The next workforce frontier - Capita
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The next workforce frontier
Contents
4 Foreword
6 Introduction: Re-imagining
the workforce
12 Hybrid on the horizon
18 Challenges of the Human
to Hybrid journey
24 The benefits of
a hybrid workforce
28 The three levers of the
Human to Hybrid shift
38 Conclusion - Human to
Hybrid is no longer the
future; it’s the present
40 The Capita People
Solutions perspective
44 About Capita People
Solutions
47 About Human to Hybrid
Contents
4 Foreword
6 Introduction: Re-imagining
the workforce
12 Hybrid on the horizon
18 Challenges of the Human
to Hybrid journey
24 The benefits of
a hybrid workforce
28 The three levers of the
Human to Hybrid shift
38 Conclusion - Human to
Hybrid is no longer the
future; it’s the present
40 The Capita People
Solutions perspective
44 About Capita People
Solutions
47 About Human to Hybrid
#Human2Hybrid
Foreword More than ever before, it is people that will be crucial to Our research puts three strategic pillars firmly in the
We are living in an age of monumental technological
business success in the future. In an economy where all spotlight – digital, data and people. This cements the
change. As a society, technology continues to
organisations have fast, scalable and affordable access to notion that achieving a fully optimised workforce
reshape, redefine and re-imagine the ways in which Digital - The role of changing technologies technology to handle operational processing tasks, it will depends on more than technology alone.
we interact with each other, and perform even the and their impact on the whole be the skills, creativity and ambition of people that will
most fundamental daily tasks. And with the inception employee experience At Capita we have the unique advantage of being able
truly differentiate brands, drive innovation and deliver
and adoption of new technologies such as Artificial to look at this changing world of work from every
growth. Technology in itself should not be viewed by
Intelligence (AI), automation and machine learning, Data - Unlocking the power of data angle. Our experience and expertise spans business
businesses as the key to future success; instead it should
the shift towards a fully tech-enabled state only and analytics to guide future decisions be regarded as a powerful enabler, giving people the strategy and leadership, technology and the entire
continues to gain momentum. employee lifecycle – from recruitment and learning
support, time and confidence to take on higher value,
People -Focusing on the skills, culture and development, through to employee engagement
Arguably, we’ve only scratched the surface in terms strategic work, and to fulfil their potential.
and leadership needed to thrive in the and retention. By taking a holistic view, we can enable
of realising the potential of these technologies to new hybrid workforce This is what we mean when we talk about the shift organisations to create a clear vision of the type
revolutionise our understanding of what it is to be a
from a Human to Hybrid workforce – a future workforce of workforce that will allow them to thrive in the
human living in a digital world. With a myriad of impact
where humans work seamlessly and harmoniously future, ensuring every part of the organisation and
points across our personal lives, we must also consider To date, most studies into the ‘future of work’ have alongside technology, understanding and appreciating employees themselves are invested in throughout
the subsequent implications of this changing landscape focused primarily on the role and impact of technology. one another’s role and recognising each other’s the transformational journey.
on our working lives. They explore how businesses can reap the benefits of strengths and weaknesses.
AI, robotics and automation within the workplace, to Our goal is to help organisations in the UK prepare
Undoubtedly, new technologies, combined with
drive efficiencies, streamline processes and speed up Throughout 2019, we will be presenting a and build a workforce that can compete and deliver
changing working behaviours and more agile corporate
service delivery. Other studies have looked specifically comprehensive study of current and future workforce better outcomes in the future economy. A workforce
structures, promise to effect significant change on
at the changing skills requirements within the workforce, dynamics in the UK, providing businesses and HR leaders that is built around people, but supported, enabled and
the future world of work. We can expect to see new
predicting how organisations will need to train and with deep insight into the impact of these dynamics on empowered by technology, data and insight.
dynamics in the relationship between employer and
develop their people to prosper in the future. the employee lifecycle. We’ll be revealing the attitudes,
employee, and changes to the way that organisations
concerns and aspirations of business leaders, employees
resource ‘work’ between human and digital labour. Of course, both of these approaches have merit but and HR professionals when it comes to changes within
they fail to grasp the sheer scale and complexity of the workforce and where organisations need to look for
But the transition to a ‘hybrid state’ – where humans
the changes that are already happening within UK greater alignment between employee expectations and
work seamlessly alongside technology – needs direction.
workforces today. In addition, most reports have business needs.
We believe that this journey relies on three strategic
approached the transformation of resourcing models
levers that business leaders must recognise in their Erika Bannerman,
and structures from a ‘technology first’ perspective,
transformation initiative: digital, data and people. Executive Officer,
focusing on digital adoption, but severely neglecting This paper shows that 72% of business
the ‘people’ aspects of these changes. Capita People Solutions
leaders see the transition to a hybrid
workforce as the biggest challenge they
face over the next five years. It’s clear that a
strong vision and focussed plan will be vital,
especially as more than half of employees
will leave their organisations if they don’t
manage the transition effectively.
4 | Foreword Foreword | 5
#Human2Hybrid
Foreword More than ever before, it is people that will be crucial to Our research puts three strategic pillars firmly in the
We are living in an age of monumental technological
business success in the future. In an economy where all spotlight – digital, data and people. This cements the
change. As a society, technology continues to
organisations have fast, scalable and affordable access to notion that achieving a fully optimised workforce
reshape, redefine and re-imagine the ways in which Digital - The role of changing technologies technology to handle operational processing tasks, it will depends on more than technology alone.
we interact with each other, and perform even the and their impact on the whole be the skills, creativity and ambition of people that will
most fundamental daily tasks. And with the inception employee experience At Capita we have the unique advantage of being able
truly differentiate brands, drive innovation and deliver
and adoption of new technologies such as Artificial to look at this changing world of work from every
growth. Technology in itself should not be viewed by
Intelligence (AI), automation and machine learning, Data - Unlocking the power of data angle. Our experience and expertise spans business
businesses as the key to future success; instead it should
the shift towards a fully tech-enabled state only and analytics to guide future decisions be regarded as a powerful enabler, giving people the strategy and leadership, technology and the entire
continues to gain momentum. employee lifecycle – from recruitment and learning
support, time and confidence to take on higher value,
People -Focusing on the skills, culture and development, through to employee engagement
Arguably, we’ve only scratched the surface in terms strategic work, and to fulfil their potential.
and leadership needed to thrive in the and retention. By taking a holistic view, we can enable
of realising the potential of these technologies to new hybrid workforce This is what we mean when we talk about the shift organisations to create a clear vision of the type
revolutionise our understanding of what it is to be a
from a Human to Hybrid workforce – a future workforce of workforce that will allow them to thrive in the
human living in a digital world. With a myriad of impact
where humans work seamlessly and harmoniously future, ensuring every part of the organisation and
points across our personal lives, we must also consider To date, most studies into the ‘future of work’ have alongside technology, understanding and appreciating employees themselves are invested in throughout
the subsequent implications of this changing landscape focused primarily on the role and impact of technology. one another’s role and recognising each other’s the transformational journey.
on our working lives. They explore how businesses can reap the benefits of strengths and weaknesses.
AI, robotics and automation within the workplace, to Our goal is to help organisations in the UK prepare
Undoubtedly, new technologies, combined with
drive efficiencies, streamline processes and speed up Throughout 2019, we will be presenting a and build a workforce that can compete and deliver
changing working behaviours and more agile corporate
service delivery. Other studies have looked specifically comprehensive study of current and future workforce better outcomes in the future economy. A workforce
structures, promise to effect significant change on
at the changing skills requirements within the workforce, dynamics in the UK, providing businesses and HR leaders that is built around people, but supported, enabled and
the future world of work. We can expect to see new
predicting how organisations will need to train and with deep insight into the impact of these dynamics on empowered by technology, data and insight.
dynamics in the relationship between employer and
develop their people to prosper in the future. the employee lifecycle. We’ll be revealing the attitudes,
employee, and changes to the way that organisations
concerns and aspirations of business leaders, employees
resource ‘work’ between human and digital labour. Of course, both of these approaches have merit but and HR professionals when it comes to changes within
they fail to grasp the sheer scale and complexity of the workforce and where organisations need to look for
But the transition to a ‘hybrid state’ – where humans
the changes that are already happening within UK greater alignment between employee expectations and
work seamlessly alongside technology – needs direction.
workforces today. In addition, most reports have business needs.
We believe that this journey relies on three strategic
approached the transformation of resourcing models
levers that business leaders must recognise in their Erika Bannerman,
and structures from a ‘technology first’ perspective,
transformation initiative: digital, data and people. Executive Officer,
focusing on digital adoption, but severely neglecting This paper shows that 72% of business
the ‘people’ aspects of these changes. Capita People Solutions
leaders see the transition to a hybrid
workforce as the biggest challenge they
face over the next five years. It’s clear that a
strong vision and focussed plan will be vital,
especially as more than half of employees
will leave their organisations if they don’t
manage the transition effectively.
4 | Foreword Foreword | 5#Human2Hybrid
Introduction:
Re-imagining
the workforce
‘Work’ today has become almost unrecognisable Much has been written about the impact that these new
from what it was two generations ago. Seismic changes technologies will have on the world of work, and a great
in working patterns and behaviours as technology deal of the narrative has been negative, focusing on the
and the internet have changed the way businesses potential for mass job displacement due to automation,
engage and transact with their customers. We’ve seen increased unemployment and bleak descriptions of
increased talent mobility, a rapid rise of the gig economy, humans working alongside or subservient to robots,
demand for new digital skills outstripping supply, and with little of the personal interaction, culture and
an employee-driven labour market where organisations collaboration which characterises workplaces today.
battle to source the talent they need. But the changes to However, there are growing signs that the picture
date will pale into insignificance with the transformation is changing as the real opportunities and limitations
we’re likely to experience over the next 10 years. of emerging technologies become clearer.
Professor Klaus Schwab predicts that the coming years
will be “characterized by a range of new technologies
that are fusing the physical, digital and biological worlds,
impacting all disciplines, economies and industries,
and even challenging ideas about what it means to
be human.”1 This much-anticipated set of events is set
to change everything about the way we live, work and
communicate with one another over the coming years,
due in large part to widespread adoption of technologies
such as AI, Machine Learning and the Internet of Things.
1
Professor Klaus Schwab , ‘The Fourth Industrial Revolution’, 2016
6 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 7#Human2Hybrid
Introduction:
Re-imagining
the workforce
‘Work’ today has become almost unrecognisable Much has been written about the impact that these new
from what it was two generations ago. Seismic changes technologies will have on the world of work, and a great
in working patterns and behaviours as technology deal of the narrative has been negative, focusing on the
and the internet have changed the way businesses potential for mass job displacement due to automation,
engage and transact with their customers. We’ve seen increased unemployment and bleak descriptions of
increased talent mobility, a rapid rise of the gig economy, humans working alongside or subservient to robots,
demand for new digital skills outstripping supply, and with little of the personal interaction, culture and
an employee-driven labour market where organisations collaboration which characterises workplaces today.
battle to source the talent they need. But the changes to However, there are growing signs that the picture
date will pale into insignificance with the transformation is changing as the real opportunities and limitations
we’re likely to experience over the next 10 years. of emerging technologies become clearer.
Professor Klaus Schwab predicts that the coming years
will be “characterized by a range of new technologies
that are fusing the physical, digital and biological worlds,
impacting all disciplines, economies and industries,
and even challenging ideas about what it means to
be human.”1 This much-anticipated set of events is set
to change everything about the way we live, work and
communicate with one another over the coming years,
due in large part to widespread adoption of technologies
such as AI, Machine Learning and the Internet of Things.
1
Professor Klaus Schwab , ‘The Fourth Industrial Revolution’, 2016
6 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 7#Human2Hybrid
The World Economic Forum
estimates that globally by
2022, 75 million current job
roles will be displaced by the
shift in the division of labour
between humans, machines
and algorithms, but 133 million
new job roles may emerge at
the same time.2
2
World Economic Forum, ‘Future of Jobs Report, 2018’
8 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 9#Human2Hybrid
The World Economic Forum
estimates that globally by
2022, 75 million current job
roles will be displaced by the
shift in the division of labour
between humans, machines
and algorithms, but 133 million
new job roles may emerge at
the same time.2
2
World Economic Forum, ‘Future of Jobs Report, 2018’
8 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 9#Human2Hybrid
Without doubt, our roles and the type of work that
we do will change extensively over the coming years,
meaning that the skills required to perform most jobs
What is Human
The research defined ‘Human to Hybrid’
The workforce of will shift considerably. But perhaps even more significant
will be the need for us to adapt to a new cultural as ‘’the new dynamic where humans will
the future will involve environment in which we can operate effectively and work in a fully digitised and technologically-
to Hybrid?
harmoniously alongside these new technologies in a way optimised environment, and increasingly
a blend of human that enables us to become more efficient, productive and
fulfilled in our work.
work alongside robots and AI, over the next
ten years”.
labour and technology. As business leaders, we’re all aware that we are standing
Organisations that are on the edge of a period of monumental change and
recognise the need to re-imagine every part of our
able to successfully organisations, particularly how our operations are Research Methodology
resourced and ‘work’ is carried out.
manage the transition However, faced with such a huge, unprecedented Capita People Solutions undertook comprehensive, independent research amongst both
business leaders and employees, comprising of:
from a human to hybrid challenge, knowing how to manage this shift,
and where to start, is an entirely different matter.
workforce over the To date, academic contributions and research studies
• Interviews with 500 business leaders (board directors, senior directors and heads of
departments) within organisations in the UK. All respondents worked for organisations with
in this field have almost exclusively focused on the future
coming years will be of work through the prism of ‘technology-first’,
more than 100 employees and 75% worked for organisations with more than 500 employees.
Respondents came from a representative sample of industries
centring on how organisations can utilise technology
the ones that thrive. to drive efficiencies and re-think their resourcing models.
• Interviews with 2,031 employees within organisations in the UK. All respondents worked for
With this study, we have looked to take a ‘people-first’
approach to the future of work. This stems from the organisations with more than 100 employees and 68% worked for organisations with more
belief that it is people and skills, rather than technology, than 500 employees.
which will continue to differentiate brands and Respondents came from a representative sample of industries and job roles/ functions
determine success in the future.
All research was conducted by Insight Avenue in November/December 2018 and January 2019.
Certainly, technology will become an ever-
more critical enabler for people, there The research reveals that both business leaders and This paper highlights the need for business leaders
to support and empower workforces to employees in the UK are fully aware of the changes to recognise the Human to Hybrid challenge and
adapt and thrive in an unpredictable future that are set to impact the world of work over the to carefully consider what this shift means for them
environment. But it will be the ability of coming years and they are positive about the shift and for their organisation. It calls for business leaders
organisations to develop highly skilled, agile from a human to hybrid workforce. However, despite to develop clear strategies to manage this transition
recognising the need to transform their organisations over the coming years. Leadership and vision must come
and engaged workforces, and to maximise
and their workforces to pave the way to a hybrid from the very highest levels of the organisation, with
the creativity, vision and ambition of their
workforce, business leaders remain uncertain about how CEOs and Board Directors taking ownership, and working
people, that will make the difference. to approach this shift and many are lacking the vision, alongside HR, IT and operational directors to develop
strategy and support to drive change. a joined-up, holistic approach.
Unsurprisingly, employees continue to have concerns The shift to a hybrid workforce is arguably the most
about how the workplace will evolve over the coming significant challenge and most exciting opportunity
years and their own role within it. Whilst open to change for organisations today. Business leaders that manage
and optimistic about the future, workers feel uncertain the transition successfully can set their organisations up
about their own prospects and are looking to their to prosper in the future.
employers to provide the reassurance, learning and
opportunities they need to prepare themselves.
10 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 11#Human2Hybrid
Without doubt, our roles and the type of work that
we do will change extensively over the coming years,
meaning that the skills required to perform most jobs
What is Human
The research defined ‘Human to Hybrid’
The workforce of will shift considerably. But perhaps even more significant
will be the need for us to adapt to a new cultural as ‘’the new dynamic where humans will
the future will involve environment in which we can operate effectively and work in a fully digitised and technologically-
to Hybrid?
harmoniously alongside these new technologies in a way optimised environment, and increasingly
a blend of human that enables us to become more efficient, productive and
fulfilled in our work.
work alongside robots and AI, over the next
ten years”.
labour and technology. As business leaders, we’re all aware that we are standing
Organisations that are on the edge of a period of monumental change and
recognise the need to re-imagine every part of our
able to successfully organisations, particularly how our operations are Research Methodology
resourced and ‘work’ is carried out.
manage the transition However, faced with such a huge, unprecedented Capita People Solutions undertook comprehensive, independent research amongst both
business leaders and employees, comprising of:
from a human to hybrid challenge, knowing how to manage this shift,
and where to start, is an entirely different matter.
workforce over the To date, academic contributions and research studies
• Interviews with 500 business leaders (board directors, senior directors and heads of
departments) within organisations in the UK. All respondents worked for organisations with
in this field have almost exclusively focused on the future
coming years will be of work through the prism of ‘technology-first’,
more than 100 employees and 75% worked for organisations with more than 500 employees.
Respondents came from a representative sample of industries
centring on how organisations can utilise technology
the ones that thrive. to drive efficiencies and re-think their resourcing models.
• Interviews with 2,031 employees within organisations in the UK. All respondents worked for
With this study, we have looked to take a ‘people-first’
approach to the future of work. This stems from the organisations with more than 100 employees and 68% worked for organisations with more
belief that it is people and skills, rather than technology, than 500 employees.
which will continue to differentiate brands and Respondents came from a representative sample of industries and job roles/ functions
determine success in the future.
All research was conducted by Insight Avenue in November/December 2018 and January 2019.
Certainly, technology will become an ever-
more critical enabler for people, there The research reveals that both business leaders and This paper highlights the need for business leaders
to support and empower workforces to employees in the UK are fully aware of the changes to recognise the Human to Hybrid challenge and
adapt and thrive in an unpredictable future that are set to impact the world of work over the to carefully consider what this shift means for them
environment. But it will be the ability of coming years and they are positive about the shift and for their organisation. It calls for business leaders
organisations to develop highly skilled, agile from a human to hybrid workforce. However, despite to develop clear strategies to manage this transition
recognising the need to transform their organisations over the coming years. Leadership and vision must come
and engaged workforces, and to maximise
and their workforces to pave the way to a hybrid from the very highest levels of the organisation, with
the creativity, vision and ambition of their
workforce, business leaders remain uncertain about how CEOs and Board Directors taking ownership, and working
people, that will make the difference. to approach this shift and many are lacking the vision, alongside HR, IT and operational directors to develop
strategy and support to drive change. a joined-up, holistic approach.
Unsurprisingly, employees continue to have concerns The shift to a hybrid workforce is arguably the most
about how the workplace will evolve over the coming significant challenge and most exciting opportunity
years and their own role within it. Whilst open to change for organisations today. Business leaders that manage
and optimistic about the future, workers feel uncertain the transition successfully can set their organisations up
about their own prospects and are looking to their to prosper in the future.
employers to provide the reassurance, learning and
opportunities they need to prepare themselves.
10 | Introduction: Re-imagining the workforce Introduction: Re-imagining the workforce | 11#Human2Hybrid Hybrid on the horizon The transition from a Human to Hybrid workforce is both imminent and urgent. The research reveals that business leaders are fully aware of the scale of the Human to Hybrid challenge and most claim to have a good understanding of what this shift will mean for their organisation and workforce over the next five years. 72% of business leaders see the transition to a hybrid workforce as the biggest challenge that businesses are facing over the next five years and 93% believe that they need to start proactively managing this shift over the next 12 months. 12 | Hybrid on the horizon Hybrid on the horizon | 13
#Human2Hybrid Hybrid on the horizon The transition from a Human to Hybrid workforce is both imminent and urgent. The research reveals that business leaders are fully aware of the scale of the Human to Hybrid challenge and most claim to have a good understanding of what this shift will mean for their organisation and workforce over the next five years. 72% of business leaders see the transition to a hybrid workforce as the biggest challenge that businesses are facing over the next five years and 93% believe that they need to start proactively managing this shift over the next 12 months. 12 | Hybrid on the horizon Hybrid on the horizon | 13
Poor
#Human2Hybrid
7%
Understanding of Excellent
33%
Human to Hybrid Fair
18% This fear is fully justified.
and the impact on In our survey of UK
organisation and employees, more than
workforce half (51%) reported
How would you describe your level of that they will choose to
understanding of Human to Hybrid and
what this shift may mean for your workforce
leave their organisation
/ organisation over the next five years?
Good
if it doesn’t manage the
41% transition to a hybrid
*Figures may sometimes sum to 99% or 101% due to rounding.
workforce properly.
Don’t know
9% The shift to a hybrid workforce is being driven by a wide
More of a
Perception of Human threat
31%
and varied range of factors, both inside and outside
the organisation. One of the leading factors is the need
to Hybrid as a threat to reduce costs whilst increasing output, as the UK
continues to struggle with poor productivity in relation
or opportunity to other economies.
There is also a strong desire to exploit technological
Overall, currently do you see the shift advancements, particularly within AI and automation,
from Human to Hybrid as a threat or an to become more innovative and to meet increasingly
opportunity to a business like yours? high customer demands. Interestingly, business leaders
also cite difficulties in recruiting permanent staff as
a key driver for transitioning to a hybrid workforce.
They acknowledge the role that AI and automation
More of an will increasingly play in resourcing more mundane and
opportunity repetitive high-volume tasks within their organisation,
60% freeing up their existing workforce to focus on higher
value work.
67 of business leaders fear
The majority of business leaders (60%) feel positive
about this shift to a hybrid workforce, although almost that their organisation
a third (31%) believe that it presents more of a threat
%
will become irrelevant if it
than an opportunity. Indeed, this is likely to be linked
fails to move to a hybrid
to the fact that business leaders appear to be acutely
aware of the implications of failing to effectively manage
workforce over the next
the transition to a hybrid workforce. five years.
14 | Hybrid on the horizon Hybrid on the horizon | 15Poor
#Human2Hybrid
7%
Understanding of Excellent
33%
Human to Hybrid Fair
18% This fear is fully justified.
and the impact on In our survey of UK
organisation and employees, more than
workforce half (51%) reported
How would you describe your level of that they will choose to
understanding of Human to Hybrid and
what this shift may mean for your workforce
leave their organisation
/ organisation over the next five years?
Good
if it doesn’t manage the
41% transition to a hybrid
*Figures may sometimes sum to 99% or 101% due to rounding.
workforce properly.
Don’t know
9% The shift to a hybrid workforce is being driven by a wide
More of a
Perception of Human threat
31%
and varied range of factors, both inside and outside
the organisation. One of the leading factors is the need
to Hybrid as a threat to reduce costs whilst increasing output, as the UK
continues to struggle with poor productivity in relation
or opportunity to other economies.
There is also a strong desire to exploit technological
Overall, currently do you see the shift advancements, particularly within AI and automation,
from Human to Hybrid as a threat or an to become more innovative and to meet increasingly
opportunity to a business like yours? high customer demands. Interestingly, business leaders
also cite difficulties in recruiting permanent staff as
a key driver for transitioning to a hybrid workforce.
They acknowledge the role that AI and automation
More of an will increasingly play in resourcing more mundane and
opportunity repetitive high-volume tasks within their organisation,
60% freeing up their existing workforce to focus on higher
value work.
67 of business leaders fear
The majority of business leaders (60%) feel positive
about this shift to a hybrid workforce, although almost that their organisation
a third (31%) believe that it presents more of a threat
%
will become irrelevant if it
than an opportunity. Indeed, this is likely to be linked
fails to move to a hybrid
to the fact that business leaders appear to be acutely
aware of the implications of failing to effectively manage
workforce over the next
the transition to a hybrid workforce. five years.
14 | Hybrid on the horizon Hybrid on the horizon | 15#Human2Hybrid
Factors driving the need for
a Human to Hybrid strategy
To what extent do the following drive the need for
a Human to Hybrid strategy in your organisation?
To a great extent To some extent Not at all
Pressures to reduce costs
60% 32% 8% / manage productivity
Technological advancement
45% 43% 12% / increasing automation / AI
Need to innovate and resource new
42% 46% 11% business initiatives
Changing customer demands
42% 43% 15% / expectations
Difficulties finding
40% 41% 19% permanent staff
Increased competition
38% 51% 11% / disruption in the market
Skills shortages in
37% 47% 16% our organisation
Changing employee expectations
36% 51% 13% of what work means / improving
employee experience
Growth of the gig economy /
36% 46% 19% increasing numbers of freelancers
etc.
Increased availability
36% 47% 16% of HR data
Economic uncertainty
36% 47% 17% (e.g. Brexit)
Multi-generational
35% 52% 13% workforce
Everyone else is doing it
34% 53% 13% / fear of falling behind
33% 52% 15% Industry regulation
*Figures may sometimes sum to 99% or 101% due to rounding.
16 | Hybrid on the horizon Hybrid on the horizon | 17#Human2Hybrid
Factors driving the need for
a Human to Hybrid strategy
To what extent do the following drive the need for
a Human to Hybrid strategy in your organisation?
To a great extent To some extent Not at all
Pressures to reduce costs
60% 32% 8% / manage productivity
Technological advancement
45% 43% 12% / increasing automation / AI
Need to innovate and resource new
42% 46% 11% business initiatives
Changing customer demands
42% 43% 15% / expectations
Difficulties finding
40% 41% 19% permanent staff
Increased competition
38% 51% 11% / disruption in the market
Skills shortages in
37% 47% 16% our organisation
Changing employee expectations
36% 51% 13% of what work means / improving
employee experience
Growth of the gig economy /
36% 46% 19% increasing numbers of freelancers
etc.
Increased availability
36% 47% 16% of HR data
Economic uncertainty
36% 47% 17% (e.g. Brexit)
Multi-generational
35% 52% 13% workforce
Everyone else is doing it
34% 53% 13% / fear of falling behind
33% 52% 15% Industry regulation
*Figures may sometimes sum to 99% or 101% due to rounding.
16 | Hybrid on the horizon Hybrid on the horizon | 17#Human2Hybrid
Challenges
on the
Human
to Hybrid
journey
The research uncovers a wide variety of challenges that
business leaders are facing when approaching the shift
from a Human to Hybrid workforce.
98% of business leaders
One major challenge is overcoming employee resistance
and anxiety around what a hybrid workforce will mean cite problems with
for them personally and their job function more widely.
Many respondents felt that media coverage of the the transition to
potential impact of AI and automation on the jobs
market has created a sense of unnecessary fear amongst a hybrid workforce.
the working population. This is something that business
leaders will need to confront and overcome over the
next year.
Business leaders also acknowledge the challenge they
face in re-skilling their people to operate productively
in a hybrid workforce and in optimising technology to
ensure it can deliver effectively.
18 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 19#Human2Hybrid
Challenges
on the
Human
to Hybrid
journey
The research uncovers a wide variety of challenges that
business leaders are facing when approaching the shift
from a Human to Hybrid workforce.
98% of business leaders
One major challenge is overcoming employee resistance
and anxiety around what a hybrid workforce will mean cite problems with
for them personally and their job function more widely.
Many respondents felt that media coverage of the the transition to
potential impact of AI and automation on the jobs
market has created a sense of unnecessary fear amongst a hybrid workforce.
the working population. This is something that business
leaders will need to confront and overcome over the
next year.
Business leaders also acknowledge the challenge they
face in re-skilling their people to operate productively
in a hybrid workforce and in optimising technology to
ensure it can deliver effectively.
18 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 19#Human2Hybrid
Problems associated with Employee concerns about working
moving to a hybrid workforce as part of a hybrid workforce
What do you see, or have you seen, as problems associated What are your concerns about working as part of
with moving to a hybrid workforce in your organisation? a hybrid workforce?
34% Employee resistance / fear 46% Lack of human interaction at work
Potentially losing my job
30% Need to re-skill our workforce 41% to a machine
Lack of knowledge / understanding Accountability – if things go wrong,
30% of how to best manage this shift 32% where does the responsibility lie?
My skills, talents and characteristics
29% Need to overhaul processes 28% will go unnoticed
Lack of confidence in the Reduced opportunities to progress within
28% technology 26% the organisation / more competition for jobs
Company culture Uncertainty and general
28% / reluctance to change 24% employee discontent
Finding appropriate balance of Potentially being managed
28% human and automated resource 23% by a machine
Lack of leadership / ownership Might create a less inclusive,
28% of the Human to Hybrid transition 22% less diverse workforce
Worries about redundancies Not clear on reasons why this
28% as a result of more automation 20% is happening / the bigger picture
Change in risk profile
26% / accountability 5% Don’t know
24% Poor or outdated technology 1% Other
Need to re-evaluate the measurement
24% of outputs such as productivity 6% None of the above / no concerns
50 40 30 20 10 0
1% Other
2% No barriers
The research shows that business leaders understand At either end are those who are either highly positive
35 30 25 20 15 10 5 0 that employees are experiencing a whole range of or highly negative about the changes, whilst in the
different feelings about the prospect of working as middle is a third group which is partly engaged and
part of a hybrid workforce, ranging from optimism interested in the prospect of a hybrid workforce and
Interestingly, business leaders are also having to address The research highlights that employee and excitement, through to fear and scepticism. the benefits that it might bring, but who still have
and account for external dynamics which are wholly concerns around the prospect of working Interestingly, business leaders feel that when it comes a level of concern about their job security and remain
beyond their control. For instance, the sheer speed in a hybrid workforce extend far beyond to overall attitudes to being a part of a hybrid workforce, somewhat resistant to change.
and scale of current technological advancements are their employees divide evenly into three camps.
simply losing their job to a robot.
presenting a real challenge in preparing for and moving
towards a hybrid workforce over the next ten years. Organisations are facing some important questions
86% of business leaders feel that it’s impossible to around the impact that a hybrid workforce will
forecast the technology that we will be using in 2030 have on workplace culture and collaboration,
and many business leaders are struggling to keep pace reward and recognition, diversity and inclusion
and to adapt their workforce strategies in such and on talent mobility.
a dynamic, fast-moving environment.
20 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 21#Human2Hybrid
Problems associated with Employee concerns about working
moving to a hybrid workforce as part of a hybrid workforce
What do you see, or have you seen, as problems associated What are your concerns about working as part of
with moving to a hybrid workforce in your organisation? a hybrid workforce?
34% Employee resistance / fear 46% Lack of human interaction at work
Potentially losing my job
30% Need to re-skill our workforce 41% to a machine
Lack of knowledge / understanding Accountability – if things go wrong,
30% of how to best manage this shift 32% where does the responsibility lie?
My skills, talents and characteristics
29% Need to overhaul processes 28% will go unnoticed
Lack of confidence in the Reduced opportunities to progress within
28% technology 26% the organisation / more competition for jobs
Company culture Uncertainty and general
28% / reluctance to change 24% employee discontent
Finding appropriate balance of Potentially being managed
28% human and automated resource 23% by a machine
Lack of leadership / ownership Might create a less inclusive,
28% of the Human to Hybrid transition 22% less diverse workforce
Worries about redundancies Not clear on reasons why this
28% as a result of more automation 20% is happening / the bigger picture
Change in risk profile
26% / accountability 5% Don’t know
24% Poor or outdated technology 1% Other
Need to re-evaluate the measurement
24% of outputs such as productivity 6% None of the above / no concerns
50 40 30 20 10 0
1% Other
2% No barriers
The research shows that business leaders understand At either end are those who are either highly positive
35 30 25 20 15 10 5 0 that employees are experiencing a whole range of or highly negative about the changes, whilst in the
different feelings about the prospect of working as middle is a third group which is partly engaged and
part of a hybrid workforce, ranging from optimism interested in the prospect of a hybrid workforce and
Interestingly, business leaders are also having to address The research highlights that employee and excitement, through to fear and scepticism. the benefits that it might bring, but who still have
and account for external dynamics which are wholly concerns around the prospect of working Interestingly, business leaders feel that when it comes a level of concern about their job security and remain
beyond their control. For instance, the sheer speed in a hybrid workforce extend far beyond to overall attitudes to being a part of a hybrid workforce, somewhat resistant to change.
and scale of current technological advancements are their employees divide evenly into three camps.
simply losing their job to a robot.
presenting a real challenge in preparing for and moving
towards a hybrid workforce over the next ten years. Organisations are facing some important questions
86% of business leaders feel that it’s impossible to around the impact that a hybrid workforce will
forecast the technology that we will be using in 2030 have on workplace culture and collaboration,
and many business leaders are struggling to keep pace reward and recognition, diversity and inclusion
and to adapt their workforce strategies in such and on talent mobility.
a dynamic, fast-moving environment.
20 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 21#Human2Hybrid
Employee mindsets in regards Personal and company readiness
to the hybrid workforce for a hybrid workforce
What proportion of your workforce do you think How would you rate your personal readiness for a hybrid
is likely to fall into the following categories within workforce (excitement and interest in humans working
a hybrid workforce? alongside increasing technology, including robots and AI,
and understanding how this can best work in a company like
yours?) How would you rate your company’s readiness for a
hybrid workforce (strategy and planning around integration
Disengaged and highly sceptical
of humans with increasing technology, including robots and
about the value of a hybrid Fully engaged and open to
workforce and their role new possibilities that a hybrid
AI, and a clear vision of how this can best work?)
/ purpose workforce brings
32% 36%
Personal readiness
Not at all ready
8%
Extremely ready
26% Not particularly
ready
23%
Partially engaged but worried
about the future of their job and
employability
32%
Company readiness
Not at all ready
Given the level of complexity and variety of problems Interestingly, when thinking about their own personal
9%
they are encountering, it’s unsurprising that only readiness as business leaders in a hybrid workforce,
Extremely ready
a quarter (26%) of business leaders regard their the findings very closely mirror attitudes towards
organisation as ‘extremely ready’ for the transition to company readiness. Once again, 26% report extreme 26%
Quite ready
a hybrid workforce. Most feel somewhat ready but readiness, whereas most think they have a good 43%
acknowledge that they have more to do over the level of understanding and focus in these changing
Not particularly
coming months and years to ensure a smooth journey workforce dynamics but acknowledge that they could
ready
to a hybrid workforce. be making improvements.
25%
Quite ready
40%
22 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 23#Human2Hybrid
Employee mindsets in regards Personal and company readiness
to the hybrid workforce for a hybrid workforce
What proportion of your workforce do you think How would you rate your personal readiness for a hybrid
is likely to fall into the following categories within workforce (excitement and interest in humans working
a hybrid workforce? alongside increasing technology, including robots and AI,
and understanding how this can best work in a company like
yours?) How would you rate your company’s readiness for a
hybrid workforce (strategy and planning around integration
Disengaged and highly sceptical
of humans with increasing technology, including robots and
about the value of a hybrid Fully engaged and open to
workforce and their role new possibilities that a hybrid
AI, and a clear vision of how this can best work?)
/ purpose workforce brings
32% 36%
Personal readiness
Not at all ready
8%
Extremely ready
26% Not particularly
ready
23%
Partially engaged but worried
about the future of their job and
employability
32%
Company readiness
Not at all ready
Given the level of complexity and variety of problems Interestingly, when thinking about their own personal
9%
they are encountering, it’s unsurprising that only readiness as business leaders in a hybrid workforce,
Extremely ready
a quarter (26%) of business leaders regard their the findings very closely mirror attitudes towards
organisation as ‘extremely ready’ for the transition to company readiness. Once again, 26% report extreme 26%
Quite ready
a hybrid workforce. Most feel somewhat ready but readiness, whereas most think they have a good 43%
acknowledge that they have more to do over the level of understanding and focus in these changing
Not particularly
coming months and years to ensure a smooth journey workforce dynamics but acknowledge that they could
ready
to a hybrid workforce. be making improvements.
25%
Quite ready
40%
22 | Challenges on the Human to Hybrid journey Challenges on the Human to Hybrid journey | 23#Human2Hybrid The benefits of a hybrid workforce Without doubt, business leaders see the overall benefits of moving towards a hybrid workforce - striving for greater operational efficiency, increased revenue, skills enhancements and better decision making. The optimal end state is one that delivers tangible benefits for both organisations, and individuals alike - and whilst the aim is transformational, achieving this balance relies on the successful implementation of a number of smaller shifts across the employee lifecycle. 24 | The benefits of a hybrid workforce The benefits of a hybrid workforce | 25
#Human2Hybrid The benefits of a hybrid workforce Without doubt, business leaders see the overall benefits of moving towards a hybrid workforce - striving for greater operational efficiency, increased revenue, skills enhancements and better decision making. The optimal end state is one that delivers tangible benefits for both organisations, and individuals alike - and whilst the aim is transformational, achieving this balance relies on the successful implementation of a number of smaller shifts across the employee lifecycle. 24 | The benefits of a hybrid workforce The benefits of a hybrid workforce | 25
#Human2Hybrid
The business benefits of Employees - the benefits of being
a hybrid workforce part of a hybrid workforce
What do you expect to see as the benefits of What do you see as the benefits that working as part of
a hybrid workforce from a business perspective? a hybrid workforce could bring you personally?
Increased operational efficiency
37% / reduced operational costs 44% Opportunity to learn new skills
More flexibility to work where
36% Increased revenue / sales 40% and how I choose
Skills enhancement / increased Would free up my time at work to focus
35% engagement amongst staff 32% on more interesting, creative tasks
Opportunity to work on greater variety
35% Speed and quality of decision making 28% of tasks / projects with different people
More time to focus on strategic Company seen as cutting-edge
33% / creative activities and innovation 28% / innovative
Good experience to improve my
33% Fresh insights and more innovation 27% employability elsewhere
Greater legal / regulatory compliance Creating a safer working
31% and safer working environment 20% environment
Good for our image Better, more personalised
30% / market reputation 18% employee experience
Enhanced customer satisfaction Reduce interpersonal issues
29% / reduced churn 17% / conflicts with managers or colleagues
28% More inclusive / diverse workforce 15% Don’t know
50 40 30 20 10 0
3% None of the above
40 35 30 25 20 15 10 5 0
Whilst on the one hand some employees have a certain
amount of resistance to change and anxiety around
the future, many can see that working with a hybrid
The transition from a Human to Hybrid workforce also
workforce will enable them to take on more creative
involves a huge number of smaller initiatives which
and fulfilling work. They recognise that technology will
can drive improvements in every area of the employee
increasingly take over many of the more mundane and
lifecycle, in a tailored and personalised way. This
repetitive administrative tasks that they undertake, and
includes attracting and retaining high quality candidates,
free them up to focus their efforts on more meaningful,
identifying and addressing skills gaps, supporting
impactful work. They welcome the idea of developing
workforce agility, promoting employee wellbeing and
their own skills in order to do this, boosting their own
creating strong cultures of learnability. Encouragingly,
development and future employability.
employees also recognise significant benefits in being
part of a hybrid workforce, believing that it will provide
increased opportunities to learn new skills, greater
flexibility, and more interesting and varied work.
26 | The benefits of a hybrid workforce The benefits of a hybrid workforce | 27#Human2Hybrid
The business benefits of Employees - the benefits of being
a hybrid workforce part of a hybrid workforce
What do you expect to see as the benefits of What do you see as the benefits that working as part of
a hybrid workforce from a business perspective? a hybrid workforce could bring you personally?
Increased operational efficiency
37% / reduced operational costs 44% Opportunity to learn new skills
More flexibility to work where
36% Increased revenue / sales 40% and how I choose
Skills enhancement / increased Would free up my time at work to focus
35% engagement amongst staff 32% on more interesting, creative tasks
Opportunity to work on greater variety
35% Speed and quality of decision making 28% of tasks / projects with different people
More time to focus on strategic Company seen as cutting-edge
33% / creative activities and innovation 28% / innovative
Good experience to improve my
33% Fresh insights and more innovation 27% employability elsewhere
Greater legal / regulatory compliance Creating a safer working
31% and safer working environment 20% environment
Good for our image Better, more personalised
30% / market reputation 18% employee experience
Enhanced customer satisfaction Reduce interpersonal issues
29% / reduced churn 17% / conflicts with managers or colleagues
28% More inclusive / diverse workforce 15% Don’t know
50 40 30 20 10 0
3% None of the above
40 35 30 25 20 15 10 5 0
Whilst on the one hand some employees have a certain
amount of resistance to change and anxiety around
the future, many can see that working with a hybrid
The transition from a Human to Hybrid workforce also
workforce will enable them to take on more creative
involves a huge number of smaller initiatives which
and fulfilling work. They recognise that technology will
can drive improvements in every area of the employee
increasingly take over many of the more mundane and
lifecycle, in a tailored and personalised way. This
repetitive administrative tasks that they undertake, and
includes attracting and retaining high quality candidates,
free them up to focus their efforts on more meaningful,
identifying and addressing skills gaps, supporting
impactful work. They welcome the idea of developing
workforce agility, promoting employee wellbeing and
their own skills in order to do this, boosting their own
creating strong cultures of learnability. Encouragingly,
development and future employability.
employees also recognise significant benefits in being
part of a hybrid workforce, believing that it will provide
increased opportunities to learn new skills, greater
flexibility, and more interesting and varied work.
26 | The benefits of a hybrid workforce The benefits of a hybrid workforce | 27#Human2Hybrid
The three
levers of the
Human to
Hybrid shift
Evidently the Human to Hybrid transition is extremely
challenging and there are no easy answers. However,
business leaders are in agreement that efforts to
move from a traditional workforce model to a hybrid 88% of business leaders
workforce must focus around three key levers:
Digital (technology capability); Data (workforce believe that they need to
insights); and People (skills, culture and leadership).
focus on digital, data and
Interestingly, whilst digital, data and people are
identified as important strategic levers to build and people in the transition
benefit from a sustainable hybrid workforce, initiatives
in these areas are enjoying varying degrees of success. from a human to hybrid
Business leaders feel that they are making significantly
more progress when it comes to digital (and digital workforce. These
transformation) than they are in the other two areas,
particularly data, where 45% of business leaders levers are set to deliver
acknowledge they have made the least progress.
better experiences and
outcomes for employees,
which in turn will drive
better performances and
outcomes for businesses.
28 | The three levers of the Human to Hybrid shift The three levers of the Human to Hybrid shift | 29#Human2Hybrid
The three
levers of the
Human to
Hybrid shift
Evidently the Human to Hybrid transition is extremely
challenging and there are no easy answers. However,
business leaders are in agreement that efforts to
move from a traditional workforce model to a hybrid 88% of business leaders
workforce must focus around three key levers:
Digital (technology capability); Data (workforce believe that they need to
insights); and People (skills, culture and leadership).
focus on digital, data and
Interestingly, whilst digital, data and people are
identified as important strategic levers to build and people in the transition
benefit from a sustainable hybrid workforce, initiatives
in these areas are enjoying varying degrees of success. from a human to hybrid
Business leaders feel that they are making significantly
more progress when it comes to digital (and digital workforce. These
transformation) than they are in the other two areas,
particularly data, where 45% of business leaders levers are set to deliver
acknowledge they have made the least progress.
better experiences and
outcomes for employees,
which in turn will drive
better performances and
outcomes for businesses.
28 | The three levers of the Human to Hybrid shift The three levers of the Human to Hybrid shift | 29#Human2Hybrid
The Three Levers of
Human to Hybrid
In which area of the Human to Hybrid transition
have you made the most progress to date?
Most progress 2nd most Least progress
DIGITAL 46% 29% 26%
(technical capability)
DATA 27% 27% 45%
(workforce insights)
PEOPLE 27% 44% 29%
(skills, culture, leadership)
*Figures may sometimes sum to 99% or 101% due to rounding.
30 | The three levers of the Human to Hybrid shift The three levers of the Human to Hybrid shift | 31#Human2Hybrid
The Three Levers of
Human to Hybrid
In which area of the Human to Hybrid transition
have you made the most progress to date?
Most progress 2nd most Least progress
DIGITAL 46% 29% 26%
(technical capability)
DATA 27% 27% 45%
(workforce insights)
PEOPLE 27% 44% 29%
(skills, culture, leadership)
*Figures may sometimes sum to 99% or 101% due to rounding.
30 | The three levers of the Human to Hybrid shift The three levers of the Human to Hybrid shift | 31You can also read
