World Monitor Magazine, Business and Investments WM_march 2019_web - Page 44

EXPERT OPINION “Organisations of the future”: the human element Tatyana Tsoy, director, "People and Organisation", PwC Kazakhstan We are living in the era of significant changes driven by the global mega- trends. These changes impact us at different levels, including both private lives and workplace environment. Based on our experience in Kazakhstan and the relevant PwC global research, in this ar- ticle we would like to analyse the impact of changes on the “organisations of the future” and to define ways to ensure the uncertainty of the future does not destroy the value of your organisation today. Some current labour market trends can be summarised as follows: * technology advancement and digitali- zation, * “war for talent” (particularly in light of ever-increasing workforce mobility), Olga Khardaeva, senior manager, "People and Organisation", PwC Kazakhstan * growing significance of gender econo- my (according to 2018 Paywell Kazakh- stan 1 , 44% of respondents apply the equal pay policy), * greater access to knowledge (just 10 years ago, in order to attend the AI course one needed to enter the relevant educational institution, whereas today such course can be accessed online and it is free for anyone who wants it) Diana Darbekova, manager, "People and Organisation", PwC Kazakhstan 42 world monitor – yet these are just some of the trends which are currently considered by lead- ers of organisations and business own- ers. The whole notion of “talent” and “valued employee” is transforming al- most year-on-year: skills highly in de- mand 10-15 years ago are nowhere near as relevant today; the list of skills, knowledge and roles of tomorrow is not exactly known to anyone. To meet this challenge, some organisations make surprising abrupt moves, and what is even more disturbing, most organisa- tions prefer not take any steps or rely on their historic experience to prepare their future development strategies. We believe there is no time to watch the transformation of labour market from the sidelines. On one hand, each organ- isation has its own way to resolve its challenges due to unique combination of its corporate values and personal values of its people. On the other hand, there is a range of organisational capabilities (steps) which enable the creation of a strong platform for success irrespective of scenarios for the future. We will con- sider these two aspects in further detail here. 4 scenarios for “the organisation of the future” Organisations should be mindful of the future to be ready to take on its chal- lenges. In our study Workforce of the future: The competing forces shap- ing 2030, 2 we considered the implica- tions of the possible ‘worlds’ that could emerge. Many organisations, while at times unaware of it, already follow one of these development paths. Each of the worlds is characterised by the unique model of the employer- employee relations, its own workforce management practices, the role of HR and technology.