Artificial intelligence, automation and digital communication reshape how to organize work. Nevertheless, the companies ’work, given how they are organized, are struggling to keep pace with this.
According to EY, The average age of S&P 500 has decreased over 65 years in the 1940s to only 15 years. The speed of technological progress exceeds the ability to adapt our work systems, many of which are designed for a slower and more predictive era. Companies that have flourished once must adopt a lifetime and stability light movement, continuous learning and dynamic workforce models.
As newly emerging technologies such as artificial intelligence continue, human cooperation, sustainability, and deeper integration of technology with human ingenuity will become increasingly important in the workforce. The delegation of business leaders is clear: institutions must overcome the hierarchical hierarchy and rethink work structures in a way that enables both people and machinery.
The industrial revolution slowly moved. This will not
Merging the techniques based on artificial intelligence already affects the work that humans do and how they do so. Mustafa Suleiman, CEO of Microsoft Ai, formulated the term “capable artificial intelligence” (ACI), a point where artificial intelligence can solve complex problems without human inputs. During the next two years, we will likely see the height of the swarms of artificial intelligence agent and independent systems that work together to achieve successful results.
This does not mean that humans will become outdated, but the role of human control turns from the implementation of tasks to allocating resources and strategy. Dan Chaper, CEO of each, calls this shift to a transition from the knowledge economy to The allocation economyAnd he defines him as “how much resource allocation and management of work to complete work.” Instead of just managing work, people will need to know the best way to customize work to artificial intelligence and then manage and check it. This is a new way to think about working for the majority of workers today.
Unfortunately, the exhausting way that companies are organizing today makes it difficult for them to constantly raise their bases working in Lockstep with technological developments. Organizations for efficiency and ability to expand, not to learn and the ability to adapt. The current labor market dynamics increases only the challenge of artificial intelligence skills.
A radical new labor market
The American labor market goes through a deep shift, and reshapes the way we think about work and employment. While the growth of jobs is still fixed, there are great transformations in the work of the workforce and employment practices. Participation in the workforce is behind the prenatal levels, as millions of adults in the age of work choose not to participate actively in the workforce. Many of these individuals have left due to the lack of skills, lack of training opportunities, or changing priorities in the wake of the epidemic.
As a result, companies are increasingly facing a skills gap that exacerbates the number of job opportunities that exceed available talents. In fact, there is currently 9 million job opportunities In the United States, but the number of unemployed individuals who actively search for work remains much less, highlighting the separation between the needs of the employer and the availability of workforce.
This shift is driven by more rise in independent work and emergency work, which quickly became a major professional selection. today, Almost 40 % Among the American workforce, it is involved in the contract or independent work, a number that is expected to reach 50 % By 2050. This trend is especially clear among young generations, such as Gen Z, who are increasingly attracted towards Portfolio professions Instead of completely traditional roles. At the same time, the recruitment process has become more non -personal, with automation and Shadow trends He left a frustrating job seeker. While companies are struggling to move in these dynamics, the work of the workforce continues to develop in ways that challenge employers and employees alike, calling for a new approach in acquiring and preserving talents.
Unions based on skills as the future of work
With the acceleration of artificial intelligence adoption, traditional companies training programs prove very slow and compatible with the demands of the real world. Meanwhile, companies still rely on full -time employment models that fail to support independent workforce today and are increasingly independent and independent.
the solution? Skill -based unions (SDGS).
SDGs acts as a modern and possible technology ecosystems that combine workers, companies and educational resources in specialized societies. Unlike traditional recruitment, SDGs provides an organized and flexible professional framework, as professionals increase continuously and communicate with new opportunities, while companies benefit exactly from expert talents when they need them.
The last qualitative search for Upwork with Wikistrat A group of 20 experts called for predicting how the business structures are likely to develop until 2030. One of the areas of consensus included the idea that companies will have fewer full -time employees and more independents who employ them for specific skills and limited projects. However, experts have acknowledged that the collection of these teams would require the development of new talent management systems that are low -merit with confidence and transparent. When work becomes more dynamic and project -based, strict companies’ structures fail to support workers or companies effectively.
How unions that depend on skills work in practice?
The union, which is largely dependent on the skills, works to the workplace, but with integrated training, confidence and continuous participation. Today, platforms like UpWork are already working as Proto-SDGs by giving companies access to independent specialized talents upon request.
Here is what makes SDGs different:
- High talent, high-quality talent: Workers in the sustainable development goals show their experience through previous projects, assessments driven by artificial intelligence, peer reviews-not only traditional degrees or CV.
- Continuing learning and comment: Sustainable development goals provide an organized educational path, as professionals train in highly demand skills in addition to working in the real world, and often in partnership with companies or training providers.
- Community-based knowledge sharing: Members get access to counseling, job resources and industrial communications, such as traditional professional unions-but without linking one employer.
- Faster rental and reduce friction: companies immediately coincide with the right professionals and integrate them into projects smoothly, which reduces time and the cost of employment.
Who pays for a union? Why do companies invest?
The economies of sustainable development goals work differently from traditional labor. Instead of long -term decades and general costs, companies are paid to reach coordinated talents with high skills only when needed. It can include two different styles:
- Unions sponsored by institutions: Big institutions can finance unions in exchange for preferred access to senior professionals in Amnesty International, Engineering or creative fields.
- Independent unions that rely on independents: Independent professionals contribute to a network of networks, training and job opportunities, similar to professional societies.
Companies that invest in the sustainable development goals only acquire a pipeline from skilled workers, but also acquires a strategic advantage-which leads to strengthening the workforce against technological disorders while maintaining light movement in the rapidly evolving market.
Building a workforce equipped with AI materials
The shift towards the most flexible employment and the skills is already in implementation. Front thinking organizations adopt breaking executive roles, increase the workforce with the help of artificial intelligence and talent markets to maintain competition. Those who invest in unions that depend on skills will not only attract the best talents, but also will not invest their future power for decades.
The organizations that flourish will be the one that sees the skill as a continuous journey, not a single time. Workers who constantly adapt and upskill will lead the next wave of innovation, ensuring economic flexibility in the era of rapid turmoil.
The question is no longer if The traditional company will develop, however How quickly Leaders are ready to build a skill -based future.
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