Here Are 5 Predictions For How Your Job Will Change This Year
The future predictions of work have never been more uncertain. Return to work dates have been cancelled and moved countless times and as resignations continue to reach all time highs, hiring demands will continue to change drastically. Workplace vaccine mandates have also contributed to the uncertainty of the job market.
Substantial changes in how work gets done has led many to believe that these shifts won’t be stopping anytime soon, and many believe that major changes are still on the way.
1. The “return to office” date will be replaced by a “return to office” set of conditions.
Return to office dates that are ever-changing are being scrapped by some companies. Some suggest that businesses should use a set of measures to decide whether to be open, such as hospitalization rates or local transmission rates. Others agree that the goal should not be to make executives’ professional lives easier, and instead should be to give advise employees on when they will reassess the local conditions to determine when they will re-open.
2. Raises—or bonuses—will grow, which could lead companies to hire more globally.
There’s a lot of discussion over whether inflation should lead to raises: It hurts workers’ wallets, yet once a raise goes into place, it’s difficult to reverse if prices fall. However, there is evidence that some companies are considering this issue, with some human resources clients plan on making adjustments in salary to account for inflation. More than half of human resources leaders expect raises to increase more than 5%.
As a result, there will be more challenges with “salary compression,” which occurs when the cost of attracting new recruits means they’re eing paid the same or more than tenured employees. Current employees may quit if they find out, worsening the recruitment and retention crisis.
3. Coordinated vacation will become a lasting part of the corporate calendar.
Many business have extende3d vacation days to assist employees burnout and mental health demands of the pandemic. By giving everyone in the company the same day off, it prevents people from being lured into meetings, being distracted by email and Slack messages, or experiencing professional FOMO.
4. The metaverse won’t take off quite yet. But new tech will try to ease hybrid work.
While some business may begin experimenting the metaverse, a virtual reality world with digital avatars, experts believe that general adaptation is still a few years away and possibly even further. Virtual and augmented reality is still expensive, has hardware challengers, and doesn’t work well with common business applications.
Expedia Group, for instance, has updated some conference room cameras with software that uses artificial intelligence to pan and zoom to the person speaking. In others, it’s piloting iPads at conference table seats to help replicate the experience at home. Unlike a table full of laptops employees bring—which could mean dead batteries, microphone feedback complications and, of course, people multi-tasking—the iPads are fixed, says Chris Burgess, Expedia’s vice president of IT. “It’s a way of ensuring that everyone has the same experience,” he says.
5. Skills will start mattering a lot more than specific experience or work history.
It may seem obvious, but in a tight labor market, companies are increasingly focused on the individual skills workers bring to the job rather than the past roles and education on their resume, human resources experts say. With the volume of hires at the highest level since LinkedIn started tracking in 2015, “it’s causing companies to think about their hiring practices in more expansive ways,” says Dan Shapero, LinkedIn’s chief operating officer, giving the example of a sales operations manager being considered for business development or strategy jobs.
“Whereas in the past it might have been based on your experience — where did you go to school? Where did you work before? — companies are coming up with a broader range of ways to assess who is good at what that isn’t so directly tied to their prior experience,” he says.
The shift is big enough that it’s changing how employers think about pay, says Martine Ferland, president and CEO of Mercer. “We’re now pricing the skills rather than pricing the roles or the job,” she says. “This movement is much more rapid than I would have anticipated, to the point where we’ve just launched a database” that helps employers pay based on skills.
What’s in it for employees? “It makes you more mobile, more employable,” says Ferland. “I think it can make your work life much more interesting when it’s focused on building your portfolio of skills opposed to the very rigid ‘ladder’ type of career path.”