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    Workforce 4.0: How AI, the Home Office, and the Gig Economy Are Disrupting the Status Quo
    Workforce 4.0: How AI, the Home Office, and the Gig Economy Are Disrupting the Status Quo
    Workforce 4.0: How AI, the Home Office, and the Gig Economy Are Disrupting the Status Quo
    Ebook176 pages2 hours

    Workforce 4.0: How AI, the Home Office, and the Gig Economy Are Disrupting the Status Quo

    By Gerard Szatvanyi

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    About this ebook

    What’s coming next for today’s workforce, and the companies behind them? For those eager and willing to adapt, the possibilities are nearly endless, according to author Gerard Szatvanyi. Recent advances in technology have led to new trends, and this global transformation holds tremendous potential. Nearly every industry will be impacted, and organizations that set the right vision could benefit from breaking into new markets and pioneering the creation of specialized niches. Organizations have the chance to make the most of AI solutions to equip team members and uplevel their skills. Along the way, they’ll need to think through the purpose of the office. It will also become increasingly important to follow smart protocols when hiring virtually and to take care as they operate in new regions to make sure these places align with their values.

    As AI moves into the lives of everyday workers, companies can be assured that the human touch will still be essential. Even as machine learning and automation reduce the need for intense labor, team members will be tasked with higher level responsibilities, including the job of supervising AI and making final decisions. Firms can expect to see benefits ranging from increased productivity, higher rates of worker satisfaction, improved efficiencies, and the potential to produce new revenue streams from specialized products and services.

    With more than 20 years of experience in the tech industry, Szatvanyi has long been fascinated with digital solutions and their impact. Moreover, he’s a champion for bringing in the human connection, recognizing that the best implementations occur when executives first peel back the perceived restrictions and ask, “What if” questions. Having an open mind and a willingness to think differently could help organizations reduce the risk of getting disrupted and instead, increase their chances to gain — and hold — a strong position in their respective industries.

    As founder of OSF Digital, a global IT services company, Szatvanyi has worked with clients and brands around the world, consulting and directing digital initiatives to equip organizations with the tools they need to reach consumer expectations and demand. He has provided insight on upcoming trends and shares that today’s technology tools will welcome in a landscape that is unlike any other period in history. Through it all, Szatvanyi shares tips to manage today’s workforce and get ready for the great ride of tomorrow.

    LanguageEnglish
    PublisherForbes Books
    Release dateOct 3, 2023
    ISBN9798887502014
    Author

    Gerard Szatvanyi

    GERARD SZATVANYI is the founder and president of OSF Digital, a leading global commerce solutions and digital transformation company. Throughout his career as an entrepreneur and visionary, he has been a thought leader for the intersections of life and work, laying out trends and upcoming shifts in the tech industry. Szatvanyi is also the president and chief technologist at eSkill, the market leader in pre-employment testing which offers standard and customized hiring assessments. His first book, The Great Digital Transformation, guides readers through the steps to take to reimagine the way they interact with customers to enhance experiences, which can ultimately enable companies to improve their profit margins. Based in Hong Kong, Szatvanyi regularly travels the globe and shares his knowledge with up-and-coming entrepreneurs.

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      Book preview

      Workforce 4.0 - Gerard Szatvanyi

      imgintro.jpg

      If I told you AI was used to write this book, would you believe me?

      The question reflects concerns that emit throughout society. As we look to the future, it can be hard to grasp exactly what we’re capable of doing with technology. It’s often equally unsettling to think of what’s ahead.

      Thanks to introductions like ChatGPT, it is getting increasingly difficult to decipher what’s human and what’s machine. ChatGPT is open to engaging in a conversation with others online. If you type in a question, you can expect a response. The discussion might be as basic as a definition request. Or it could be as intricate as the development of a poem for a loved one.

      Examples like this show us just how far we’ve come. Moreover, they point to the horizon and our future. Paying attention to the trends is key, not only to find authenticity but to plan and be prepared.

      This gets complex when we add two layers to the AI discussion. That’s because there are really three trends at play in our world today. They are the gig economy, the home office, and the onset of AI into the mainstream.

      While the recent advances in AI may be drawing the most attention, we need to look at all three to fully grasp what the workplace of tomorrow will be like. Collectively, they are revamping the way we live and work. We can expect them to create a new reality that will be unlike any other time we’ve experienced in history. This world will be increasingly connected, smart, and proactive. It will provide workers more control over their schedule and sense of well-being. It will give companies opportunities to tap up-and-coming markets and reap the benefits from doing so.

      Instead of causing a sense of fear, I believe they can drive excitement. In the following chapters, we’ll dig further into topics related to this transformation. We’ll discuss how these trends formed and spend some time reflecting on their history. After learning from the past, we’ll look at how to manage a workforce that is sometimes in the office and often at home (or anywhere in the world!).

      We’ll acknowledge that, in the coming years, it will become particularly important for companies to know their values and to be aware of the way others operate. Different regions have their own cultures and protocols. As we become increasingly connected online (and break down barriers of physical distance), it will be essential to listen to what is considered the norm in new areas and plan accordingly.

      While I can assure you that workers will not want to head back to the office full time, I will also say that the office itself is ripe for a transformation. Organizations need to think through the purpose of the office and to align its environment with their goals and vision. This could mean smaller offices in more locations more conveniently located to reduce commute time, or other arrangements that employees request. We’ll look at these options in-depth and consider how to decide which one is best.

      I’ve been involved in the intersections of life and work throughout my career in the tech industry. I’m the founder and president of OSF Digital, a leading global commerce solutions and digital transformation company. This IT services firm has more than one thousand employees and serves various industries in North America, Europe, Latin America, and Asia. Our clients span from retailers to firms focused on HR, technology, finance, education, and life sciences, among others. I’m also the president and chief technologist at eSkill, the market leader in preemployment testing which offers standard and customized hiring assessments.

      With my entrepreneurial background and interest in envisioning the future, I have ample experience in software products, CRM solutions, cloud and mobile application development, and more. I’ve been involved in AI development long before bots like ChatGPT hit the scene. Moreover, I’ve discovered trends that reveal what we can expect in the future—and I’m ready to share them here in this book.

      Throughout the chapters, I’ll reveal how AI will move into nearly every industry in the future, though the human touch will override its features. Organizations can use AI tools to enhance customer experiences to uplevel their satisfaction and increase profitability. However, it will be necessary to approach AI implementation with an ethical lens and communicate to others how the technology will be used.

      Finally, we’ll discuss the fortunate news for employees and organizations alike. AI won’t replace workers, though it will create opportunities to specialize, upskill, and move into higher compensation areas. Firms will benefit from increased productivity, efficiency, and the chance to create and break into niches that were never possible before.

      Throughout it all, I’ll show there’s ample reason to be excited about our future. The key is to approach the upcoming years with optimism. When we ask, What could be? we open our minds to reimagine both work and life. Moreover, we realize that we have the tools to create a brighter future for all. Let’s begin.

      imgpage.jpgimgchap1.jpg

      GET READY FOR A GREAT RIDE

      How did you get to work today?

      If you drove a vehicle to the office, parked it in a commercial garage for the day, and arrived at your desk just as the clock turned to 9:00 a.m., you could soon be in the minority of workers. For those who have been with the same company for more than ten years, the percentage drops further. And if you’ve never worked remotely (or dreamed of it!), it might be time to tap into the trends.

      Specifically, there are three main influences that are transforming the workplace. They are the gig economy, the home office, and AI’s mainstream acceptance. Collectively, these three factors will fundamentally shift how we approach tasks in the coming years. They will impact every job level, from the entry employee to the C-suite and board of directors. For individuals like you and me, we can expect change—in a big way.

      Organizations that embrace these trends will be better equipped to face the future. That’s because, amid all this shifting, one point is certain. Due to advancing technology and worker expectations, the world will never be the same. We won’t go back to the way things were. There will be no chance to wave a magic wand and reverse the clock.

      Rather, new tools call for new ways of doing things. The more we comprehend what’s happening (and what is ahead), the better we can plan. Let’s look at each of these trends in this chapter. As you do, I invite you to think about your own organization. How will these influences impact you? How are they changing your workforce? What opportunities do they present to change? How could these waves bring new—and improved—results?

      If you keep an open mind, chances are high that the ideas will begin to flow. You’ll be able to have high-level discussions about change with your teams. You’ll be ready to bring in the new, and all the potential it holds.

      The Gig Economy

      The first of these three trends, the gig economy, is not brand new to the scene. The term originated during the last century to refer to short stints of work. By 1915, jazz musicians used it to talk about their performances. During the Great Depression, many farmers had to sell their land. Amid drought and falling prices, they couldn’t make ends meet. After giving up their own business, they moved from farm to farm, offering to help. These gigs often included planting, plowing, or harvesting.¹

      The 1940s welcomed in the temp agency. Workers could ask for a job and get assigned to a place that needed part-time, short-term assistance. Several decades later, more had caught on to this concept of part-time work. By the 1990s, 10 percent of Americans were employed in an alternative job, breaking away from the long-term commitments workers had so often made to businesses.

      Once the web was up and running, workers tapped in. Craigslist, Upwork, and a host of other platforms sprung up. Individuals who wanted contract work could sift through job postings, submit an application, and wait for a phone call. Moving closer to today, we have Uber, TaskRabbit, Airbnb, and DoorDash making it easier than ever to work the way we want, when we want.

      NEW FREEDOMS

      As such, over the years the gig economy has morphed into this concept of part-time, freelance jobs. Perhaps its greatest appeal is the sense of independence it provides. Workers can pick and choose what they do. If they are a freelance photographer, they can say yes to as many requests as they’d like. When they want to carve out a vacation, they set dates on their calendar and turn down work requests during that period.

      Taking it a step further, that freelance photographer may decide they want to boost their income. Perhaps they have carried out outdoor sessions for couples and families for the past five years. They might decide to delve into landscape shots. To start, they do a family photo shoot set against the mountains. When the session ends and the family leaves, the photographer stays. They snap a few pictures of their own. At home, they put them up for sale on Etsy. If others (besides their mom!) appreciate their work, they could have an additional income stream.

      The gig economy shatters the stereotypes that surround the nine-to-five, five-days-a-week routines. It breaks up the concept of graduating from college, applying for a job with a company, and retiring decades later from that same firm. Pensions? They are evaporating. Tenures of twenty-five years? They are becoming a thing of the past.

      And that’s not bad news. For workers, it means the freedom to choose among job options. It is also a positive for companies who embrace this new way of work. Firms can expect to receive applications from candidates who are passionate about the role being offered.

      Under this arrangement, workers will accept the contracts that ring true to them—and turn down those that don’t. Employees get to avoid the risk of being tied to a job that doesn’t align with their passion. If they start in one role, and find they are more interested in a different area, they can move on. They’ll be a better, more productive asset at a company where they can match their skills

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