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Tomorrow’s World: Tomorrow’s World:

Tomorrow’s World: Tomorrow’s World:

WHAT NEXT WHAT NEXT?

Those of us who doubted some of the quirky, futuristic-sounding experiments portrayed in sci-fi movies and which formed the basis for the highly acclaimed and influential Tomorrow’s World series may now be thinking our cynicism was a little misplaced.

Running for nearly 4 decades the BBC TV programme examined the changing technological world profiling inventions and ways of working that in its day was more than likely scoffed at but is now reality in some cases.

The increase in automation, for example, has been predicted for years by the experts which, according to research from McKinsey, a business advisory firm, is likely to happen to more than 40% of jobs within two decades. It’s happening now as initial recruitment activity becomes less about human interaction and more to do with decisions being made as a result of Artificial Intelligence (AI) screening out applicants who don’t fulfil certain criteria. The use of technology, its evolution and how it’s used is currently the biggest challenge facing UK businesses and their people. So says the UK Commission for Employment and Skills (UKCES), a government-funded organisation that commissioned a Future of Work Study looking out to 2030. The research covered work, jobs and skills noting that ‘if an unanticipated event befalls us, who knows where we are likely to be.’ We’re currently living through one such ‘event’ but the trends identified as part of the survey involving demographic change, changing work environments, digitisation and new business ecosystems, aka innovation and creation, are valid whatever the prevailing conditions. Keller, a world-wide employer of 10,000 people and the world’s leading geotechnical contractor to the construction industry, is one organisation that has made and continues to make, changes to the way staff are engaged, supported and developed – much of it driven by the challenges encountered by the current pandemic. Graeme Cook, the Scottish, London-based organisation’s CHRO, reflected: “We’ve viewed and used this crisis as an accelerator to put in place interventions and initiatives aimed at better supporting our people.” A three-pronged approach is seeing accelerated digitisation, improved communication and an inclusive culture overlap across a multitude of activities, some of which are already underway. Building and developing employee engagement was already one of the aims of this programme of work for 2020 and the impact of having to deal with the pandemic, particularly on the company’s 7,000 frontline workers, according to Cook, has also informed the work being undertaken.

He said: “What has happened Major efforts have been made over the last 12 months or so There have been well by Keller’s management to has meant we’ve taken a higher moral stance in terms of how publicised positives and communicate with and support staff across the globe caught up we support our staff, particularly field-workers based on negatives of people having in the ever and rapidly changing world of the pandemic. construction sites. In many to work differently but one Innovative and far-reaching ways, the culture of the organisation is evolving to element that has been changes are now being mooted to support senior teams to be much more in-service of those who operate remotely. stifled to a great extent is embrace different and alternate ways of working leading to both Communication, or working with that involving innovation meeting changing employee technology, wasn’t previously always seen as a priority by our and creativity. expectations as well as supporting diversity and employees or their managers. inclusion programmes. The introduction of some of our One such activity involves apps and platforms is helping change this”. the concept of reverse-mentoring which sees senior management supported by younger, tech-savvy individuals. This has meant radical changes to how the organisation Subjects covered range from making more effective use of views, deploys and uses technology. digital technology to exploring newer ways of inspiring Activities ranging from gaining consent from remote dispersed teams and understanding the importance of employees to install apps on personal mobile phones to encouraging and practising inclusion across their teams. facilitate communication to the onboarding of the new Cook, who, as a GlobalScot appointed by the First CIO to take charge of technology, has meant rapid change Minister, helps Scottish companies scale and develop their for an organisation and industry that, in Cook’s words, has organisations in his spare time, reflected: “By undertaking typically been ‘traditional and hierarchical’. this type of initiative we are, amongst other things, aiming Employees have seen and to build an even better culture with our workforce experienced how their employers fully engaged and better representing the communities have reacted to the crisis which, that we work alongside.” as a result, has placed additional This work will reflect heavily on and support Keller’s demands on organisations. diversity, equality, and inclusion agenda. It will also help There have been well publicised the planned shift from the industry’s traditional command-positives and negatives of and-control management style to one of improved

Graeme Cook people having to work differently collaboration and actively listening to the workforce. but one element that has been stifled to a great extent is that Cook is under no illusions as to the challenges facing him, involving innovation and creativity. Cook comments: his people team and his fellow, senior colleagues not least “People have needed to default to a transactional way because of the fact that operating across 40 countries of working of late which is totally understandable. However, presents its own challenges. He said: “The corporate priorities it has now become clear that the lack of opportunities for when COVID-19 hit was to protect our people and conserve face-to-face interaction with colleagues and the fact most cash. This focus has been effective to date and we will further business travel no longer happens, has meant that the evolve our people priorities from here as the positive impact chances to engage, discuss concepts and innovate have of the vaccine roll-out starts to become apparent.” all but dried up”. Advancements in technology make it inevitable that Artificial Encouraging these traits in people at the best of times is Intelligence and its associated robotics, smart algorithms and hard enough never mind trying to do so under prevailing automated decisions will become an increasing aspect of conditions, so Keller are putting this aspect front and working life. Hence, The World Economic Forum’s ominous centre of the work they are doing. Cook said: “Despite warning in June 2020 that the world ‘should prepare for performing well in 2020, we need to be mindful of the gaps a COVID-like global cyber pandemic that will spread in innovation and creativity. Enhancing technology and faster and further than a biological virus, with an equal or developing relevant platforms is seen as critical to the greater economic impact’ should jolt the powers that be collaboration needed to stimulate creative thinking into ensuring plans are in place to ensure survival in this and get access to the whole of our workforce.” world never mind the one of tomorrow.