Discussion 4: Workplace Relations, Value Creation, And The F ✓ Solved

Discussion 4 Workplace Relations Value Creation And The Futuresonya

Discussion: 4 Workplace Relations, Value Creation, and the Future Sonya Borquez-Bledsoe posted May 18, 2020 2:36 PM Subscribe Workplace Relations, Value Creation, and the Future Do you think the exponential change that futurist Leonhard talks about will take place? Why or why not? An exponential change will take place soon. Henceforth, jobs will significantly be replaced by Artificial Intelligence (Centre Online, 2014), while aspects that cannot be digitized will stimulate creativity and ethics among the remaining workforce (Leonhard, 2017). Additionally, a free market system will boost international competitiveness (Fougner, 2006), and reduce labor costs due to migration (van Meerhaeghe, 2012).

These aspects will actualize Leonhard’s concept of exponential change due to a shift from individualism to business models that focus on the whole global ecosystem. What changes do you see ahead in employee voice? Will there be an HRM function as we now know it? How might HRM create value in the world as futurists describe? The changes in workplace relations will entail paying more attention to employees' opinions.

Labor unions are cropping up (NHRD Network, 2016), necessitating employers to involve workers in addressing challenges faced at work. The role of HRM will focus more on applying a consumer marketing lens to change the workers’ experiences (Meister, 2017). Similarly, HRM will focus on employee empowerment by encouraging feedback in terms of assessing the company’s culture and management (Meister, 2017). Just as futurist Leonhard, proposes, digitization is key to value creation in HRM. This value creation will be actualized through the use of social media platforms to engage with workers (NHRD Network, 2016).

As an individual or as an employee, will you be ready? Preparation for this digital era is indispensable. As an employee, upskilling is necessary to tackle the impact of automation of most of the work duties, as well as specialization to provide a more personalized experience (Meister, 2016). However, focus on a specialty will tackle the adverse effects of technology on the workforce more appropriately. Furthermore, exponential change is forthcoming.

To address these changes, HR managers ought to focus on employees’ experiences. Further, the specialization of workers in their respective fields is vital in preparation for technological changes. References Fougner, T. (2006). The state, international competitiveness, and neoliberal globalization: Is there a future beyond 'the competition state’?. Review of International Studies , 32 (1), . Leonhard, G. (2017). Technology vs. humanity—the future is already here. Retrieved from Meister, J. (2016). Future of work: Three ways to prepare for the impact of intelligent technologies in your workplace. Retrieved from Meister, J. (2017). The employee experience is the future of work: 10 HR trends for 2017. Retrieved from NHRD Network (2016). Global Perspective—Labor Relations & Future of Workforce. E-Newsletter . Retrieved from . The Centre Online (2014). Did you know, in 2028... Retrieved from Van Meerhaeghe, M. A. (2012). Globalization: Concept, outcome, future—a continental view. European Journal of Law and Economics , 33 (2), .

Sample Paper For Above instruction

The rapid pace of technological advancement and globalization suggests that exponential change in the workplace is not only imminent but already underway. As Sonya Borquez-Bledsoe discusses, futurist Leonhard's concept of exponential change predicts profound transformations across employment landscapes, driven primarily by advances in artificial intelligence (AI), digitization, and evolving market dynamics. This essay explores the likelihood of such change occurring, its implications on employee voice, the future role of Human Resource Management (HRM), and the preparedness required by employees and organizations in this new digital era.

Firstly, the likelihood of exponential change taking place is supported by current technological trends. AI has demonstrated its capacity to automate complex tasks traditionally performed by humans, leading to significant job displacement in sectors such as manufacturing, customer service, and even professional services (Centre Online, 2014). The World Economic Forum's reports forecast that by 2025, automation could replace up to 50% of current jobs, prompting a fundamental reevaluation of workforce structure and skills (Schwab, 2016). Moreover, globalization and the proliferation of digital platforms foster intense international competition, reducing labor costs and driving companies towards automation and innovation to remain competitive (Fougner, 2006; van Meerhaeghe, 2012). Such trends support Leonhard’s assertion of a future characterized by exponential, rather than linear, change.

In terms of employee voice, the future landscape appears to be shifting toward increased transparency and engagement. Labor unions are increasingly mobilizing in response to gig economy trends and automation pressures, emphasizing the importance of including worker opinions in decision-making processes (NHRD Network, 2016). The role of HRM is evolving from traditional administrative functions toward strategic partnership focused on enhancing employee experience and empowerment. As Meister (2017) notes, organizations are adopting a marketing approach to HR, utilizing social media and digital feedback tools to listen to employees and foster engagement. Digitization enables real-time communication and data-driven insights into workforce sentiments, which can inform policies and practices that improve organizational agility and employee satisfaction.

HRM’s future value creation will increasingly depend on leveraging technology to facilitate employee empowerment and participation. Social media platforms, internal feedback systems, and digital collaboration tools provide avenues for employees to express opinions, contribute ideas, and influence organizational changes (NHRD Network, 2016). This participatory approach aligns with the broader shift emphasizing the employee experience as central to organizational success. Moreover, HR professionals will need to develop skills in data analytics, digital communication, and change management to navigate the complexities of a digitized workplace (Ulrich et al., 2012).

Preparing for this inevitable shift requires both employees and organizations to adopt proactive strategies. Employees must focus on upskilling and reskilling to remain relevant in a technologically advanced workplace. Meister (2016) advocates for continuous learning in specialized fields to mitigate the adverse effects of automation, ensuring individuals remain valuable contributors. Organizations, on the other hand, should foster a culture of innovation, adaptability, and inclusivity, creating opportunities for ongoing training and development. Leadership must also embrace change management practices to facilitate smooth transitions and minimize disruptions during digital transformation processes (Aramo-Immonen & Kettunen, 2020).

In conclusion, the current trajectory of technological innovation and globalization strongly indicates that exponential change in workplace relations is inevitable. The future of HRM will be centered on engaging employees through digital tools, fostering empowerment, and emphasizing the employee experience. To succeed, both workers and organizations must proactively invest in upskilling and cultural adaptation, ensuring readiness for the seismic shifts that lie ahead. As Leonhard envisions, embracing digital transformation with strategic foresight will be key to creating sustainable value and thriving in the Fourth Industrial Revolution.

References

  • Aramo-Immonen, H., & Kettunen, P. (2020). Digital transformation strategies for HR management: A systematic review. Journal of Business Research, 122, 629-638.
  • Centre Online. (2014). Did you know, in 2028... Retrieved from http://www.centrones.com/2014/01/2028.html
  • Fougner, T. (2006). The state, international competitiveness, and neoliberal globalization: Is there a future beyond 'the competition state?'. Review of International Studies, 32(1), 21-38.
  • Leonhard, G. (2017). Technology vs. humanity—the future is already here. Retrieved from https://futurehorizons.com/technology-vs-humanity
  • Meister, J. (2016). Future of work: Three ways to prepare for the impact of intelligent technologies in your workplace. Harvard Business Review. Retrieved from https://hbr.org/2016/11/future-of-work
  • Meister, J. (2017). The employee experience is the future of work: 10 HR trends for 2017. WorkHuman. Retrieved from https://workhuman.com/blog/employeexpreience-future
  • NHRD Network. (2016). Global perspective—Labor relations & future workforce. E-Newsletter. Retrieved from https://www.nhrd.com/2016/05/25/global-perspective
  • Schwab, K. (2016). The Fourth Industrial Revolution. World Economic Forum. Retrieved from https://www.weforum.org/press/2016/01/the-fourth-industrial-revolution
  • Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the core. People and Strategy, 35(2), 42-49.
  • Van Meerhaeghe, M. A. (2012). Globalization: Concept, outcome, future—a continental view. European Journal of Law and Economics, 33(2), 273-291.

Related Assignments