The 21st century Luddites oppose new technology due to concerns over job security, anxiety, and lack of preparedness for innovation.

These concerns stem from the fear of job loss to automation, leading to anxiety and mental health issues.

The term "Luddite" originated from a labor movement against poverty, where workers destroyed machines to protest wealth transfer to employers.

Investing in education and training helps workers develop skills to thrive in a changing job market.

Customized training programs develop technical and digital skills tailored to individual learners' needs.

Training programs can bridge skill gaps, leading to increased employee loyalty and retention.

Upskilling is crucial for adapting to new technologies and job market changes, requiring flexible learning approaches.

By 2025, 149 million new digital jobs will be created, requiring half of employees to be retrained due to technology adoption.

Companies should support employee career development to address the existing skills gap and attract and retain talent.

Human fear and fear of the unknown hinder change adoption and lead to opposition to new technologies.

The fear of job loss from automation can contribute to resistance to new technologies, similar to the Luddites.

Transparency and clarification of facts can alleviate concerns about new technologies.

Change management is key to hybrid work success and implementing new workplace technologies.

Effective change management models include John Kotter's 8 Accelerators for Change and 4 Principles methodology.

Continuous learning and a fearless mindset are crucial for innovation and success in the 21st century.

Clear communication is key to bridging trust gaps and easing employee confusion during change management.

Organizations without change management realize only 35% of project benefits.

Pairing technical implementation with change management ensures project success.

The 21st century Luddites oppose new technology due to concerns over job security, anxiety, and lack of preparedness for innovation.

Title:

Content: Technology has radically transformed how we work and engage and the rate of change can feel overwhelming. Now, the prospect of an AI-driven future is adding to the anxiety felt by workers at every level.

Gadijah Dolan, head of HR at Payfast

Despite this, companies understand that they will need to embrace new technologies and use them to innovate if they hope to keep pace with agile, born-digital startups. Finding ways to nurture innovation in the AI age requires a careful and deliberate approach.

The first step to staying relevant is to be constantly innovating. Most companies are naturally focused on growing revenue and generating profit, but they should also be institutionalising innovation within their organisations to ensure they remain competitive.

Making innovation count

The benefits of embracing new technologies are quantifiable. According to McKinsey, companies that are digital leaders enjoy faster revenue growth and better productivity than their less-digitised competitors.

What’s more, they grow profit margins three times faster than average and are often seen as the fastest innovators and disruptors of their sectors. This clearly shows that technological innovation can make a very meaningful difference to companies.

The same report uncovers an additional challenge. The research company points out that larger companies are capturing more revenue as a result of their innovation. McKinsey highlights that the world’s 58 largest economic-value-creating companies account for six percent of all economic profit. They also have 20 times more sales, four times more profit, and five times more R&D investment than median companies with annual sales above $1-billion.

With this amount of R&D clout, it becomes vital for smaller companies to use everything at their disposal to make their innovation efforts count. It also impresses the need for rapid innovation that can impact the bottom line.

Understanding a new generation of workers

So much of our innovation now relies on technologies like big data and AI. But this can cause a good deal of anxiety for many workers.

When ChatGPT hit the headlines, it caused some panic, especially amongst the older generations, that they would become redundant and be replaced by machines.

With careful engagement and allowing the staff to actually work with the technology, they realised that, while some administrative aspects of their job could be done faster and more efficiently by AI programmes, it also freed them up to focus on the roles which required the insight, experience and personal touch that only a human can provide.

As with all workplace issues, ensuring that everyone is seen, heard and understood is key. This includes a whole new generation that will soon be joining the workforce. Generation Alpha are those born between 2010 and 2024. They are referring to themselves as Gen.AI and are hyper connected and have had AI, like ChatGPT, as part of their lives since they were in school.

This generation is totally reliant on AI and will struggle without it. This will mean original and creative thought will have to be nurtured in a workplace setting. This generational disconnect will be an important aspect for HR leaders to consider when setting up and formalising innovation workgroups.

Three steps to ensure innovation delivers

* Start at the very top. Innovation needs to start at the executive level with buy-in from all leaders and then needs to be handed over to a dedicated innovation team. It’s also important that the team must be cross functional and representative of all levels within the organisation. While leaders must facilitate the initiative, when you are working on a new product or offering that will affect everyone in the organisation, it makes sense to get all the relevant stakeholders to participate. This also keeps everyone accountable, which significantly improves the chances of success in the allotted time.

* Ensure cross-functional viewpoints. A cross-functional team not only improves the chances of success, but the benefits of stepping outside of everyday work can be hugely beneficial to staff. We are all guilty of becoming tunnel-visioned when it comes to our daily niches, but breaking down silos can also uncover new talents and keep team members engaged and motivated. Setting up teams that have good generational representation also ensures a variety of ways of approaching problems and gives a good picture of what the customer is looking for when it comes to finding solutions.

* Pursue an agile, iterative approach. The most important aspect of rapid innovation is to take an agile, iterative approach. Just like how we design software, taking a fail fast approach to innovation means new ideas can be tried, tested and, if they don’t meet requirements, the innovation team can quickly move on without wasting any further time and resources.

One thing that born-digital companies can teach more traditional organisations is that innovation must be fast, flexible, and take advantage of every available technological opportunity. Today’s leaders must show that tech is a tool and human creativity still holds the biggest chance to solve our problems.

These concerns stem from the fear of job loss to automation, leading to anxiety and mental health issues.

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Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
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The term "Luddite" originated from a labor movement against poverty, where workers destroyed machines to protest wealth transfer to employers.

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Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

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Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

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Investing in education and training helps workers develop skills to thrive in a changing job market.

Customized training programs develop technical and digital skills tailored to individual learners' needs.

Training programs can bridge skill gaps, leading to increased employee loyalty and retention.

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HR Experts Explain 16 Benefits Of Training And Development

Whether employers are offering educational training sessions for their staff members through in-person annual conferences and workshops or a virtual webinar series during a shelter-in-place global pandemic, most business leaders will agree it’s a smart move to invest in the career growth opportunities of your workforce to retain their support.

Below, 16 members of  Forbes Human Resources Council discuss the prime benefits of online and in-person educational training programs or events, which have contributed to their team’s success and solidified company loyalty and partnership.

1. It Showcases Top Talent

Organizations that truly care for their talent recognize that the experiential learning opportunities within workspaces can sometimes be limited. Hence offering in-person or online training programs is a strategic way to bridge that gap and showcase to your talent that their growth is valued. In the long run, investing in developing talent always pays off and is in the organization’s best interest. - Rohit Manucha, SIH AGH

2. It Provides Incentive Values

Offering educational programs to our employees is beneficial because it increases their loyalty to the company as they feel we are giving them the tools they need to not only succeed in their role, but to grow. It also demonstrates that we value them as employees. - Alexis Schuman, Sexy Fish

3. It Results In LowerTurnover Rates

A team that is invested in feels valued, which creates loyalty! I have found both online and in-person training has contributed to team success. It creates a positive career trajectory and has resulted in lower turnover. - Robin Page, Bluedot Innovation

4. It Encourages Grade A Effort

Regardless of budget, training and educational opportunities need to be a part of every company’s offerings. Providing high-performing, high-potential employees with specialized training or tailored educational opportunities pays big dividends through their increased expertise and loyalty. In many cases, this extends the amount of time they stay with the company by a year or more. - Danny Speros, Zenefits

5. It Shows Transparency

Loyalty is reciprocal. When leaders provide learning opportunities that align with career path objectives it is a fantastic way to demonstrate commitment to employees. When the two are paired together, there is a transparent vision of what these additional learning opportunities can provide in terms of career growth, knowledge expansion, cross-functional training and succession! - Sandi Wilson, FinTek Consulting

6. It Reinforces Meaningful Career Options

Learning and development helps to reinforce meaningful career options and mobility to include upskilling and reskilling. Skill-based hiring opens candidate aperture and instead of competing for talent, externally, you’re investing in talent, internally. - Britton Bloch, Navy Federal

7. It Boosts L&D Curiosity

Learning and development (L&D) is now a key driver for many people when considering new roles. Loyalty is often seen as one of the main benefits of L&D, but it also helps to attract new candidates. Be sure to highlight your L&D program in your recruitment marketing and feature examples of possible career paths so that candidates and employees are both aware of the opportunities. - Kim Pope, WilsonHCG

8. It Offers Flexible Learning And Networking Opportunities

Most employees are constantly looking to advance their careers, and if you fail to help them, your talent will look for these opportunities elsewhere. People want an upskill learning opportunity that is accessible anywhere and anytime. You also need to ensure your upskilling allows learners to connect with one another. Employees learn best when part of a community. Moreover, they feel more engaged and loyal. - Erik van Vulpen, AIHR | Academy to Innovate HR

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9. It Drives Employee Self-Initiative And Growth

Accessible on-demand training gives employees agency to pursue their career goals, lean into their interests and take their future into their own hands. Employees are much more likely to stay in a job where they feel support and opportunities to grow. Even if they move to a different position within the company, they will stay with your company because they know they have a future with you. - Courtney Pace, FedEx Employees Credit Assoc.

10. It Prepares A Stronger Workforce

Employees today need more specialized and technical skills as well as the development of soft skills like collaboration and emotional intelligence. The best training programs focus on reskilling, upskilling and coaching for both executives and staff. Companies who aren’t preparing their workforce for the future could quickly find themselves scrambling for talent while those who are preparing reap the rewards - John Morgan, LHH

11. It Contributes To Team Success

In a hybrid work environment, getting people together across locations to keep knowledge current is critical. Digital learning gives us the opportunity to learn in the place of work, create connections across teams and identify opportunities for partnership. This increases engagement, builds a learning culture and contributes to our success. Also, who doesn’t love being recognized as an expert? - Jennifer Rozon, McLean & Company

12. It Highlights Long-Term Career Objectives

Employees are in an unprecedented market where company loyalty is at the forefront for retaining key talent. Employees are looking for companies that are not only focused on the bottom line but their long-term career objectives. Offering, recommending and assigning training within an employees' current and future career interests have made the difference in showing true investment. - Nakisha Griffin, Virtual Enterprise Architects

13. It Fosters Appreciation

Offering training and education will increase engagement because we all know how much that improves the bottom line. If you really want to ramp it up, offer your employees educational opportunities beyond your industry or their core competencies. Help them to expand their horizons. They'll be forever grateful, loyal and have more depth to offer your company and customers. - Richard Polak, American Benefits Council

14. It Keeps The Company Competitive

According to a recent survey by Amdocs, nearly two-thirds of employees say they would leave their jobs due to a lack of growth and training opportunities. In today’s workplace, offering educational training programs is essential to employee engagement and retention. In addition to helping the company remain competitive, it strengthens employee relationships in a team-building environment. - John Feldmann, Insperity

15. It Aligns Employees To New Areas Of Focus

Not only do we offer learning stipends and access to learning platforms, when we launch new programs and offerings, we pulse our employee base to learn who would like to gain expertise in those areas. We then train employees, aligning them to new areas of focus for the company rather than hiring externally. Those employees then become engaged subject matter experts when these services launch. It's a win-win. - Nicole Fernandes, Blu Ivy Group

16. It Breeds Knowledge And Satisfaction

Engaged employees are always learning. We rolled out 350 workshops for more than 10,000 employees to embed our corporate strategy. Our skills-based development approach offers on-demand courses to advance expertise and critical skills for career growth. The impact has been tangible. Our people are among the most knowledgeable in the industry. Investment in our people breeds satisfaction and loyalty. - Sharon Doherty, Finastra

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Upskilling is crucial for adapting to new technologies and job market changes, requiring flexible learning approaches.

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Content: Ready, set, upskill: The way forward for Australia's workforce

The significance of upskilling so you can get a grip on how to tackle today's job market.

This is branded content.

The fast evolution of technology and industries requires everyone to adapt, grow and enhance their skills. However, this is even more important in a changing job landscape where roles are created and transformed. It's not enough to improve knowledge with a miniature course, we need to employ a flexible learning approach that involves everything from hands-on education to studying online.

Now that we know that upskilling is the driving force that will empower the workforce to tackle the challenges of the future, this detailed guide will highlight the significance of upskilling so you can get a grip on how to tackle today's job market.

Challenges facing today's workforce

With the state of the current workforce and its obstacles in today's rapidly changing job market, there are constant changes happening all around us. That's why it is essential to be ready for any new hurdles. Let's delve into some of these challenges.

Addressing skills shortages

One challenge confronting Australia's workforce is the expanding skills gap. As new technologies emerge in the market and alter our work methods, skills that are highly sought after today could become outdated tomorrow. The absence of adaptation threatens productivity, hinders progress and may decrease competitiveness for businesses and organisations nationwide.

Advancements in technology

Artificial intelligence, machine learning and data analysis are not abstract terms but essential elements in work settings moving forward. However, with innovation comes the necessity for adjustment, and many traditional job roles are becoming obsolete. This is why the workforce must keep up with these advancements and remain relevant in the employment landscape.

Global competition

In an increasingly interconnected world, Australia's workforce is not being measured against its own standards anymore. Instead, it is engaging in global competition and to stay ahead, employees must continuously enhance their skills and knowledge to meet standards and ensure they are included in the job market.

Skills enhancement solutions

Fortunately, there are methods through which organisations can enhance their capabilities to fulfill requirements. These methods include hands-on training, online courses and workshops. Companies have various investment options; let's delve into it.

Digital learning platforms

E-learning has revolutionised education with platforms such as Coursera or Udemy that offer education from institutions at the convenience of one's home or workplace. This type of skill enhancement is not just convenient; it's often more cost-effective and time-saving, enabling employees to learn at their own speed. If an employee can implement their own platforms this will give a major advantage and more efficiency when training.

Job training programs

Technical and Further Education (TAFE), along with training institutions, play a crucial role in imparting practical job-specific skills to both aspiring professionals and seasoned workers. Emphasising hands-on learning, these programs produce well-prepared graduates to meet the industry's demands. These must be utilised where required because having these standards helps staff ensure they meet industry requirements.

Advantages of skill enhancement

No one wants to remain in the same position, knowledge and certifications forever; skill enhancement is essential and comes with an array of advantages. It can improve multiple aspects of your personal and professional life.

Enhanced employability

Acquiring skills enhances employees' appeal to employers. An individual who stays current with industry trends and technologies is more likely to secure and retain employment opportunities amidst layoffs and unpredictable job markets. When you include these new skills or training in your resume, you will become most attractive to employers.

Career progression

Skill enhancement can pave the way, for higher-paying positions and more fulfilling career pathways. It empowers employees to take on responsibilities, lead projects and eventually secure a promotion or transition into a gratifying role. It can help you become a leader in your industry and help put you in better positions within your organisation.

Adapting to change

Change is ever-present in today's dynamic work environment. Individuals who enhance their skills cultivate an adaptable mindset, enabling them to navigate changes within their workplace, industry or the broader economy. Studying courses that are in line with future trends and technological changes means that you're going to be more adaptable moving forward.

The importance of collaboration between educational institutions and industries

Educational institutions must collaborate closely with industry partners to grasp future skill requirements. If these collaborations are initiated with good industry understanding they can deliver programs that directly benefit workers and contribute to growth in the long term. While the traditional approach is needed, it must be mixed with upskilling solutions that meet the needs of the industry.

We all need education and this includes newcomers to experienced professionals, the sooner we realise that learning doesn't end after graduation, the sooner we can facilitate better programs for those already working. When this is widely accepted, we can all foster educational development for professionals who want to stay motivated, acquire new skills, and excel in their fields.

Conclusion

Upskilling in Australia isn't just a convenient option but is now a requirement; by implementing these strategies and providing support networks, we can empower employees with the resources to grow and adapt during transitional periods. It is not only the responsibility of the individual but also vital for institutions to create a conducive setting to enhance educational growth. By improving our skills today, we prepare ourselves for the uncertain possibilities and new developments that lie ahead.

By 2025, 149 million new digital jobs will be created, requiring half of employees to be retrained due to technology adoption.

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[Technology Workplace] 149 million more digital jobs in 2025, half of employees need training
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Although technology can bring the benefits of automation and help improve work efficiency, it does not mean “dehumanizing ”. (AFP)
The market generally expects the economy to slow down significantly this year, but labor demand in many growth industries remains strong, especially in order to promote digital transformation, employers will pay more attention to cultivating their own talent to fill the positions of middle and senior skills.
In the Newcomer Smart Age: Workforce Trends 2023 report, 149 million new digital jobs will be created by 2025 in areas such as cybersecurity, data analytics, machine learning, artificial intelligence (AI), cloud and software development; as technology adoption increases, half of employees will need to be retrained by 2025.
Facilities Management Embracing Technology for Individually Active Young People
Tomas Chamorro-Premuzic, innovation director at ManpowerGroup, said that despite more than 140,000 tech employees being laid off in the past year, as many as 72 percent were able to find a new job within three months, while 76 percent said they were working to fill IT and technology positions.
There is a growing gap between the skills people have and the professional skills that companies need, resulting in the current strong recruitment growth that cannot be met.
He suggested that companies should pay more attention to and support the career development of their employees, which will help attract, develop, manage and retain the next generation of talent.
But he also stressed that while technology can bring the benefits of automation and help improve work efficiency, it does not mean “dehumanizing ”.
“It ’ s a trend to become a data scientist and learn to program, but what we really need is to improve the skills and talent that are unique to humans, because that ’ s the most valuable skill. ”
【 Made in Hong Kong 】 Robotics Start-up Local Factory to Control Quality and Educate Talents
As indicated in the survey, more employees believe that collaboration (83%), problem-solving (82%) and trustworthy quality (82%) are more important to doing a good job, followed by efficiency (76%).
Employers also believe that integrity is the most important employee trait (40%), followed by flexibility (31%) and reliability (31%).
Reporter: Chan Cheuk-yin
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Companies should support employee career development to address the existing skills gap and attract and retain talent.

Human fear and fear of the unknown hinder change adoption and lead to opposition to new technologies.

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Content: Change Management
|
The world is in a state of great transformations that bring with it new patterns of behavior and living, and if we look at the world of business, it is in a state of greater and deeper transformation.
These transformations call for building distinctive capacities in the field of helping different communities and entities to interact and engage in the new wave of demands.
All societies can contribute to the evolution and transformations that we see every day and different systems can accelerate the process of acceptance, and then creativity in dealing with emerging technologies and environmental transformations, this requires the creation of a basic structure that helps humans to understand, accept and react quickly to developments.
This advantage achieves competitiveness in environments that are able to embrace change as an important feature of the times.
It can be said that the most difficult element in the face of change is the human, despite the fact that his life is based on continuous change, whether biological, intellectual or psychological, but over time he tends to try to stay on a specific system and harmony in which he sees security.
Fear is what drives people to resist change, and many scientific studies have shown that even those who suffer and live in non-positive situations, tend to escape change by virtue of fear of the unknown, and there are many examples that are circulated in societies what pushes towards trying to stay in a situation that may not be happy or healthy because of this fear.
Many patients are afraid to go to hospitals and even resist attempts to treat them because of fear of the next.
Perhaps the most useful sentence in this context is Roosevelt ’ s statement, “There is nothing to fear but fear itself. ”
If everyone goes beyond fear, they can enter a new world with new challenges and a different future.
Perhaps it is important to mention here that transparency and clarification of facts are the most important elements of removing fear.
As part of planning for change, the more people understand the purpose of the change we want, whether it is small or large, the clearer their acceptance of the next steps will be, and help achieve the goals quickly.
Management scientists are interested in many other elements that fall under the planning of change, the most important of which are the creators in the organization who have within them the ability to accept the new, and this subject deserves a detailed talk does not allow space ways here.
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The fear of job loss from automation can contribute to resistance to new technologies, similar to the Luddites.

Transparency and clarification of facts can alleviate concerns about new technologies.

Change management is key to hybrid work success and implementing new workplace technologies.

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From User Adoption to Hybrid Work Success

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Somebody finally said it: Lindsay Grenawalt, chief people officer at Cockroach Labs, a database management vendor, wrote the following for Fast Company on the subject of hybrid work:

“There is so much that we can’t control about the future. And I can’t stress this enough: Nobody knows what they’re doing. We are in completely uncharted waters.”

It’s refreshing to see someone — especially an HR executive — concede so forthrightly that hybrid work will require a period of trial and error. And while this is an HR viewpoint, it’s one that IT professionals should buy into and support because the challenges of such an uncertain time fall heavily on IT as well.

Grenawalt’s overarching message is that experimentation is key to hybrid work success because it lets “employees feel in control of the experience.” That message of user empowerment was also shared here on No Jitter, from the IT perspective, by consultant Melissa Swartz of Swartz Consulting, in previewing her Enterprise Connect 2022 session on user adoption.

That session wound up offering a treasure trove of great advice and insights about how to make a user adoption project succeed. Swartz presented alongside Vallorie Weires, senior solutions and customer success advisor at Enabling Technologies consultancy, describing an engagement the two handled for a state government with 10,000 users to roll out Microsoft Teams.

The key to the project’s success was pairing the technical implementation with a powerful change management and adoption program. “They were in lockstep with us,” Swartz said about Weires’ change management team, which was on every call addressing the technology plan. “I’ve never seen a project where it was that much a part of the process.”

Weires cited research showing organizations that don’t invest in change management only see 35% of the benefit from a project compared with those that do. “You’re spending money on these [technology tools] because you’re trying to create an awesome experience for your users,” she said. “The adoption [program] just translates what you’re already trying to do into a way that your users can understand it and feel like they’ve been put first.”

That doesn’t necessarily mean users will always get what they want. In the state government project, one particular Teams feature gained instant popularity but had to be withdrawn because of a corporate governance issue. “Just because we address everyone’s concerns, it doesn’t mean we always say yes,” Weires said. “Sometimes it’s a hard: No, and here’s why.” The goal is to be transparent, so people feel seen and heard. “It’s not about being mushy, but it’s about people feeling that what they have to say matters,” she added.

Taking the sort of care and devoting the intensive change management resources to such a project requires a commitment of significant resources; Weires said 50% of the Teams rollout project’s budget was reserved for adoption and change management. And she acknowledged that IT hasn’t traditionally viewed change management as this large a component of a deployment. “This is a shift in the industry. It is a shift in the thinking,” she said.

But the shift is real and applies beyond focused projects like a Teams rollout. The principles that Weires and Swartz emphasized for their Microsoft Teams adoption project should be the same guideposts that enterprises follow as they implement hybrid work.

The big difference is that an enterprise can look to thousands of successful Teams rollouts worldwide as a model for their own effort and for confidence that the project can succeed. In contrast, it’s too early to say any enterprise has succeeded at hybrid work. But that’s all the more reason to focus on the principles of change management, transparency, and user feedback as the enterprise attempts to make hybrid work succeed.

Effective change management models include John Kotter's 8 Accelerators for Change and 4 Principles methodology.

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Content: Accelerating Government with ACT-IAC – Episode 10 – John Kotter

On this episode, we talk with world renowned leading change icon and best-selling author John Kotter.

Guest:

John P. Kotter is a best-selling author, award winning business and management thought leader, business entrepreneur, Harvard Professor and the Executive Chairman of Kotter International. His award-winning articles in The Harvard Business Review have sold more reprints than any other author’s, and his 2012 article, “Accelerate!” won the McKinsey award for the world’s most practical and groundbreaking thinking in the business/management arena. His books have reached millions, and have been printed in over 150 foreign language editions. His 1996 book, “Leading Change,” was selected by Time Magazine in 2011 as one of the 25 most influential business management books ever written.

His new book is titled, “Change: How Organizations Achieve Hard-To-Imagine Results in Uncertain and Volatile Times.”
Click here to read Kotter’s bio.

Additional Resources:

Click here to purchase copies of Kotter’s new book, “Change: How Organizations Achieve Hard-To-Imagine Results in Uncertain and Volatile Times.”

Click here to access Kotter’s blog webpage.

A few relevant blog posts:

Survive + Thrive

Restructuring Your Organization? Here’s How To Get It Right

An Alternative to Matrixed Organizations

Leveraging New Tech Adoption as a Competitive Advantage

Click here to see Kotter’s research page, which offers four very useful e-books:

• The Science of Culture Change
• 8 Steps to Accelerate Change in Your Organize (based on Kotter’s 8 Accelerators for Change model)
• 4 Principles to Power Lasting Change (based on Kotter’s 4 Principles methodology)
• Making 1+1+3: Hierarchies and Networks

To learn more about ACT-IAC, visit our website.

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Continuous learning and a fearless mindset are crucial for innovation and success in the 21st century.

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Change Management, Fear And Marketing

Director of Marketing at EATEL, a top telecommunications company offering one of the only 100% fiber-to-the-home networks in the country.

Has time accelerated? Did we quantum leap and land in the future? It can certainly feel that way. We’ve been in the midst of a digital transformation and consumer-led revolution for many years, but the worldwide novel coronavirus pandemic has supercharged this movement.

As a marketer, keeping up with technology and changing consumer behavior has been both a challenge and an opportunity for me. Building complex sales funnels, managing explosive amounts of customer data and moving toward digital-first experiences has required two things: change management and courage.

There are many teachings and experiences that have influenced me as a leader in an era of what I consider to be great wisdom and great foolishness. The two core teachings that have resonated with and defined me are the agile methodology and the power of mindset.

In agile, there’s a set of rules we live by: a manifesto. This methodology is not just for software and technology projects. We can apply it to anything. I’ve found it especially appropriate in the fast-moving, experimental, always-changing world of marketing. The credences that bring teams together and build dreams are simple:

1. Make the best decisions you can with the information you have at the time. If you get new information, you can make new decisions. Don’t blame each other. Accept that you all did your best with the knowledge you had at the time: period.

2. Value individuals and interactions over processes and tools. Don’t get blindsided by the status quo and limitations of the tools. Choose people first, keep an open dialogue and explore new ideas and solutions.

3. Minimum viable products (or communities): Choose working products over comprehensive documentation. Get it out there, test it, fail fast, make the next version better and keep iterating.

4. Responding to change over following a plan: This goes back to the first principle. If you get new information, you should make new decisions. Don’t stick to an old playbook just because you already approved and agreed upon it.

This sounds pretty good, right? You’re halfway there. It’s going to take one more thing. The second thing you should have to live these principles and truly transform a team, organization or yourself is the right mindset: a fearless mindset. This one-two combo punch can really set things on fire and bring innovation to the next level. First, you should believe you can do it. I’ve been called a renegade. People have called my ideas “science fiction.” I’ve been David in an epic face-off with Goliath. I’ve been successful. It’s because I had the right mindset. I had the right people around me. I believed I could do it. Not everyone will see your vision. Sometimes only you can see it. When that happens, you’ll require courage. You’ll need to be fearless.

How do you become fearless? Welcome to the classic hero’s journey. There are many stories, books, examples and people who have conquered fear and have great lessons to teach. There are many people I admire, follow, read about and channel inspiration through. The most effective teachers are often your own experience and the people closest to you, both personally and professionally. Once you see fearlessness, you can believe in it and achieve it too.

I’ve seen it. A good friend of mine, Rachel Davidson, specifically conquered fear and literally wrote a book on it called Dangerous: When A Woman Becomes Fearless. I’ve found her teachings to be similar to those of Napoleon Hill, Bob Proctor, Henry Ford, Martin Luther King Jr. and many others.

Here are my takeaways on how to be fearless from these individuals and my own experience:

1. Mindset: Stay positive and get into a growth mindset. Never doubt yourself. Never get down on yourself for too long. Just like they say in agile: Fail fast and learn faster. There’s always a lesson and a bigger picture. If you can’t see your worth or the value in your ideas, it’s likely that no one else will either. If you give up, no one will do it for you. Keep going.

2. Purpose: Do you believe in what you are doing? Are you helping people? Are you solving a problem? Are you delivering value? Do you feel good about it? If you don’t, you are doing yourself, your organization and the world a disservice. You are here for a reason; it’s your job to find out what that is and go after it.

3. Knowledge: Some of the best weapons against fear are knowledge and experience. Good news: There is a free-flowing, super-accessible mega-wealth of knowledge at your fingertips. The entry level to becoming an expert at anything has been greatly reduced. You can learn just about anything online, connect with anyone in the world and even drop in on conversations about any topic you can imagine. Use these tools. Build your knowledge. Find your people. Create a mastermind group. Never stop learning.

The future belongs to those who create it. Be agile. Be fearless. Launch your campaigns, build new products, update your pricing strategies, make the best decisions you can with the information you have at the time, fail fast and never stop learning.

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Clear communication is key to bridging trust gaps and easing employee confusion during change management.

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Content: Reimagining the workplace was a common theme during the final session of the 2021 Digital Workplace Experience conference series, produced by Reworked and Simpler Media Group.

In his opening keynote address at the fall virtual conference on Oct. 14 and 15, Adam Grant, organizational psychologist at The Wharton School and bestselling author of “Think Again,” shared where he thinks workplace collaboration goes awry, why good ideas don't get put into practice and how employers must rethink their workplace culture. It comes down to having an experimental mindset as a leader.

“My favorite alternative to preaching, prosecuting and politicking, is to think more like a scientist," he said.

The conference brought together over 20 speakers to share insights on topics such as innovation inside the workplace, the evolving intelligent workplace, collaboration and digital transformation. Access to recordings of the fall sessions, as well as all the presentations from the four-part 2021 Digital Workplace Experience series, is free after registration.

In addition to two days of sessions, Reworked and Simpler Media Group also recognized the finalists for the 2021 Employee Experience Leader of the Year award during event, and named Tom Dewaele, vice president and global head of employee experience at Unilever as the winner of the award.

Here are five takeaways from the fall finale of the event series:

We’re Only as Good as the People Around Us

Mike Prokopeak, editor in chief of Reworked, kicked off the conference by discussing the conference theme: “Future Workplace: Emerging Technology, Innovation & Intelligent Platforms.”

“To be honest with you,” Prokopeak said on Oct. 14, “that theme is actually already a bit out of date. It implies that the future is somewhere off in the distance. If there's anything the last year-plus of innovation and change has shown us, it’s that the future of work is now.”

The world's seen a massive investment in workplace tech and the convergence of work and home, Prokopeak said, and “there's no time like the present to be doing the work that you're doing.” And that means investing in agility, experimentation, rapid prototyping, integrating systems and processes, and, above all, learning what is demanded of us for work — now.

“It's the human element of work that is most important,” Prokopeak said. “And also the most complex and challenging part of this ongoing transformation: we're only as good as the people around us. The team we build, the people we develop and support, and the mission we choose to pursue together. ... It's the values we share, the dreams we pursue together, and the quality of our relationships that will define whether or not we succeed. Tech will only get us so far. It's what we do with that tech to work better, to fulfill our purpose as organizations and benefit individuals that will make all the difference.”

Related Article: 7 Takeaways from the Digital Workplace Experience Summer Conference

Employee-Centric Model is Needed for the Modern Employee

Jaime Neely, chief culture officer at Trend Hunter, encouraged employers to consider the toll the pandemic has taken on employee wellbeing.

Her company's innovation assessment found that among the 60,000 professionals they surveyed globally:

  • 38% feel their ideas are not heard or acknowledged.
  • 47% feel they aren’t provided the time and resources to pursue their ideas.
  • 52% don't think their company adapts quickly enough to remain relevant.

“It may be hard to say but what we know with certainty is that the workplace is forever changed,” Neely said as she shared Trend Hunters’ "4 E’s of Modern Work Culture," which include:

  • Evolution
  • Engagement
  • Experience
  • Excellence

Workplace leaders need to be cognizant that work never ends for most people today, with endless notifications and pings from always-on collaboration tools. This wasn’t always the case in the workplace.

“There wasn't any email or mobile phones or Slack notifications,” she said. “And this meant that for the most part, work actually stayed at work. And there was a very clear, dare I say, healthy separation between work and life. Today, however, it feels like there's hardly any semblance of separation.”

Neely spoke about millennials and Gen Z’s dominance in the workplace over the next 10 years — something for which workplace leaders must adapt. These generations “bring very different expectations and norms with them that they expect in the workplace,” she said. The modern employee expects the right to choose when and where they want to work, she said.

Workplace Learning Never Ends

Tammy Grant, senior expert for learning for McKinsey & Company, shared with attendees some data and lessons for reimagining the future of work and learning in 2022 and beyond. Her overarching point? Companies need to be reskilling and upskilling their employees. All of them.

“We have lots of jobs out there, and we have lots of people looking for work,” Grant said. “... As many of you probably know, jobs are being redefined by technology. And the thing is that people don't necessarily have the skills they need to fill these new jobs.”

The idea that you're going to be in the same job for the rest of your life? Thing of the past, Grant said. We know that people need to upskill, so why aren't we doing it? A lot of adults haven't been trained in how to be lifelong learners.

Employees in today’s workforce should be able to:

  • Add value beyond what can be done by automated systems and intelligent machines.
  • Operate in digital environments.
  • Continually adapt to new ways of working and new occupations.

McKinsey research found four main categories of skills:

  • Cognitive
  • Interpersonal
  • Self-leadership
  • Digital

“So,” she said, “continuous upskilling and reskilling is a must. Learning now probably has the amount of shelf life as a glass of milk sitting on your counter. By the time it gets out and released it's probably out of date. So the constant need to reskill is upon us.”

Related Article: 6 Takeaways from the Spring Digital Workplace Experience Virtual Conference

Change Is Coming to the Digital Workplace

Sarah Kimmel, vice president of research at Simpler Media Group, shared key findings from the 2021 Q2 Edition of The State of the Digital Workplace report, including where organizations are in terms of implementing the core elements of their digital workplace.

The percentage of organizations reporting that their digital workplace is now “fully implemented” has doubled from last year, jumping from 15% to 31%. The overall proportion of organizations we can consider to be in implementation or post-implementation has also increased from under half (49%) in 2020 to over two thirds (67%) in 2021.

Kimmel also reported that those organizations stating they are either at a “mature” phase or “mid-way” phase toward digital workplace maturity have grown from 58% to 69%, and those “not yet started” or “not sure” have shrunk from 8% to 3%.

Related Article: 10 Takeaways from the Winter 2021 Digital Workplace Experience Conference

Communication Matters in Digital Workplace Tech Rollouts

Michelle Braden, vice president of global talent development at WEX, was transparent about her personal experience with implementing new workplace technologies in her company. She said that it was a learning process implementing new technology, and while it was challenging to get things rolled out during the pandemic, the reaction that resulted from the new technology made it worthwhile.

Braden reinforced that communication is crucial when it comes to implementing new workplace technology. She said that it will ease any confusion that may arise due to assumptions made by employees. Braden said that it is as easy as explaining what’s coming and why it’s coming. Holding out on this information will confuse employees and cause unneeded headaches for the company leaders.

“Communications," Braden said, "articulate the value of the change."

Organizations without change management realize only 35% of project benefits.

Pairing technical implementation with change management ensures project success.