Article | HR-Today

There is no doubt: the world of work as we know it is facing the greatest transformation in its history. Technology, for example artificial intelligence (AI), is one of the main drivers of this change. Exactly what is coming and how it will unfold, we can only guess.

According to a study by the consulting firm McKinsey, it is likely that the changes we are facing in the context of work will come ten times faster and on a scale three hundred times greater than during the Industrial Revolution. What we could not have imagined only a few years ago has become the new reality with the coronavirus pandemic, ChatGPT and countless other AI tools. And by now it is clear: this was only the beginning and applies equally to all industries.

Our work is being reorganized. All of this requires a new mindset, new skills, organizational changes and, not least, places that support us through this transformation. While some are only now emerging from a state of shock or still hoping it will all pass, others are already taking concrete steps toward their own future and are defining the organizational framework conditions needed for it.

In a world of work where the conditions change faster than the weather forecast, companies need mental agility and openness to perceive these changes as opportunities—especially those arising from new technologies. The Zukunftsinstitut describes this in a recent study as a technosocial world of work in which technology no longer serves as a tool but merges with humans. It sees this as a fundamental turning point.

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Therefore it is essential to develop technological competencies and to examine how and to what extent AI can be used within one’s own company. To avoid falling behind, it is particularly worthwhile to invest in the training and further education of employees as well as in employer branding in order to attract new talent with the appropriate skills. According to a report by the Harvard Business Review, existing job profiles will change by up to 65 percent in the coming years as a result of the use of AI. The danger of getting lost in a sea of constant realignments is very great. Especially now, companies are therefore required to develop a new understanding of leadership that provides orientation and security to employees. This requires a clear vision and new competencies on the part of leaders. In the world of work of the future, the leader will become the coach and guide of the employees. To do justice to this new role, leaders themselves therefore face major changes.

If you become aware of the topics and challenges coming our way, you can easily lose heart and ask yourself: "How are we supposed to manage all of this?" and "Are we humans even needed anymore?"

Unlike previous centuries, when it was mainly our bodies that were strained by work, we now live in a time in which many people struggle with mental and psychological problems. This also includes a longing for genuine person-to-person relationships — no wonder, given how complex and multilayered the changes are that we must contend with at a speed never seen before. The causes of these psychological problems can primarily be identified as increasing pressure, excessive demands, and stress.

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In a recent study by Stepstone, 55 percent of respondents believe that it is the company's responsibility to ensure the well‑being of employees. Companies are therefore well advised not only to invest in technologies but also to create a work environment that supports well‑being. All the more so when one considers that, due to demographic change, skilled workers will become an even more valuable commodity in the future; every effort should be made to treat those you have with care.

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Measures that enhance well-being include, for example, new learning and working environments that help improve employees’ well-being by reducing problems such as stress and overload — and thus also long-term illness. Such physical spaces also serve to make a company’s culture tangible and to give employees a sense of belonging. Belonging, in particular, will be the glue of a corporate culture in which people are willing to contribute and commit to a company — keyword: motivation. We can therefore conclude: a company’s culture lives on physical, face-to-face encounters between people.

The office will, in the future, be one of those physical meeting points. After the experiences of the COVID-19 pandemic, however, it will no longer be the only one, but just one of many places where work can be done. After all, working from home and hybrid work models are here to stay. So it's not far-fetched to say: the office must reinvent itself.

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Because of the increased demands placed on offices, it is not enough to set rules about how often and for how long employees should return to the office. I don't know of any company where the prescribed in-office days are followed without problems when employees do not see the value of their office. Instead, the original idea of the office must be completely rethought. Above all, office concepts themselves must change fundamentally.

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When companies want to develop offices that contribute positively to well‑being and corporate culture, they must ask themselves bold questions like: What is the purpose of the office? And what truly is the essence of the work that will continue to take place in the office in the future? Moreover, an attractive office concept is a decisive factor in recruiting employees, who choose for or against a company on that basis. Young people in particular want to work in an environment where they feel comfortable and can fully develop their potential.

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A new office concept alone will not solve the challenges. As already mentioned, the physical location is only one element among many — albeit often an underestimated one.

The next "big thing" will certainly arrive. Should we be afraid of it? No. But every company must realize that it should deal with its own future sooner rather than later in order to remain relevant. Whether that future is called New Work, Future Work, or something completely different doesn't matter. The fact is: we must rethink work. There's still much to do. Let's get to it!