World Monitor Magazine, Business and Investments WM_march 2019_web | Page 44

EXPERT OPINION
“Organisations of the future”:
the human element
Tatyana Tsoy, director,
"People and Organisation",
PwC Kazakhstan
We are living in the era of significant
changes driven by the global mega-
trends. These changes impact us at
different levels, including both private
lives and workplace environment. Based
on our experience in Kazakhstan and the
relevant PwC global research, in this ar-
ticle we would like to analyse the impact
of changes on the “organisations of the
future” and to define ways to ensure
the uncertainty of the future does not
destroy the value of your organisation
today.
Some current labour market trends
can be summarised as follows:
* technology advancement and digitali-
zation,
* “war for talent” (particularly in light of
ever-increasing workforce mobility),
Olga Khardaeva,
senior manager,
"People and Organisation",
PwC Kazakhstan
* growing significance of gender econo-
my (according to 2018 Paywell Kazakh-
stan 1 , 44% of respondents apply the
equal pay policy),
* greater access to knowledge (just 10
years ago, in order to attend the AI
course one needed to enter the relevant
educational institution, whereas today
such course can be accessed online and
it is free for anyone who wants it)
Diana Darbekova, manager,
"People and Organisation",
PwC Kazakhstan
42
world monitor
– yet these are just some of the trends
which are currently considered by lead-
ers of organisations and business own-
ers. The whole notion of “talent” and
“valued employee” is transforming al-
most year-on-year: skills highly in de-
mand 10-15 years ago are nowhere
near as relevant today; the list of skills,
knowledge and roles of tomorrow is not
exactly known to anyone. To meet this
challenge, some organisations make
surprising abrupt moves, and what is
even more disturbing, most organisa-
tions prefer not take any steps or rely
on their historic experience to prepare
their future development strategies.
We believe there is no time to watch the
transformation of labour market from
the sidelines. On one hand, each organ-
isation has its own way to resolve its
challenges due to unique combination of
its corporate values and personal values
of its people. On the other hand, there
is a range of organisational capabilities
(steps) which enable the creation of a
strong platform for success irrespective
of scenarios for the future. We will con-
sider these two aspects in further detail
here.
4 scenarios for “the organisation of
the future”
Organisations should be mindful of the
future to be ready to take on its chal-
lenges. In our study Workforce of the
future: The competing forces shap-
ing 2030, 2 we considered the implica-
tions of the possible ‘worlds’ that could
emerge. Many organisations, while at
times unaware of it, already follow one
of these development paths.
Each of the worlds is characterised
by the unique model of the employer-
employee relations, its own workforce
management practices, the role of HR
and technology.