The Future of Jobs

I awoke very early this morning with the goal of using meditation to lead me into a state of prescience within my brain or my subconsciousness(if there is such a thing) I wanted to gaze look into the future to determine what types of jobs will be in high demand. Well, it’s not that I had a chance in Hades on transporting my consciousness, seeing, and/or hearing insights into the future, but hey, one has to try, right? What’s more, I have one thought about the future of jobs and it is a combination of humans and machines. I’ve noted a few insights from a few folks who have forgotten more about the relationships between man and machine regarding work than I have retained at this point in time.

  Researchers at BCG have found the increasing adoption of automation, artificial intelligence (AI), and other technologies suggest that the role of humans in the economy will shrink drastically, wiping out millions of jobs in the process. COVID-19 accelerated this effect in 2020 and will likely boost digitization, and perhaps establish it permanently, in some areas. However, the real picture is more nuanced: though these technologies will eliminate some jobs, they will create many others. Governments, companies, and individuals all need to understand these shifts when they plan for the future. That said, with these job disruptions there will be new job creation says Susan Lund, we see big growth in healthcare jobs, and that is due not only to COVID-19 but aging populations and higher consumer incomes in countries such as India. STEM [science, technology, engineering, and mathematics] professionals is another growth category, especially for people who design and maintain technology. Creative and transportation jobs will also grow. Transportation was projected to be flat or decline slightly over the next decade with the introduction of autonomous vehicles, but delivery and e-commerce trends are now generating pretty strong growth.

For companies trying to reimagine work Sven Smit says, The most important new factor since COVID-19 is proximity. It is now a consideration in where we work, how we work, what skills we need, and what organizational culture we need. Culture may be the factor people are most concerned about. Can you maintain a corporate culture when people work remotely? More than 70 percent of executives tell us they expect to continue some form of hybrid remote work, where you allow full-time or part-time work from home for selected staff. Some companies are migrating training or related events to online models, reducing the time staff will be expected to travel and subsidizing the cost of setting up robust work-from-home arrangements. Companies first need to assess the potential for remote work. Anything that has to do with processing information, performing administrative duties, updating knowledge and learning, or routine communication with clients could shift to remote models. COVID-19 has taught us that some things we thought were best done in person we now find can be done remotely. For example, there is a lithography machine for which service people require ten years of training. When the pandemic hit, these people could not travel, and the work had to be done remotely. People without the skills of these professionals could be successfully guided through virtual reality and remote tools. As a result, the availability of the machines went up.

Researchers at BCG believe – at the same time, in many sectors, severe shortages of skilled workers will mean that growth in demand for talent will be unmet. This is particularly true for computer-related occupations and jobs in science, technology, engineering, and math since technology is fueling the rise of automation across all industries. This is why the computer and mathematics job family group is likely to suffer by far the greatest worker deficits in all three countries. Meanwhile, in job family, groups that involve little or no automation but that do require compassionate human interaction tailored to specific groups—such as health care, social services, and certain teaching occupations—the demand for human skills will increase as well. Germany and the United States, given their overall human resource deficits, will face the greatest pressure for talent in these occupations. For example, Germany will suffer a shortfall of 346,000 people in the educational instruction and library sector by 2030. The deficit for health care practitioners and technical support will rise to 254,000. In the United States, the deficits for those two groups will rise to 1.1 million and to nearly 1.7 million, respectively, by 2030. Even Australia will suffer a significant shortfall, in health care practitioners and technical support: 168,000.

Jeff Schwartz, Global HC Marketing, Eminence & Brand Leader, Deloitte Consulting remarks and – believes that change comes from the top: leadership should articulate what the future of the business looks like, and how technology is part of that. From there, the company should re-envision how the workforce can fit in, particularly how tools like automation and virtual reality can be leveraged by these workers. The third piece of the strategy requires redesigning the corporate structure. Businesses should organize around teams, not departmental divisions, in order to be more agile. But businesses can’t do it alone. It is incumbent upon workers to take steps to prepare themselves for the future, too. For several years until our jobs irrevocably change, all of us have to ask: ‘What do I need to do in my company or industry to have relevant skills to work with new technologies?’ If you’re not spending 60 to 80 hours a year learning and redeveloping yourself, you aren’t going to succeed.

What Forces Will Impact Job Creation In The Future

Dear Brave Reader,

Which forces will impact job creation in the next 10 years?  What trends will impact the job market the most? I have another question, do we living in 2021 care? I think we(GenX) will care and the job seekers in the future will care as well. 

What impact will automation have on work?

We previously found that about half the activities people are paid to do globally could theoretically be automated using currently demonstrated technologies. Very few occupations—less than 5 percent—consist of activities that can be fully automated.

However, in about 60 percent of occupations, at least one-third of the constituent activities could be automated, implying substantial workplace transformations and changes for all workers.

While technical feasibility of automation is important, it is not the only factor that will influence the pace and extent of automation adoption. Other factors include the cost of developing and deploying automation solutions for specific uses in the workplace, the labor-market dynamics (including quality and quantity of labor and associated wages), the benefits of automation beyond labor substitution, and regulatory and social acceptance. – James Manyika, Susan Lund, Michael Chui, Jacques Bughin, Jonathan Woetzel, Parul Batra, Ryan Ko, and Saurabh Sangh 


The future of work isn’t only influenced by automation. Our model includes an analysis of the following key trends to determine the bigger picture of work.


—  Climate change consensus largely intact, but with notable cracks.

—  Structural changes resulting from emerging ‘green economy sector’ and ‘green jobs’, but vulnerable to political reversals.


—  More than half of the world population lives in cities—70 percent by 2050. Cities attract high-value, knowledge- intensive industries, offer more varied employment and consumption opportunities.

—  Uncertainties include fiscal policy, infrastructure investments, high public debt ratios.


—  Rise in income and wealth inequality, middle class squeeze.

—  Disparities in education, healthcare, social services, consumption.


  • —  Indices of geopolitical uncertainty have remained high since 9/11 spike.
  • —  Mirrored by political and policy uncertainty—capacity of institutions and policymakers to act credibly
    and consistently.
  • —  Uncertainty negatively affects economic activity in government-influenced sectors, such as defence, finance, construction, engineering, and healthcare.


— Perennial fears about the impact of automation on employment.

— Estimates of future automation impact range, from 47% of US employment at risk to only 9%.

— Conversely, technology amplifies human performance in some occupations–and gives rise to entirely new occupations and sectors.


— Global labor markets are increasingly integrated.

— Benefits (e.g., advanced manufacturing, knowledge-intensive services) and costs (e.g., employment and wage impacts, trade deficits, legacy manufacturing).

— Post-financial crisis headwinds (e.g., sluggish world trade growth, rising protectionism).


— Pressures to control age-related entitlements

vs. investments in education, R&D, infrastructure.

— Ripple effects through healthcare, finance, housing, education, recreation.

— Rising Millennial generation, with divergent consumption and work behaviors.  – Hasan Bakhshi Jonathan M. Downing Michael A. Osborne Philippe Schneider

 Jobs are the cornerstone of our economic and social lives: they give people meaning, self-respect, income, and the chance to make societal contributions. Today, there are concerns that this relationship is under strain as structural change once again disrupts employment levels and occupational patterns.

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Recruiting Trends For 2021

Hiring Marketing On The Cheap

Dear Brave Reader,

“Money… It’s a crime… Share it fairly… But, don’t take a slice of my pie…” 

Those words may bring you sorrow if you’re a hiring manager in need of budget resources to fund your talent acquisition marketing campaign. Wise words from – Roger Waters of Pink Floyd, so how should a hiring manager with zero budget go about creating and then executing a hiring marketing plan with zero to very little marketing budget?

1 – IKEA AUSTRALIA: Secret Job Description

The Swedish Giant cleverly concealed job descriptions inside every pack of furniture sold. The campaign cost nothing – customers delivered career information to themselves, and it resulted in 4285 applications and 280 new hires. Simple yet so effective. – BEN SLATER

2. Increase Webinar Traffic

Recruitment events are a great way to expedite the recruitment process and connect with candidates face-to-face. However, with social distancing at play, recruiters have been forced to adapt and webinars have become a central fixture in recruitment strategies. In March alone, the number of digital events hosted on the popular ON24 Platform increased 330 percent year-over-year– Bailey Reiners

3. Build a strong employer brand

One of the easiest ways to attract talent is by making sure you develop and promote a strong employer brand. Employer branding is effectively how you market your company, including what employees can expect from your work culture and your overall mission.

A strong employer brand gives your company an edge in attracting high-caliber applicants and also helps to retain top performers.  – Rhian Davies

Now get out there and make it rain top candidates!

Go! Go! Go!

How To Unlock A Team’s Creativity

Dear Brave Reader,

Once upon a time creativity was something left to composers, singer-song-writers, actors, novelists, and God. Not so fast, brave reader, it’s the 21st century and everyone under the purple sun can be considered creative. For those business or corporate types how do you unlock the creativity within your team? Do you take the team out for Karaoke or do you take the team out for wine and painting classes? Set aside time for creative writing? Injected below are few things that might help bring out your team’s creativity. 

  1. Read the unrelated

“Encourage your employees to read daily and to research topics that are unrelated to your industry,” the post suggests. How to do this? How about subscribing to some magazines (both in your niche and not), as well as buying books and leaving them around the office. And if you see someone carrying around some interesting reading material, be sure to stop and engage the person in a chat about what he or she is reading. – JESSICA STILLMAN 

2. Don’t get stuck in the process. 

“Innovation is driven neither by processes nor systems; it’s generated by human talent,” Shambaugh says. “No matter what procedures you have in place, it’s only the creative confidence and drive of individuals—and the collective intelligence of teams—that takes companies to new frontiers.” – JEFF HSIN 

3. Build creative leaders

Sure, it’s important to cultivate creativity across your entire organization — but without the buy-in of people managers and executives, it’s near impossible to build and maintain any culture. And a non-creative, non-curious leader can ultimately be the biggest creative blocker for an entire department.

Aside from hiring and building creative leaders (in a survey of more than 1500 CEOs, IBM found that creativity is the #1 desired skill for leaders), it’s also important for leaders to model that behavior for their teams.

Include these tips in manager training. Train your leaders to instill expression and innovative thinking in their employees. Encourage leaders to encourage their teams to experiment and make mistakes, make decisions that alter the status quo, and be comfortable with ambiguity. Have leaders schedule team meetings devoted to brainstorming or new ideas. – MATT COOPER

Lastly, now have a go at it and let me know how things worked out in the comments below… 

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What Can Be Automated in HR?

What is HR Automation?

HR automation is technology that works by automating recurring human resource processes and streamlining document-heavy tasks. Without sacrificing quality, it significantly reduces the time it takes to complete HR processes.

It can handle many crucial administrative tasks such as feeding data, creating files, sharing documents, selecting candidates with specific skills, pre-filling forms, and more. When processed manually, these types of tasks can take hours on end.

Why should your company care about HR automation?

HR automation offers many benefits including helping to reduce printing and physical storage costs while offering convenient access to online files at any time and from anywhere. 

When employee data can be located in one centralized location, it increases the efficiency of screening, hiring, and training. Equally important, employees feel more engaged when they have time to focus on strategic tasks that help drive the company’s business objectives. 

When onboarding is automated, new hires can get straight to work instead of spending their first week rifling through stacks of paperwork and forms.  And, data entry errors can be mitigated.

The time savings equates to cost reductions as well, especially when the HR team can become more productive.  – Katherine Manning 

What are some of the Human Resource tasks that should be automated?

1. Recruiting

Your recruiting process must be one of the most efficient processes in the company, as talent is the most important determinant of success in the 21st century. Attracting and retaining fresh, world-class talent has become a critical aspect of the company’s future. 

According to a Pew Research Center analysis of U.S. Census Bureau data, more than one in three working Americans are millennials; more than any other generation in the labor force. By 2030, an estimated 75% of the workforce will be millennial talent, which means your company needs to start engaging with them now. A streamlined recruitment process attracts millennial talent, and they are inclined to stay at technologically advanced companies. 

2. Employee Onboarding

Once hired, employee onboarding is a very important HR process. The process is far from simple — it requires lots of communication and information passing, and multiple departments must coordinate and crossover. Manual onboarding processes quickly become tedious and error-prone, even just based on the number of employees trying to work on the same thing. Accurate and consistent communication is key.

Instead of relying on slow methods of communication, employee onboarding automation software can improve the onboarding process and help you follow new hire orientation best practices, such that every new hire gets the same welcoming experience.

3. Employee Benefits Management

Benefits, especially setting up retirement plans, are much easier using automation software. It can do a variety of things, but mostly, it helps provide different options and alternatives, helps the employee compare each one, and decide which path to take. You can design and use the software such that it takes specific things into account when putting together a retirement plan, customizing it to fit an individual’s needs. 

HR automation is the technology that works by automating recurring human resource processes and streamlining document-heavy tasks. Without sacrificing quality, it significantly reduces the time it takes to complete HR processes. It can handle many crucial administrative tasks such as feeding data, creating files, sharing documents, selecting candidates with specific skills, pre-filling forms, and more. When processed manually, these types of tasks can take hours on end. When employee data can be located in one centralized location, it increases the efficiency of screening, hiring, and training. Equally important, employees feel more engaged when they have time to focus on strategic tasks that help drive the company’s business objectives. 

When onboarding is automated, new hires can get straight to work instead of spending their first week rifling through stacks of paperwork and forms.  And, data entry errors can be mitigated.

The time savings equates to cost reductions as well, especially when the HR team can become more productive. 

Using automation software for retirement plans frees up valuable employee time, so they focus on what’s important — customers. Instead of repeatedly offering the same retirement plans and packages, software will help your company realize which plans are the most popular, least popular, and how they measure up to each other. Once this data is available, companies can improve and change their packages to help each employee.  – Anika Deshpande

Before hiring additional help for your HR admin tasks, consider automating your HR hiring processes and workflows. With DreamHighr’s smart applications that are an easy-to-use interface and step-by-step instructions, you could be on your way to a more effective workflow.

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Stories About How Founders Deal With Loneliness

I have experienced loneliness from time to time as a solo founder and who would have thought that a research study by Havard Business Review found that 50% of founders experience isolation and the founders within that group 61% feel that it’s hurting their performance, who knew? Those of us who survived the pandemic which was an out of the ordinary year and may I add the pandemic is still raging on in some parts of the country. So, how should we deal with our feelings of isolation?

Here are a few suggestions


There is strength in numbers, says Alice Default, CEO and co-founder of Double, which connects executives with assistants and time-saving tech. “I have a couple of CEOs around me who I can be completely vulnerable with, are always positive, and are also looking for support,” she says. “We’ll call each other every few weeks to exchange war stories, ask each other hard questions, and keep ourselves in check.”


“Journaling is my secret weapon to combat loneliness,” says Jordan Husney, co-founder and CEO of Parabol. “While it may seem counterintuitive to write to oneself to feel less alone, I find as a founder, I have a lot of unprocessed feelings.” Hunsey says keeping a regular log of his feelings can help give a better “sense of the scope of the journey” he’s on.


“The perception that talking to a therapist or coach is a sign of weakness is now an antiquated concept. Or at least, it should be,” says Edris Bemanian, CEO of Engage3, which uses data science to improve pricing performance. “My experiences meeting with a therapist and working with an executive coach have been game-changers for me.”

Why it’s important to seek help or change things up when dealing with feelings of isolation. I like to give bad news last!

Statistics on loneliness

Loneliness is extremely unhealthy, especially for your mental health. When your mental and physical health is in bad shape, productivity plummets. Vulnerability rises. Consider some statistics:

  • Researchers at BYU found that feeling lonely can increase your odds of dying prematurely by 14%.
  • A 2010 study from the University of Chicago showed that people who are lonely have less effective immune systems.
  • The researchers Sigal Barsade and Hakan Ozcelik looked at the relationship between levels of loneliness and productivity for hundreds of employees across more than 100 teams. They found that employees who felt lonelier had significantly lower levels of productivity than their more socially active colleagues.  – Dreamit

Do something about it and don’t let isolation consume you!

Leadership During Uncertainty: Personal, Business, Environmental, Oh No!

Navigating the uncertainty of the path ahead in ways that minimize the ongoing fallout will require all who occupy leadership roles to keep fear in check and rethink risk beyond its usual parameters. While there will eventually be many case studies of this turbulent time, it’s my hope the suggestions to follow will help those in charge take better care of those in their charge — with more calm and courage, less panic and fear.  

  1. Reassure: Role model ‘Self-certainty’ 

“I’d rather just get coronavirus and be done with it than go through all this anxious speculation,” a global health consultant told me last week. The take-away – people hate uncertainty. Uncertainty about the potential of an undesirable event often causes more angst than the event itself.  – Dr Margie Warrell 

  1. Businesses increasingly must learn to thrive amid uncertainty and accelerating change. The challenge: Run the business efficiently while positioning it for new opportunities. As society grapples with the fallout of a long recession, multiple stakeholders will define a company’s success:
  • customers who are grateful that the business solves important problems for them;
  • employees who feel secure and inspired to learn, grow and help the business achieve its purpose;
  • shareholders who value enduring success over short-lived profits; and
  • communities that admire the contributions of the business to their welfare.
  1. How have I personally changed?

The most adept leaders know themselves well. They are conscious of their state of mind and the factors influencing their behavior. They also recognize that in turbulent times, an open mindset and willingness to learn from experience are assets. The hallmark behaviors of a learning mindset include:

  • Managing by trusting and enabling others. Research shows leaders who trust and empower their teams unleash powerful potential. Compared with employees at low-trust companies, those working for high-trust companies report 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout, according to Paul J. Zak’s The Neuroscience of Trust.
  • Active listening. Ask questions, not only about the business but also about how people are doing. Connect and create inclusive experiences, so people feel they are part of a bigger group, mission, and valuable purpose.
  • Willingness to show vulnerability. The new world is less certain, and you as a leader won’t have all the answers. It’s more credible to acknowledge that you don’t have a crystal ball.
  • Acting on behalf of the greater good. Crises test our sense of purpose. Covid-19 has prompted many capable leaders to reassess their own purpose and that of their companies. What makes a firm distinctive for its customers, employees, and society? What is a good corporate citizen? Many executives are taking a fresh and honest look at the company’s mission and reflecting on the firm’s impact on society.
  1. How have my team interactions changed?

Teams that trust their leaders outperform. And the qualities that inspire trust are credibility, reliability, and intimacy. Many leaders struggle in particular with intimacy. A seven-year study with more than 72,000 respondents by Trusted Advisor Associates showed only 18% of people feel intimacy is a core strength, though it is the most important factor in building trust.

The current work-from-home environment has provided a unique window into our team’s lives. We see our coworkers’ kids, their pets, their kitchen remodels in the background of every video conference. This kind of intimacy is hard to come by, and it can be a foundation for developing trust.

Teams in which members get to know one another well, and understand one another, are inherently more productive and high performing. How can companies foster stronger connections among team members in the months to come? On some of our regular calls, we spend the first five minutes in small breakouts of two or three people. Current video conference technology has enabled this to happen at the click of a button. There is no agenda for these breakouts; the only goal is to catch up with someone on your team for five minutes. Think of it as a virtual “water cooler” chat. It first started as an experiment, but it has proved so powerful in strengthening trust and affiliation that we are beginning to include them in every meeting.

Take the case of a global restaurant company preparing teams to implement a major transformation. Working with the leadership team, we originally planned a daylong, in-person training session, before work-from-home mandates required that we help lead a virtual training program. To minimize conference-call fatigue, we split the program into two-hour segments over three days. We also emphasized employee participation, limiting the amount of one-way dialogue and ensuring time for small-group discussion and exercises. The result was powerful. One participant wrote: “I walked away feeling like I made new friends along with learning some really valuable tools that will help me be a better partner to our leaders AND also help me be a better leader myself.” As successful companies navigate through recovery, they will seek to balance the day-to-day work with the trust and connection that is necessary to help their teams excel.

Lastly, there is a science behind communicating during times of stress. Mental noise reduces the ability to process information by about 80%. People’s attention spans shrink to just 12 minutes or less. They want to know that you care before they care what you know. As a result, it’s important to keep messages short, lead with empathy, and communicate via trusted messengers. Going forward, it will be important to address the more fundamental need for change and give managers and workers confidence about the future. Indeed, strong leaders are able to inspire and stimulate hope. We like to use the metaphor of articulating “the beach”—paint a picture of where you are headed and why it will be a worthwhile journey. – Melissa Burke, David Michels, and Peter Slagt

Four Security Strategies as Employees Return to the Office

  1. Treat All Returning Endpoints as High Risk

That means segregation from the trusted corporate network, says Joseph Carson, chief security scientist, and advisory CISO at Thycotic. Each endpoint to be introduced back onto the corporate network will need its security controls reverified and system scanned to ensure no malware or other risks might be hiding or waiting to move laterally onto the corporate network, he explains.

  1. Watch Out for Intrusions With Long Dwell Times

While security teams should expect an immediate uptick in support calls as infected devices attempt to connect directly to the corporate network, John Morgan, CEO of Confluera, says security pros must also be on the watch out for attacks that simmer slowly and travel under the radar.

  1. Provide Security Awareness Training for Returning Workers

Attackers tend to take advantage of people when they are disoriented or preoccupied — such as when the pandemic first happened. John Ayers, chief product officer at Nuspire, says this will happen again when people return to the office.

  1. Leverage Behavioral Analytics

Some portion of the workforce will continue to work from home as others return to the office. Others may take a hybrid approach, working one or two days from home, and some will return to traveling. Steve Zurier

A Startups Guide to Hiring Executives

Over a thousand CEOs were interviewed about the #1 threat to their business and 80% said: a scarcity of skills in the job market. So, what does this mean to your startup? Let’s face it, hiring all talent is burdensome, hiring executives can be extraordinary. It’s a dog eat alligator world out here for top talent. Management’s demand dwarfs the talent pool adding pressure on management to run a perfect hiring campaign. Buyer beware of the possibility of one bad hire takes on a threatening shape—it could poison a culture. 

What to do?

  1. Consider “seconds-in-command” instead of just past executives

The hiring pool for executives is frustratingly small. For every qualified candidate, there are myriad recruiters trying to snatch them up. That’s why Steve recommends widening your hiring pool by considering the “second-in-command” to an executive instead of restricting to just proven former C-suite executives.

  1. Reach out directly as CEO to get candidates’ attention

Imagine you’re a seasoned CMO with a couple of exits under your belt. Recruiters are fighting for a coveted slice of your time. Each one is convinced that theirs is the most attractive opportunity. In reality, you get 10-15 of these “one-of-a-kind” offers every week and can’t hit snooze quick enough on the deluge of outreach.

  1. Create A Hiring Checklist & Talent Acquisition Strategy – Take A Look
  2. Intersperse casual culture evaluations with formal interviews

Conventional interviewing wisdom dictates that evaluating for culture comes last—after the candidate has cleared all formal hurdles. But smarter searchers do it differently, according to Steve. He recommends interspersing mini-evaluations of culture fit throughout. This could mean casual social events like dinners, drinks, or an invite to a company event during the process. It could also be a few personal questions to break the ice at the beginning of a formal interview or at the end to wrap up.