SPECIAL FEATURE »
THE FUTURIST CO RI NNA CHEA NG HEA D , PEO PLE, JETS TA R A S I A
AL ES SAND RO PAPA R E L L I VI CE- PRES I D ENT, H U M A N R E S OU R C E S , K ERI NG It’s the summer of 2026. I’m celebrating our last gig for the Asia Talent Tour with the team. We “played” in Shanghai in front of hundreds of young students. We’re chatting about the excitement in the crowd when we holo-projected the “career stories medley” with our brands’ CEOs, as well as the entrance of the drone-transported test station. Those always work well during the show. Oh, yes, the show: some were sceptical about it being able to attract talent. But they had to fi nally embrace change: we needed to be on the road, where the talent is. Just like a rock concert, the show is important, but in the end what counts is the music and the engagement you create. I have to leave for a moment as they’re calling me from the tactical unit (TU). We’re in the fi nal stages of a search. TU asks me where I can set up the war room: any fairly dark environment would do. I borrow four personal devices from the team and ask TU to remotely video-float the various modules through each device – mobile talent intelligence, context module, relationship module and the assessment module. I make a couple of validations and add my comments to the pack. TU pulls back the modules, the virtual screens disappear, and I go back to the pool bar. 22 » Human Resources » June 2016
The changing business landscape, technological advancements and workforce trends will require HR leaders to have an acute vision for the future and be prepared to work with business leaders to respond to the fastchanging needs of businesses. It is going to be more apparent to the business how HR delivers real value within the organisation, as increasing globalisation will require a workforce with greater responsiveness, flexibility and creativity. In the next 10 years, the workforce will evolve to be more digital, mobile and multi-generational. Increased competition and complexity in businesses and industries will continue to transform jobs and redefi ne future workplaces. Th is requires HR to put in place strategies which will enable a diversified workforce to stay connected, promote work mobility and crossborder collaboration and provide continuous learning opportunities while we defi ne the talent pipelines for the future. The HR of the future will be managing and connecting with a workforce where communication, collaboration and engagement happen without boundaries.