Discussion 4: Workplace Relations, Value Creation, An 719698
Discussion 4 Workplace Relations Value Creation And The Futuresonya
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.
Paper For Above instruction
The rapid pace of technological advancement, especially exemplified by artificial intelligence (AI) and digital transformation, is reshaping workplace relations and the future of work. The concept of exponential change, as discussed by futurist Gerd Leonhard and other scholars, suggests that these shifts will accelerate in the coming years, profoundly affecting employment patterns, employee engagement, and human resource management (HRM) strategies. This essay explores whether such exponential change will indeed occur, how workplace relations might evolve, including the role of employee voice and HRM, and emphasizes the importance of preparing individuals and organizations for a future driven by technological innovation.
Will Exponential Change Take Place?
The hypothesis that exponential change is imminent is supported by current trends in technological development, economic globalization, and increasing automation. Leonhard (2017) argues that digital technologies are progressing at an unprecedented rate, heralding a future where AI replaces many routine and manual jobs. This prediction is reinforced by reports from Centre Online (2014), which forecast widespread automation by 2028, leading to significant displacement of human labor in various sectors. The integration of AI solutions in manufacturing, logistics, and administrative functions corroborates this view, culminating in a transformation of traditional employment structures.
Furthermore, globalization and free-market policies foster competitive dynamics that encourage innovation and efficiency, often at the expense of job security. Scholars like Fougner (2006) and van Meerhaeghe (2012) highlight how globalization and migration can lead to a reduction in labor costs and increased economic competitiveness, further incentivizing the adoption of automation and digitization. As such, these external factors are likely to accelerate the trend toward exponential change, as organizations seek to remain competitive on a global stage.
Implications for Workplace Relations and Employee Voice
The evolution of workplace relations in this environment underscores a shift towards more inclusive and participative practices. As labor unions and worker advocacy groups are re-emerging (NHRD Network, 2016), organizations must recognize the importance of involving employees in decision-making processes to foster engagement and adaptability. The traditional employer-employee hierarchy is giving way to a more dynamic and reciprocal relationship, facilitated by digital platforms and social media—tools that allow workers to voice opinions more freely (Meister, 2017).
HRM functions are expected to transform significantly. Instead of administrative or transactional roles, HR professionals will act more as strategists and facilitators, applying a consumer marketing approach to enhance employee experiences (Meister, 2017). Digital engagement, data analytics, and social media will serve as channels for real-time feedback and relationship building. Empowering employees through feedback mechanisms and participative platforms will become central to HRM, supplementing traditional practices with new technologies aimed at fostering a supportive and adaptable organizational culture.
Preparing for the Future Workforce
Individuals must recognize the necessity of continuous learning and skills development to stay relevant in this fast-changing environment. Upskilling and reskilling will be crucial for employees to adapt to automation and AI integration—areas where specificity and specialized expertise will provide a competitive advantage (Meister, 2016). For example, workers with niche skills in data analysis, digital literacy, or ethical AI management will be better positioned to navigate technological disruptions.
Furthermore, the focus on personalization and employee-centered HRM strategies will demand that organizations invest in developing a positive work culture and participation platforms. This involves fostering transparency, trust, and empowerment to ensure employees feel valued and engaged in shaping their work environment.
Conclusion
The case for exponential change occurring soon is compelling, driven by technological, economic, and social factors. As workplace relations evolve in response, HRM must adapt by fostering inclusive communication channels, emphasizing employee empowerment, and leveraging digital tools for value creation. Preparing individuals through continuous education and specialization will be essential in maintaining relevance amidst automation. Ultimately, organizations that proactively embrace these changes can create resilient, innovative, and engaged workforces prepared for the future.
References
- Centre Online. (2014). Did you know, in 2028... Retrieved from https://www.centreforfuture.org/2028
- Fougner, T. (2006). The state, international competitiveness, and neoliberal globalization: Is there a future beyond 'the competition state’? Review of International Studies, 32(1), 3-22.
- Leonhard, G. (2017). Technology vs. humanity—the future is already here. Retrieved from https://www.leonhard.com/future-humanity
- Meister, J. (2016). Future of work: Three ways to prepare for the impact of intelligent technologies in your workplace. Workology. Retrieved from https://www.workology.com/future-work-smart-technologies
- Meister, J. (2017). The employee experience is the future of work: 10 HR trends for 2017. HR Technologist. Retrieved from https://www.hrtechnologist.com/articles/employee-experience HR trends/
- NHRD Network. (2016). Global perspective—Labor relations & future of workforce. E-Newsletter. Retrieved from https://www.nhrdnetwork.co/industries/labor-relations
- van Meerhaeghe, M. A. (2012). Globalization: Concept, outcome, future—a continental view. European Journal of Law and Economics, 33(2), 269-283.