. • Employees of all levels take an active role in their own career development, honing their skills whenever they can and however they can – including human enhancements. • Society divides into those with a corporate career – and those who don’t have access to the same level of financial rewards, healthcare and benefits. • The challenges of size and scale mean that organisations are at greater risk from external threats such as technology terrorism or meltdown and they find it difficult to effect change quickly. • The value of human capital at the top level is high and the upward pressure on reward, particularly for senior executives, is intense. • Organisations must develop models and systems which enable individuals and their agents to negotiate the value of their human capital based on employees’ personal investment strategies. Unemployed female (50), Germany “The gap between the rich and the poor. Either people will have a high paying job or no job at all.”