Human Resource trends that will define the future of work

The working environment, as we know it, continues to change and redefine year after year. But what do these changes mean for the modern workplace and working environment? What will be their meaning and purpose a decade from now, and are companies genuinely prepared for the major trends that will impact the employer-employee relationship?

And it’s not just the working space that has changed. Completely aligned industry concepts that worked perfectly in the 80s and 90s recognised the need to transfer the business in the nee evolving, working environment-the online space. Areas of work such as accounting, gaming, and healthcare, transformed their processes and answered the needs for flexibility, availability, and simplicity.  Let’s take the traditional game of bingo, the all-favorite land-based pastime game. Well, that game looks a lot different than it used to be back in the days, thanks to the advancements in technology and imposed online gaming trends. Check the latest bingo sites at Bingo Scanner to compare games, offers, game design, and provider’s appeal.

Though the future of work may often seem uncertain and blurry, it’s oddly comforting to know that many of today’s aspects we are so used to today, were once just a mere prediction. If the world as we know it today had the power to adapt and evolve, it could do so now too.

The future will be modelled out of the present work landscape – a blend of the need to change, desire for speed and demand for different experiences. These are the trends that every company should prepare for:

The learning cycles

Change demands adaptation with smaller working environments undergoing digital and technological shifts. It’s not a surprise that professionals across all industries point learning as the most important trend. We have a hands-down insight into the connection between learning and advancing – being the wake-up moment of the new generation. To deliver a learning experience that will influence on the performance scale, talent leaders need to empower employees to create and tailor their development programme, with learning aligned to the individual’s needs and preferences, and the team’s goals. Here is the growing sense of urgency for the workforce to adapt to the digital era. With the introduction of new roles, the elimination of outdated ones and the increased scope of responsibility in critical roles, the challenge to perform your best is even more significant.

Talent mobility

In the present race for the best talents, engagement is the key to holding onto the right employees. To engage employees in the long term, you need to nurture a culture that fights career stagnation and role immobility. Allowing people to move within the system, find their niche and reinvent their skillset is a great way to retain employees and encourage them to grow. This holds especially true in an ecosystem with an alternative workforce continually rising. Around 40% of HR managers predict that their employees will work predominantly remotely in the next decade. Allowing remote work could be an effective way to communicate and present the company’s transparency and openness to individuals’ preferences.

Reinventing leadership

When the work, worker, and workplace experience changes, the leadership styles need to evolve as well. Management structures and universal culture of agility that organisations need and want has changed. Experts point out that workplaces need to be employee-centric and there is no longer any specific size that fits all. Workforces are now virtual, work from home became a typical day at the office and teams assemble and dis-assemble based on projects, with no fixed roles but instead-matching competencies for project needs. Management needs to be able to deal with such a workforce and create a winning strategy. Human-centred leadership skills will become a priority in a world that is progressively dependent on AI and Machine Learning.


In a world of data analysis and AI-enabled tools striving to create unbiased decision-making processes, a conversation on diversity appears to be a quickly evolving trend. More companies come forward to recognise the need for proper, multi-levelled education and not just romanticise the need for it. Initiatives have to be meaningful and goals proactive. Inequity in the workspace causes lack of audience loyalty, while inclusive cultures can yield more substantial customer base.

With diversity, despite the multiple strings of conversation around the topic, the process has been relatively slow since stereotypes and prejudice are considered as behaviour patterns. The trend is on the rise, with technology and cultural changes adding more impetus to it. The coming decade could hope to see the momentum picking up as newer demographic compositions start working together.

While these are some of the trends that will impact the workplace in the next decade, the working space is a dynamic macrosystem where the smallest changes lead to significant differences. What organisations need to define is whether they are happy to embrace the move or just theoretically talk about it.

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