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.