28 Workforce of the future: The competing forces shaping 2030 The people management challenges in 2030 Red World Blue World Finding, sourcing and attracting talent People with ideas and organisations with capital seek each other out in a vibrant online marketplace. Talent is attracted by a combination of financial reward and the opportunity to be involved in winning projects. Organisations compete to find and secure the best talent available and use extensive search and evaluation methods to lock in the stars of tomorrow. Green World companies seek likeminded individuals to extend their corporate family, taking great care to select only talent with the right behaviours and attitudes. Companies use technology to explain their purpose and cause openly. If their values are right, and the idea appealing, talented individuals and relevant Guilds flock to help. Reward and performance Those with in ‑ d emand skills expect the highest financial rewards. Performance is obsessively monitored and measured – often in real ‑ t ime. Excellent incentives are on offer for the best talent, as long as they perform. Organisations focus on total reward, which recognises corporate citizenship and good behaviours alongside performance. Fair pay drives the Yellow World; organisations and workers respect each other’s needs and capabilities. When disputes occur, the Guild will stand up for its workers. Learning and development It’s every man and woman for themselves in the Red World – individuals hold responsibility for improving their own skills using a new generation of open ‑ s ource learning tools. Development is concentrated on a small core group of high ‑ po tentials. Personal and professional development fuse in areas such as volunteering. Companies train people to deal with ethical dilemmas and weigh up difficult economic v social trade ‑offs. Individuals take responsibility for lifelong learning, turning to Guilds for support. The role of HR HR as we know it vanishes, replaced by automation, outsourcing and self ‑ o rganising teams. HR uses advanced analytics to predict future talent demands and to measure and anticipate performance and retention issues. HR acts as guardian of the brand. There is a strong focus on creating the right culture and behaviours and on guarding against sustainability and reputational risk across the supply chain. The traditional core functions of HR are held by business leaders, the collective or taken on by Guilds. Role of technology in managing people Technology powers the Red World but performance is judged primarily on short ‑ t erm results. Sensors and data analytics measure and optimise performance continuously. Technology helps people to build work into their lives and minimise their environmental impact. Technology creates and supports the open, honest, collaborative community of the Yellow World.