From survive to thrive: The future of work in a post-pandemic world - Deloitte
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From survive to thrive: The future of work in a post-pandemic world
From survive to thrive |
The future of work in a post-pandemic world
At the start of the pandemic, we outlined As organizations emerged from the As we’ve entered 2021, it’s time to look
three key phases that resilient leaders respond phase and transitioned into forward. While leaders continue to respond
would have to navigate in leading their recover, organizational leaders began to and recover from new challenges, we
organizations through the COVID-19 assessing their current situation and taking must proactively define what the “new
pandemic. key steps to plan for the future, adjusting normal” could mean for work, the workforce,
their perspective based on this evolving new and the workplace. Now is the time for
• Respond: How an organization deals
normal in a world of perpetual disruption. organizations and leaders to navigate to
with the present situation and manages
thrive.
continuity In recover, we encouraged leaders to
take five key actions—reflect, recommit, What’s clear is that thriving in the future
• Recover: How an organization learns and
reengage, rethink, and reboot—to begin will not mean the absence of challenges
emerges stronger
planning and strengthening their position in and disruptions. Rather, it means adapting,
• Thrive: How an organization prepares for the market. adjusting, prioritizing, and creating resilience
and shapes the “new normal” to manage through instability. Thriving
The respond and recover phases delivered
means not only planning for the return to
Most organizations’ first priority was mixed outcomes: uplifts in workforce
work in the future of work but embracing
respond—making key decisions and productivity and engagement against a
the new insights and capabilities that
changes that focused on health, safety, backdrop of well-being challenges and
COVID-19 has accelerated to reimagine the
essential services, and the virtualization of increased anxiety—all accompanied by a
future altogether.
work. near-constant stream of shifting social and
cultural currents.
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From survive to thrive |
The future of work in a post-pandemic world
It’s not the future we envisioned These unintended consequences should We shifted and untethered the workforce
Starting the shift toward thriving first not come as a surprise. They are logical to support the freelance and gig economy
requires an honest reflection on the outcomes of the same flawed thinking that without fundamentally rethinking how to
outcomes of the acceleration to the future has been happening in the future of work for connect workers to the organization, to its
of work that we have experienced over the decades. purpose, and to human relationships. We
past year. have focused on the digital experience, but
Throughout the technology evolutions that underestimated the various factors that
Let’s start with the upside. During the have shaped the modern workplace, from build a compelling workforce experience:
COVID-19 pandemic, we have seen the invention of the steam engine to the well-being, a sense of belonging, and a
organizations and workers rise to the personal computer to the smartphone, we desirable workplace environment where
occasion—unveiling human potential at its have designed work without regard to the workers can contribute their full potential.8
best. Whether it’s individuals more freely worker. Work has been the sum of a series of
adopting remote or virtual work, seeking tasks and activities, grouped into processes We have moved workers to virtual work
out new ways to collaborate, being more and measured by output, organized in an models and asked them to collaborate
deliberate about what work is essential assembly line, and automated by machines. with increasingly global and virtual teams.
and what work outcomes matter most, or However, we have not embraced the
leveraging the power of technology in new With the onset of the fourth industrial opportunity to redesign the physical and
and different ways, working differently and revolution and the development of smart digital workplace or the organizational
challenging the orthodoxies of the past machines and cognitive technologies, we structures and leadership capabilities
define the new era we’ve entered. started to do the same thing that we have required to optimize individual and team
always done. We implemented software potential in a flexible work environment.
However, we’ve also seen several to complete routine tasks, generated And many of us have responded to the
unintended consequences. The enormous amounts of data, and pushed pandemic as if it was a “passing storm,” 9
deterioration of worker well-being, human workers to keep up with robots executing as if there is an end in sight with
increased anxiety1 and isolation, and the on the factory floor. But we failed to an expectation of reverting to business as
loss of a sense of belonging have been create new value by unleashing human usual once the crisis is over. We have been
recurring themes across enterprises.2 We ingenuity, focusing on efficiency rather than slow to recognize the foundational shifts
have created an environment where we reimagining the nature of work and what the pandemic has produced and to take
want to do more with less. The average humans are capable of achieving. the actions required to create long-term
workday has lengthened by 48.5 minutes,3 resilience.
with 13% more meetings each day, leading
to increasing rates of burnout.4 Fifty-seven Highlighting the importance The difference now is that we have a chance
percent of mothers and 32% of fathers of of humans in work, one global to make a change. We have the opportunity
children younger than 18 report that their to hit the reset button to reimagine norms
retailer recently ended its
mental health has deteriorated during the and assumptions in ways that were not
pandemic.5 And the impacts on women contract with the robotics possible before. We can realign the nature
have been profound: Studies show that company that provided shelf- of work, the workforce, and the workplace
nearly 60% of jobs lost in the United States to build resilience for the long haul. We have
scanning machines to its stores.
due to COVID-19 were held by women,6 the opportunity to thrive.
and mothers in the United Kingdom were This was a significant reversal
We should take the time to step back and
47% more likely to have lost their jobs than from its former plans to expand
fathers during the pandemic.7 consider: If organizations have been forced
deployment of the robots from to accelerate to the future of work because
500 to 1,000 stores. The retailer of the constraints of COVID-19, what choices
Why is this important? plans to replace the robots with can we make once the constraints come off?
Is the future of work we’ve seen over the
According to Deloitte’s 2020 Human human workers, putting work past 10 months the same one we want for
Capital Trends report, 96% of
respondents said well-being was a
at the center and focusing on the next 10 years?
responsibility of organizations. But factors such as the exception With that focus, it’s time to shift the thinking
79% of respondents say that well-being handling and fine motor skills from continued recovery to thriving. Where
is not designed or integrated into the do we want to go? How quickly? And how will
workplace itself.
that the work requires.
we get there?
03
From survive to thrive |
The future of work in a post-pandemic world
Figure 1
A human approach in today’s technology-driven world. It is people inspired and energized about those
Since we began writing about the future of about empowering workers with agency and work outcomes. This means focusing on the
work, we have framed it in terms of three choice over what they do, unleashing their way in which work drives human connection,
deeply interconnected dimensions: work interests and passions to organizational innovation, and creativity. Envision and
(the what), the workforce (the who), and the strategy and needs. Humanizing the future pursue the new value you can release
workplace (the where) (figure 1). However, of work will require leaders to: through humans working productively with
the effects of the pandemic have helped technology.
us recognize that there is a missing piece in 1. Set the enterprise mindset: Drive the
3. Reorient from past performance to
this framework. Where many have focused importance of humanizing the future of
future potential: Focus on human potential
on the technological implications of these work as a strategic priority at the enterprise
as the largest and most valuable asset that
dimensions, we believe the focus should level. This requires focused and strategic
an organization has, and drive the future of
be on designing a future of work that is coordination and collaboration in and
work vision and strategy through the art of
essentially human. As one very well-known around the entire enterprise. It means
the possible. Potential is one of the three
technology CEO recently told us, “We’re in engaging leaders across functions who
attributes that we discussed in our 2020
a truly human moment.”10 And it is because hold accountability for the work and its
Global Human Capital Trends report that
of that missing human dimension that the outcomes to create clarity of purpose—
must be infused across all three dimensions
unintended consequences of the pandemic including alignment around the mission of
of work, the workforce, and the workplace in
have emerged, creating this moment the organization, what it delivers, and why it
order to place humans squarely back at the
of opportunity to course-correct and exists.
center.
humanize the future of work.
2. Recognize that the biggest motivator
Humanizing the future of work is not about for humans is work itself: Formulate a
putting people ahead of machines. Instead, vision for the future by putting work at the
it’s about creating an environment where center and defining the new future work
organizations can optimize human potential outcomes you want to achieve. Then get
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From survive to thrive |
The future of work in a post-pandemic world
Ultimately, humanizing the future of work Figure 2
means shifting from concept to action. We
see three significant shifts for work, the
workforce, and the workplace, as outlined
below:
From concept to action
WORK→RE-ARCHITECT
The shift: From process to flow
As we’ve examined the “work” dimension
over the past decade, our focus has largely
been on technology and how it can disrupt
processes and automate routine tasks. As a
result, we have been using outdated models,
searching for efficiencies and process
optimization opportunities without looking
at the underlying principles of what work is
and how it gets done.
When we design the future of work without
addressing the work itself, we miss the Source: Deloitte analysis
opportunity to unlock real value—for
customers, the organization, the workforce,
and society at large. Work is not just a human potential by aligning with how WORKFORCE→UNLEASH THE
series of steps or outputs. Work is what humans actually think and engage—rather WORKFORCE
motivates and inspires people. Work is the than optimizing a robotic process flow? The shift: From structure to capabilities
center point for creativity and innovation. and potential
Work conveys purpose and meaning and How to get started In defining the workforce as a key dimension
builds human connection, bringing people Good architects put the “why” of a building in the future of work, we largely emphasized
together to get things done. Today, work is front and center in their design. Re- changes to who can do the work, with
increasingly owned by a network of teams, architecting work means doing the same technological advancements enabling
building and owning the entire value chain of thing: starting with our future vision and new models for interaction between
creation. And, if done right, it is the source of future work outcomes, as well as the value organizations, workers, and customers.
productivity and bottom-line results. and meaning we seek to achieve. We can Over the course of the past few decades,
re-architect work by: the workforce has become increasingly
Our 2021 Global Human Capital Trends unleashed and broadly disrupted, with
survey validated this shift in how business • Defining future work aspirations and
a slow shift away from the traditional
executives are considering the topic of outcomes by challenging leadership and
employer-employee relationship. On
work. Sixty-one percent of those executives the workforce to think about the art of the
the demand side, employers have been
reported that they are focusing on work possible for what human potential can
rethinking what roles can be transitioned
reimagination going forward, as opposed to achieve
to a virtual or hybrid model, as well
29% before the COVID-19 pandemic. • Understanding the broad set of as a rapid increase in job postings for
technology capabilities that exist to freelancer positions. On the supply side,
In re-architecting work, we must start by transform work and applying them to an increasing percentage of workers want
acknowledging that humans don’t work enable and elevate human capabilities work that is geographically flexible and
the same way machines do. Humans provide opportunities beyond a stated job
work in a more fluid manner, responding • Thinking past process optimization by
description. We are unlikely to go back to a
through movement, momentum, creativity, placing work outcomes at the center and
time when most talent was constrained by
and exploration, often changing course focusing on unlocking the flow of work
the old models of our organizations—nor
and tactics to achieve new outcomes and should we want to. However, it is also clear
make possible new aspirations. How can that the current model is not yet unleashing
organizations re-architect work to unlock human potential, given the high level of
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From survive to thrive |
The future of work in a post-pandemic world
uncertainty and diminished sense of • Curating personalized and elevated To create a new workplace experience
trust in organizations. The key to success experiences that give workers the that supports these new behaviors and a
going forward is tethering the unleashed opportunity to contribute their full growing virtual work ecosystem, adaptability
workforce to the organizational mission. By potential and develop in the flow of work— is imperative. How do we rethink the
building a sense of connection, both to the and in the flow of life workplace to become more adaptable
work itself and to the larger organizational when work and the workforce are no longer
ecosystem, workers will accelerate and restricted to a physical structure?
WORKPLACE→ADAPT THE WORKPLACE
enhance their ability to contribute their full
The shift: From physical workplace to
potential in a meaningful way to the overall
organization and culture
organizational objective.
When we first defined the workplace as
The need to enable workers to fulfill their a key dimension in the future of work, we
potential is clear. Our 2021 Global Human challenged organizations to consider where
Capital Trends survey found that executives the work could be done and what physical
believe that the number-one factor in being environment (including technology and
prepared to thrive in a world of perpetual design) would make the workplace most
disruption is the ability for workers to adapt, conducive to delivering the work outcomes The trend for marketplace
desired. As COVID-19 has now made clear,
reskill, and assume new roles. Yet only 17%
the workplace is not limited to the physical
adoption accelerated as
of those executives believe their workforce
is ready to do so. building, plant, or office. It also includes the COVID-19 impacted both the
broader environment that workers operate
in—their home environments as well as
supply and demand sides
How can organizations know the true
capabilities and potential of their workforce their work environments—and even the of talent, triggering a need
spaces and coffee shops in between.
beyond the bullets of their job description? for greater agility around
How do they build and augment their
workforce’s capabilities through technology, But we need to go even further. We need to workforce deployment
recognize that the workplace also includes
all while encouraging their workforce’s
the organization’s design, processes,
and talent preservation.
energy and motivation to do meaningful
work? tools, policies, and ways of working, as Consumer goods company
well as the ways in which leaders develop
How to get started and foster culture through expectations
Unilever, used its internal
Unleashing the workforce means challenging around how to collaborate, engage, and talent marketplace, FLEX
how we think about the workforce itself. As relate to each other. Successfully achieving
the pandemic has highlighted, workers are such a workplace depends on viewing the
Experiences, to redeploy
more than the work that they do; they are organization as both a structural construct more than 8,000 employees
humans with stories, drive, and limitless that needs to be engineered for efficiency
potential for flexibility. With this mindset, and a social construct that needs to be
during the pandemic and
we need to look beyond the skills for which nurtured to bring out the best in people. 300,000 hours of employee
individuals were hired and instead focus
on the workforce’s potential, capabilities, Expanding the way we think about the
work.11
motivation, and capacities. We can unleash workplace does not mean we should ignore
the workforce by: or underestimate the important, intangible
• Building a strategy for accessing the goods cultivated in a physical setting—
capabilities required to achieve future collaboration, connection, social interaction,
work outcomes from across a broader creative collision, innovation, social bonding,
talent ecosystem and lifelong learning. Rather, it creates the
opportunity to rethink the workplace as
• Harnessing technology to help identify “phy-gital”—integrating the best of physical
and unleash human potential within space with digital practice while embracing
and beyond the organization (such as constant change.
by building an internal opportunity
marketplace)
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From survive to thrive |
The future of work in a post-pandemic world
How to get started So, WTF (what’s the future)?
To embrace adaptability in the workplace, It is imperative to recognize that redefining Becoming truly
we must build a nuanced understanding of
the workforce’s preferences, as well as the
the human dimension of work is not a
destination. It is a way of transforming and
adaptable rests on
environments in which they are working— evolving with a strategic focus on work and four key pillars
from their homes and commutes to their the organization’s purpose, meaning, and
leaders, teams, work patterns, and the value.
1. Simplify the organizational
collaboration platforms they use. Only then
architecture to remove unintended
can we create a work environment that will By shifting the way we think about work, the
complexity and drive focus. Create
optimize their potential and contribution, workforce, and workplaces—and by focusing
a network of teams, remove silos,
empowering all workers with the tools, on re-architecting work, unleashing human
flatten the organization, simplify
technologies, and culture to execute and potential, and adapting the workplace
the collaboration and decision-
grow. We can adapt the workplace by: environment—organizations can build
making processes to allow for agile
resilience, capitalize on their ability to evolve
• Redesigning the physical and digital responses to external and internal
with dynamic stability, and start to thrive.
environment with a focus on collaboration forces.
This evolution is a continuous process,
and the role of the physical workplace as
without a single point of entry. Each
a destination for innovation, networking, 2. Design everything around
organization will face its own set of
and culture-building “experience,” from the
challenges and opportunities to accelerate
organizational structure to the
• Focusing on leadership capabilities, forward. But the destination is clear: a future
physical workplace, as well as
ensuring leaders create a culture of trust designed around the human dimension
around a clear sense of the
and confidence that provides the sense of work, one that promises to unleash the
outcomes you are driving. This
of belonging and safety where the entire energy and endless possibilities of human
will enable you to focus the design
workforce can thrive potential and, in turn, create lasting value for
of both the organization and the
workers, their organizations, and society at
• Prioritizing well-being in a meaningful way workplace to support that shared
large.
through bold shifts in how work gets done, work.
recognizing the shifts in work patterns and
preferences accelerated by COVID-19 3. Be human-centered by treating
employees as the “customer” of
the operating model and working
environment, emphasizing
employee needs and preferences in
both the physical and digital realm.
4. Transcend organizational
boundaries to better sense what is
around the corner. The workplace
no longer ends at the exit of the
office; it is infused into the physical
and digital fabric of the current and
potential workforce, customers,
and ecosystem. By being open to
new possibilities and taking their
heads off the page, organizations
can anticipate future needs and
opportunities.
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From survive to thrive |
The future of work in a post-pandemic world
Authors
Erica Volini
Principal
Global Practice Leader – Human Capital
Deloitte Consulting, LLP
Steve Hatfield
Principal
Global Practice Leader – Future of Work
Deloitte Consulting, LLP
Nicole Scoble-Williams
Partner
APAC Future of Work Leader
Deloitte Tohmatsu Consulting
08From survive to thrive |
The future of work in a post-pandemic world
Endnotes
1. Bryan Robinson, “What Studies Reveal About Social Distancing And Remote 9. Andrew Blau and Peter Schwartz, “The world remade by COVID-19 Scenarios
Working During Coronavirus,” Forbes, April 4, 2020 for resilient leaders” Deloitte, April 4, 2020
2. Reproduced from Prudential/Morning Consult "Pulse of the American Worker 10. Erica Volini et al., “Leading forward: Leading the shift from survive to thrive,”
Survey.“ April 29-May 6, 2020 Deloitte Global Human Capital Trends 2021, December 2020
3. Lucy Meakin, “Working From Home Means Working Longer Hours for Many” 11. Ina Gantcheva et al., “Activating the internal talent marketplace”, Deloitte
Bloomberg, March 23, 2020 Insights, September 18, 2020
4. “Burnout has risen by 12% due to COVID-19,” Medium, May 5, 2020
5. Alice Walton, “Coronavirus Lockdown Is Taking A Toll On Mental Health,
Especially Among Women, Study Finds” Forbes, April 8, 2020
6. “Parents, Especially Mothers, Paying Heavy Price for Lockdown” UCL News,
May 28, 2020
7. Scott Horsely, “Women Are Losing More Jobs in Coronavirus Shutdown” NPR,
April 8, 2020
8. Melanie Langsett, “Elevating the Workforce Experience: The people
relationships,” Deloitte Capital H blog, November 17, 2020
09About this publication This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms or their related entities (collectively, the “Deloitte organization”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No representations, warranties or undertakings (express or implied) are given as to the accuracy or completeness of the information in this communication, and none of DTTL, its member firms, related entities, employees or agents shall be liable or responsible for any loss or damage whatsoever arising directly or indirectly in connection with any person relying on this communication. DTTL and each of its member firms, and their related entities, are legally separate and independent entities. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www. deloitte.com/about to learn more. © 2021. For information, contact Deloitte Global. Copyright © 2021 Deloitte Development LLC. All rights reserved.
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