Highlights from the People Profession 2030 Hackathon

Monday 10 August saw us kick-starting the People Profession 2030 virtual Hackathon, bringing together peers from across the world to co-create a vision of the future of work.

We began by challenging contributors to read our CEO Peter Cheese’s blog, asking them, ‘What does the future look like to you?’

Here’s a snapshot of the key themes that emerged throughout the course of day 1:

• People professionals need to be technologically minded and data driven if they’re to adapt to tech and AI advances in the workplace. However, human values and skills, like emotional intelligence, will become an even greater priority for business, since they cannot currently be replicated by tech and AI.
  
  
• COVID-19 has accelerated change – particularly in the areas of flexible/remote working.
  
  
• HR needs to lead the way in ensuring their organisations – and people – adapt to these changes. Most contributors were optimistic about the profession's role in doing this, though some flagged the need for greater capabilities and influence in doing so.
  
  
• In this era, an individualised, outcomes-focused approach is more important than one that’s policy-based.

By mid-afternoon GMT, Monday’s top contributor was Giles O’Halloran, with a remarkable score of 376 points on our global leaderboard. Well done, Giles!

Quotes of the day

Lau Wah Yuen suggested a need for re-designing the work contract, leading to an increased focus on individualised employee-led performance management over traditional organisation-led performance management:

'Perhaps HR and organisations should encourage people to take on portfolio work, with different organisations; much like how we should have a portfolio-based investment strategy... This will encourage individuals to take charge of their career, and not depend on the organisation to do it for them.'

Perry Timms proposed people professionals remodel the HR function around their organisation’s circumstances, based on the needs of now and the future:

'It feels like we need not just one new HR model, but a thousand permutations that reflect the context of the people and businesses we operate in and with.'

The second day of our People Profession 2030 virtual Hackathon was a lively one! As of mid-afternoon Tuesday 11 August (GMT), the day’s top trend was technology and digital transformation, underscoring the need for people professionals to be actively involved in the tech decisions and digital transformations businesses undertake.

Here’s a snapshot of the most popular insights from Tuesday’s activities (thank you to all participants for taking part!):

• Technology and digital transformation will have an undeniable impact on the future of work. However, the negative impacts of the mass uptake of tech shouldn’t be ignored – nor should they prevent us from adopting and adapting technology where it is beneficial.
  
  
• Globalisation offers us the opportunity to think beyond traditional organisational structures to get the right skills and knowledge for an organisation, influenced by Government and regulatory norms.
  
  
• Industrial change and the need for organisational agility is ever-present, but how can we develop and engage employees throughout these changes as workforces become more dispersed?
  
  
• Social responsibility is at risk in the face of economic downturn and automation. People professionals need to be at the helm here, challenging unethical decision-making and making sure work benefits everyone.

Quotes of the day

Our quotes of the day come from two Hackathon contributors – Angela Elliott and Jo Reeves:

Angela highlighted the need for a socially responsible approach in the current climate: 

'We all need to help create workplaces where people feel safe in speaking up and are therefore better placed to innovate, create and be productive.'

Jo issued a word of warning around an increased focus on remote working, flexible working and an agile workforce:

'There is a huge risk that company culture and belonging will be negatively impacted…What is important now is that focus is given to a longer-term strategy that will ensure that employees feel that they have a place in the organisation.'

Discussions around COVID-19 featured heavily up until this point. From day 3 (Wednesday 12 August) onwards we encouraged participants to predict how COVID-19 will influence work in 2030, asking the question, what have people professionals learnt from this unprecedented disruptor?

Day 3’s top trend was workforce diversity and changing demographics, highlighting the key role our profession plays in championing diversity in the workplace. Here’s a summary of the day’s most popular insights (drawn from 54 ideas submitted by our contributors as of mid-afternoon Wednesday 12 August GMT): 

• Increasingly diverse employment relationships might see different forms of working (such as employees working for multiple employers) becoming more and more popular. This could create positives for employee development and career ownership, but challenges when it comes to employee engagement and contractual issues.
  
  
• Organisations need to focus on representation, inclusion and individuality if they’re to ensure the future world of work supports diversity and changing demographics. People professionals need to take the lead on this, especially when it comes to developing anti-racism strategies.
  
  
• COVID-19 has forced us to assess the quality of education (and learning) both inside and outside the workplace. Timely learning at the point of need should become the norm to ensure we have the right capabilities for the future.
  
  
• Organisations need to prioritise employee voice and inclusion. However, we also need to recognise that there are benefits to both individualism and collectivism, and strive to create a world of work where the individual and collective are important. 

Quotes of the day

Day 3’s top-voted idea comes from Alok Singh, who asked, ‘Who are “our” people?’  

‘As employment relationships become even more diverse, traditional norms for employee benefits and talent development will no longer be relevant. If a contractor staff has more organisational memory than most of your employees, then it is in your interests to pay for their retention. If a consultant leading on a 2-year project is expected to make a major contribution to business delivery, it may make sense to invest in developing their leadership skills, and to incentivise performance with variable pay/bonus.’ 

As for the most-discussed idea of day 3, that goes to Lucy Smith, who posed the question, ‘What if we stopped using the word diversity?’

‘Perhaps controversial, but I wonder what would happen if we stopped using the word 'Diversity'? I am concerned about the labour market following COVID-19 and how much inclusivity will be prioritised. However, it also creates a great opportunity to re-design processes and procedures so that they are inclusive from the outset.” 

On day 4 we explored the alterative trends you think will be most influential over the next decade. Here’s a summary of the day’s most popular insights (drawn from 53 ideas submitted by our contributors as of mid-afternoon Thursday 13 August GMT):

• A four-day working week brings challenges and opportunities. Work-life balance could improve, but working patterns and processes will need to change if a shorter working week is to be feasible.
  
  
• There was plenty of discussion around how the current practice and purpose of the profession could change over the next decade. A priority is for people professionals to challenge processes that don’t add value.
  
  
• The world of work will continue to change at pace. Customers want immediacy and responsiveness, so organisations need to be agile and adaptable if they’re to thrive. Key to this is supporting employees through change.
  
  
• Change also requires upskilling and reskilling. As well as a better understanding of the skills needed in the future, learning approaches need to be adapted, and people professionals need to support and empower employees to learn through coaching and enabling, rather than teaching.

Quotes of the day

Day 4’s top-voted idea comes from Neil Russell, who maintained, ‘It’s still all about managers leading people’:

'People managers are the rocks on which our greatest plans are dashed or the wind that fills the sails. They remain, for me, the greatest asset and ally to HR or its worst enemy…How do we get operational managers to understand that the 'people leadership' part of the job is worth a lot more than 5% of their time? HR, and the services and solutions it provides, can only go so far in ensuring people are engaged, supported and developed, providing the base for organisations to thrive.’  

Krystyna Gadd posed the most-discussed idea on ‘Personal experiences during COVID-19 pandemic’  highlighting the critical influence of the coronavirus on people’s professional and personal lives:

‘I do not think we can underestimate the impact of this time on how people will view work and how to balance it with their own lives…Those embracing digital and online in a creative way will see a new dawn of working and their organisation. Those clinging on to 'getting back to normal' will miss an opportunity to make change for good.’

In phase 2 of the Hackathon (days 5-8) we took a deep dive into the top trends you identified across week 1, focusing on what they mean for the people profession. 

We kick-started week 2 by asking you to consider the skills and capabilities people professionals will need to successfully navigate the four key trends identified above. With that in mind, here’s what you told us as of mid-afternoon day 5 (Mon 17 August GMT):

• If employees are to develop new skills and capabilities to thrive in a digital world, we, as a profession, need to possess more than an operational understanding of how technology works. We must understand how employees themselves experience these systems, and the additional, human support we can provide them with.
  
  
• People professionals’ ‘human’ skills – like championing wellbeing, professional courage and enabling positive organisational change – are incredibly important. Building these skills and capabilities is key.
  
  
• These skills are especially important if people professionals are to take the lead in creating change for more inclusive and diverse workplaces while challenging unethical behaviour.
  
  
• There’s a danger that learning and development – both within and outside of the profession – will be de-prioritised due to the economic downturn. However, upskilling will be more important than ever in this fast-changing world. People professionals will need to think creatively about supporting their own – and others’ – development. 

Quotes of the day

Day 5's top-voted idea comes from Noraslinda Zuber, who drew on a report by Cognizant to discuss the HR roles of the future (from 'genetic-diversity officer' to 'climate change response leader'), and the skills and capabilities people professionals need to transition into such roles:

'HR can no longer be fearful of technology…Technology has come and is accelerating tremendously - I am mindful of how HR will need to include everyone in this HR-tech growth and development.'

The most-discussed idea on day 5 came from Craig Austin, who implored people professionals to keep up with the pace set by business needs to embrace new models and adaptive ways of working:

'AGILE isn't a new concept, it's been around for a while and is growing momentum in the HR space…HR professionals will need to continuously re-calibrate mindsets over the next 10-years, adapting to the 'new ways' far quicker than ever before. Communication skills will need to be adapted, a far deeper business acumen will be expected.'

On day 6 we asked you to explore how People teams will navigate the four key trends, identified above, which are set to impact the future world of work. Here’s a summary of some of the key insights from 6 as of mid-afternoon Tues 18 August (GMT):

• There’s been lively debate on what people professionals should be called and how they’re viewed by others in their organisations. To thrive, the people profession must clearly define its value, impact and voice.
  
  
• Will people functions have a wider remit in the future? People professionals often work collaboratively with other business functions – from IT to communications – to deliver a great employee experience. Future people functions should focus on improving alignment with these resources.
  
  
• The economic downturn could lead to a rise of gig workers across the profession, where organisations capitalise on a wider pool of skillsets and professionals take ownership of their career development.
  
  
• To support agile teams, build resilience and ensure readiness for future change, we’ll see higher demand for focused development and upskilling. People roles and functions must evolve accordingly.  

Quotes of the day

The top-voted idea from day 6 comes from Praise Mok, who argued that, as we pivot into the next era of work, there's a greater need for skilled 'generalists' across the profession. These generalists would possess a deepened skill set in one specialism area ('T') or more ('H'). Contributors discussing Praise's idea debated this notion (of having generalist-versus-specialist People teams) whilst considering the impact of new talent and emerging new people roles.

'In a shrinking economy many organisations will choose to streamline overheads, not just in number of headcount but also in terms of staff development. So more companies will likely go to the protean/gig workforce for skilled work.'

The most-discussed idea came from Andy Aston:

'All too often the profession gets hung up on what we are called and how roles are identified…this get confusing for those outside of the profession as they do not know what type of HR/People role they then want and even harder for our function to move to different sectors.'

Andy's question resonated with Nicola Barber, who asked:

'Why as a profession do we continue to grapple with our professional identity?! If we struggle with it, no wonder business leaders and functions struggle with it too.'

On day 7 of the Hackathon, we asked you to outline the value you believe the people profession will create in 2030. 

Here’s a summary of some of the day’s key insights as of mid-afternoon Wed 19 August (GMT): 

• People professionals have proved their value and capabilities in responding to the COVID-19 pandemic. To continue to do this through ever-changing times, we need to be principles-led, and communicate the value of investing in people and people development.
  
  
• This could be more challenging in the future if we’re to witness an economic downturn, with activities performed by people professionals seen as a cost rather than generating value. Now more than ever, we must bring together the needs of employees and business outcomes and demonstrate value. Our ability to lead and manage change will be integral to this.
  
  
• To add value, people professionals will undoubtedly be required to demonstrate business acumen and focus on increased business performance, which should go hand-in-hand with good quality jobs and a positive employee experience.

Quotes of the day

Day 7's top-voted idea came from Peck Kem Low, who believed job crafting and self-led career management will drive the need for HR to redesign jobs, whilst, at the same time, the remit of HR and L&D roles will shift to meet this demand:

'HR to orchestrate how the people part of the Organization can  bet contribute their talent to the Organization... HR needs to be ahead of the curve , get our act together to see what skills we need to prepare our workforce for the future. We have to look beyond ourselves and only our own team and learn to tap on networks, our management team, government and unions to work towards betterment of our workforce'

The most-discussed idea came from Perry Timms, who believed that, despite shifts in the economic, social, political, environmental and consumer landscapes requiring busines models to flex accordingly, current business models and thinking remain fixed. 'Stacks', says Terry, may just be the flexible business model of the future: 

'What if we created Business Models that were nimble in themselves and could adapt - along with people working within them - without missing a beat and without causing overly stressed restructures, loss and anxiety?...The Stacks approach may provide the answer to a more flexible Business and Operating model. Clear, segmented but adaptable and adjustable - more organic than mechanic.'

On the final day of the People Profession 2030 virtual Hackathon, we explored what employment and work will feel like in 2030. Here’s a summary of the day’s key insights as of late-afternoon Thurs 20 August (GMT): 

• Many participants expect employment to be far more flexible and agile in the future, presenting opportunities for some, but challenges for others. With more gig economy work, and fewer fixed working locations or working hours, we could see more short-term, task-specific project work with different employers.
  
  
• The rise of the gig economy and remote working will require organisations to adapt quickly. People professionals will be key in guiding these changes – they'll need to champion new behaviours and mindsets to facilitate this shift and keep employee and business change outcomes in balance.
  
  
• External disruptors like climate change and economic upheaval could lead to inequality and a rise in insecure work. However, we have an opportunity to pause and reflect on lessons learnt from the COVID-19 crisis; namely, the importance of taking a human-centric approach.

Quotes of the day

The top-voted idea on the final day of the Hackathon came from Lau Wah Yuen, who predicted that the post-pandemic workplace might become a place of social interaction (as opposed to productivity), since the largest homeworking experiment to date has challenged the notion that productive work is only possible in an office environment: 

'A new emphasis on social stimulation may give rise to a new role of HX (human experience), borrowing heavily from the field of UX (user experience) and design thinking.'

The day's top discussion came from Junita Rollingson, who called out remote working as an undeniable feature of 2020. Junita asked what impact an overlapping home and work life might have, whether future employment might see the end of workplaces for the majority of people, and what this all means for people professionals and their roles:

'Is it unhealthy to create a work space at home - you are mixing your work with your personal life, overlapping the two bringing the stresses from two different places to one - where is your safe place?'

This idea was siezed upon by Perry Timms, who stated that:

'People ARE the organisation. They may have shortcomings and idiosyncrasies but that's what makes our role so much more vital: Creating the conditions where people flourish, not that they are simply "furnished" with a place to come to.'