successFactors

SAPReport|PUBLIC

TheRoadAhead:

PredictionsandPossibilitiesfortheFutureofWork

successFactors

2|24

TableofIntroduction03

ContentsPillarI:TheFutureofWorking05

AIImpactApproaches:AIUpgradevs.AIOverhaul06

WorkRedesigned:AIMaximalistvs.SymbioticStrategist

07

DigitalHearts,HumanNeeds:TheSyntheticTeammatevs.

TheFit-for-PurposeTool-mate

08

TheGreatCognitiveShift:TheOffloadEffectvs.TheAmplificationEffect

09

PreparingfortheFutureofWorking

10

PillarII:TheFutureoftheWorkforce

11

EarlyTalentinPeril:GrowthThroughGigsvs.Home-GrownDevelopment

12

PeopleLeadersataCrossroads:AIasCoachvs.ManagerasMentor

14

TheThirdCareerAct:TheFractionalAdvisorvs.

TheOrganizationalMemoryArchitect

16

PreparingfortheFutureoftheWorkforce

18

PillarIII:TheFutureofWorkPractices

19

RecruitingReinvented:AIArmsRacevs.PredictivePotential

20

PerformanceRedefined:MeasuredbytheMinutevs.

MeasuredbytheMagnitude

21

PayReimagined:RewardinginRealTimevs.InvestinginImpact

22

PreparingfortheFutureofWorkPractices

23

Conclusion24

AbouttheFutureofWorkResearchLab24

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

Introduction

Thefutureofworkwillnotbedefinedbyasinglepath.Powerfuldrivingforces–fromAIandothertechnologyadvancementstomacro-economic

volatilityandpopulationdemographicshifts–arereshapingworkatanunprecedentedpaceand

pushingustowardmultiplepossiblefutures.

Againstthisbackdropofexternaldisruption,a

parallelchallengeisemerginginsideorganizations,asemployeesgrapplewithagrowingsenseof

disconnectfromtheiremployers.Ashighlightedinthe

2025HRTrendsReport

bythe

FutureofWork

ResearchLab

,manyemployeesarequestioningtheveryfoundationoftheirrelationshipwith

theirorganizationsastrustandloyaltycontinuestodecline.Accordingtoourresearch,actively

disconnectedemployeesare3.1xmorelikelytosaytheirorganizationhasfailedtofollow

throughonitspromises.Andtheconsequencesaresignificant:thosedisconnectedemployeesputin16%lesseffortthantheirpeers.

Drivingforcesshapingthefutureofwork

AI&technologyadvancements

RapidbreakthroughsinAIanddigitaltoolsarereshapinghowworkgetsdone,fromautomatingtaskstoexecutingworkflowsindependently.

Macro-economicvolatility

Unstablemarkets,risingcosts,andglobaltensionsarecreatinguncertainty,leadingmanyorganizationstocutspending,delayinvestments,andfocusonminimizingrisk.

恐Populationdemographicshifts

Longerlifespans,decliningbirthrates,andmulti-generationalworkforcesaretransformingtalentsupply,careerpaths,andemployeeexpectations.

3|24

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

Thisisourstartingpoint:alandscapedefinedas

muchbyexternalforcesasinternalturmoil.Inthis

environment,HRhasarareandurgentopportunitytoactasthearchitectofwhatcomesnext–shapingnotjustprocesses,buttheverymeaning,experience,andvalueofwork.Todosorequiresaclearview

ofthepossibilitiesaheadandthedifferentpathsorganizationsmighttaketogetthere.Thatiswhatthisreportprovides:atangiblelookatemergingpossibilitiesoverthenextfiveyears,grounded

indataandforesight,organizedintothreepillars:

?PillarI:TheFutureofWorkingexploreshowAIwillreshapetheverynatureofjobsandtasks,disruptingandredesigningroleswhilealso

impactinghowhumansthinkandcollaborate.

?PillarII:TheFutureoftheWorkforceexamineswhowillperformthisnewwork,highlightingthe

implicationsofdemographicshifts,theevolvingprofileofa“successfulworker,”andspecific

workforcesegmentsandrolesthatwillbeparticularlydisrupted.

?PillarIII:TheFutureofWorkPractices

considershowHRpracticeswilladaptasAIfundamentallyaltershowtalentisidentified,managed,evaluated,andrewarded.

Methodology

Ourfutureofworkpredictionsweredeveloped

throughamulti-stepprocesscombiningearlysignaldetection,structuredforesighttechniques,and

empiricalvalidation.

Weanalyzedearlysignsofchangebasedonourreviewof357businesspresscommentaryandsecondaryresearcharticlesrelatedtosocial,economic,and

workforcedynamics,validatedthemthroughaglobalsurveyof8,058employees,andappliedtheFuture

Wheelsmethodologytomapfirst-,second-,andhigher-orderconsequences.

Acrossthethreepillars,weoutlineatotaloftenpredictions.Eachpredictionispairedwithtwoscenarios(“Future1”and“Future2”)thatillustratedivergingpathsthefuturemighttake.

WethenintentionallyfollowFuture2forward,asitrepresentsthepathweseeasmosttransformativeforworkplacesandworkersalike–thoughalso

themostambitiousanddemanding.

ThisisHR’sopportunity:toturnthesepossiblefuturesfromprovocationtopracticeandto

shapeafutureofworkwherebothpeopleandorganizationscanthrive.

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TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

PillarI:

TheFutureofWorking

ExploreshowAIwillreshapetheverynatureofwork,disruptingrolesandimpactinghowhumansthinkandcollaborate

AIImpactApproaches

Todate,thebroadpromiseofAI’simpactonbusinessoutcomeshasbeenlargelyrealized

inoneway:timesavings.Howwillthisefficiency-firstapproachevolveinthefuture?

Future1

AIUpgrade:

AIscalesintoafutureofproductivity

Future2

AIOverhaul:

AIshiftstowardsafutureofexpandedoutcomes

WorkRedesigned

Today,mostorganizationsareintroducingAIincrementally,butexponentialchangewillrequirefundamentally

reconsideringwhatworkshouldbedoneandhow.Theinevitabilityofworkredesignisclear,buthowwillitunfold?

Future1

AIMaximalist:

OrganizationsprioritizearoundAI’sever-expandingcapabilities

Future2

SymbioticStrategist:

Organizationsprioritizerealizinghumanpotential

DigitalHearts,HumanNeeds

AI’sinterdependentworkingrelationshipwithhumansiscontinuingtoevolveasthetechnologyadvances.

HowwillorganizationsdefinetherelationshipbetweenhumansandAIatwork?

Future1

TheSyntheticTeammate:

AIisseenasananthropomorphizedteammate

Future2

TheFit-for-PurposeTool-mate:

AIisseenasanunbiasedcollaborator

TheGreatCognitiveShift

HumansareincreasinglyrelyingonAIforcriticalthinkingwork.

HowwillworkingwithAIoncognitivelydemandingtasksre-shapehowhumansthink?

Future1

TheOffloadEffect:

AIisusedtooffloadcriticalthinking

Future2

TheAmplificationEffect:

5|24

AIisusedtoamplifyhumancognition

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

AIImpactApproaches:AIUpgradevs.AIOverhaul

Todate,thebroadpromiseofAI’simpactonbusinessoutcomeshaslargelybeenrealizedinoneway:time

savings.AIadoptionremainsconcentratedinnarrowusecasesthatdelivertimesavingsandfasterexecutionofexistingtasks.Accordingtoourresearch,employeesnowsaveanaverageof75minutesperdayusing

AIatwork–anincreaseof23minutesfromthestartof2025–andC-suiteexecutivesconsistentlyrank

efficiencyastheirtopdesiredoutcome.Thequestionnow:howwillthisefficiency-firstapproachevolveinthefuture?

Future1:AIUpgrade

Inthisfuture,AIincreasessheeroutput.Businessimpactismeasuredinproductivitygains,fasterproductionwithgreaterconsistency,ratherthaninnewkindsofvalue.

Existingworkflowsremainlargelyintact,butAIisused

toaugmentthem,allowingorganizationstoproducemorewithinexistingstructuresandroles.

Thisfuturehasclearadvantages.Employeesthemselves

endorseproductivityastheirtopprioritywhenusingAI:our

researchfoundthattwothirdssayitistheirprimarygoal,

andonaverage,theyexpectAIwillmakethemnearly3xmoreproductiveinthenextfiveyears.Inindustrieswherescale,

speed,andstandardizationdominate,thesegainscanbetransformative.However,thisfuturealsohaslimits;namely,thatbykeepingproductivityastheprimarymeasureof

success,organizationsriskoverlookingAI’spotentialtocreatenewformsofvaluebeyond“moreofthesame.”

Future2:AIOverhaul

Inthisfuture,organizationsmovebeyondusingAItosimply

boostexistingmeansofproductionandinsteadapplyitto

re-imagineoutcomes.Ratherthanjustproducingmore,AIis

leveragedtocreatetransformativesolutionsandgenerate

alternativeoutputsthatwerepreviouslytoocostly,slow,or

complextodeliver,orweresimplynotimaginedinapre-AI

world.Businessimpactisnolongermeasuredonlyin

productivitygains,butinabroadersetofvaluedriversthat

strengthenorganizationalperformance,innovation,andgrowth.

Thebenefitsofthispatharesignificant:organizationsgain

acompetitiveadvantagethroughbetteralignmentoftheir

outputstomarketdemandsalongsideanabilitytounlocknewformsofvaluefromAI.Meanwhile,employeesalsobenefitfromAIthatraisesthestandardoftheirworkandenablesthemto

deliveroutcomesthatwere,untilnow,outofreach.Butthispathisnotwithoutchallenges:suchanoverhaulwillrequireboldleadership,culturalresilience,andawillingnessto

navigatedeepuncertainty.

Today,employeeswhosavetimeatworkaremostoftentoldtospendthatextratimedoingmore–notdoinganything

different.(Seefiguretotheright.)

Doingmycoreworktasks,likeimprovingexisting

workordoingmorework

Improvingmywork-relatedknowledgeorskills

Helpingcolleagueswiththeirworkloads

Buildingrelationshipswithcolleaguesorcustomers

Accordingtoyourcompany,howareyousupposedtospendthetimethatyousavebyusingAIatwork?

65%

55%

42%

34%

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NEW

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

WorkRedesigned:AIMaximalistvs.SymbioticStrategist

PursuingthenovelbusinessoutcomesthatcouldbeachievedthroughtheAIoverhaulfuturewillrequire

thatorganizationsembracedeepertransformationandredesignworkitself.Today,mostorganizationsare

introducingAIincrementally,layeringitontoexistingrolesandworkflows.Butexponentialchangewillnot

comefromtinkeringattheedges;itwillrequirefundamentallyreconsideringwhatworkshouldbedoneand

how.Accordingtoourresearch,employeesalreadyrecognizetheimminentnatureofthisshift:onaverage,theyestimatethat42%oftheirtaskscouldbeperformedbyAItoday.And,unsurprisingly,thosewhoseethemostpotentialforAItodotheirjobfeelthemostjobinsecurity:foreveryadditional10%oftheirjobthat

employeesthinkAIcoulddo,theirAI-inducedjobinsecurityincreasesby25%.Theinevitabilityofworkredesignisclear.Thequestionnow:howwillitunfold?

Navigatingtheagenticrevolution:HowautonomousAIisreshaping

human-AIdynamicsatwork

Readthereport

Future1:AIMaximalist

Inthisfuture,workredesignisbasedonasimpleprinciple:

ifAIcandoit,AIshoulddoit.Rolesarestructuredaround

automationfirst,withhumanshandlingnotonlythetasksthatremain,butalsothenewresponsibilitiesthatemergeonce

AIassumescorepartsofwork.Forexample,AIagentsmay

orchestrateworkflowsacrosssystemsandtransactionswhilehumansstepintooversee,validate,andrefinetheiroutputs.ThelogicofthisfutureisdrivenbyagoalofmaximizingwhatAIcando,leavingpeopletofillthegapsevenifpeopleare

notbestsuitedforormotivatedbythatwork.

However,thisapproachdoeshaveadvantages.ProponentsofanAI-maximalistmodelargueitwillyieldrealbenefits,

andemployeesthemselvesshowtrustintheirorganizationstonavigatethisshift:accordingtoourresearch,80%believetheiremployerwillmakegooddecisionsaboutwhatwork

shouldbegiventoAI.Butamodelthatframeshuman

contributionasmerely“whatremains”inevitablyriskserodingtrust,underminingmotivation,andincreasingjobinsecurity.

ByprioritizingAI’spotentialaboveallelse,organizations

mayachieveshort-termgainsbutcompromisethelong-termsustainabilityoftheirworkforceintheprocess.

Future2:SymbioticStrategist

Inthisfuture,workredesignisguidedbybothAIandhuman

potentialthroughaprinciplecalledstrategicsymbiosis,

wherehumansandAIcombinestrengthstocreateamutuallybeneficialrelationshipthatgeneratesoutcomesgreaterthan

whattheycouldachievealone.Here,organizationsnolonger

askonly“whatcanAIdo”?butalso“whatmakeswork

motivatingandmeaningfulforpeople”?Rolesarereimaginedtoenhancethecoreelementsofgoodworkdesignthat

organizationalpsychologistshavestudiedfordecades–skillvariety,taskidentity,tasksignificance,autonomy,andfeedback–whileAIfurtheraugmentstheseelementsandtakesover

tasksoflowerinterestandvaluetohumanworkers.

ThisapproachrecognizesthatevenasAIreplacescertain

facetsofwork,jobscanbeintentionallydesignedtounlockintrinsicmotivationthroughworkthatismeaningfuland

energizing.Accordingtoourresearch,fourinfiveemployees

Mostemployeesexpectthat,ifAIweretotakeoverpartsoftheirjob,their

experiencesatworkwouldimprove.(Seefiguretotheright.)

1Themostcommonresponsewas“workfewerormoreflexiblehours.”

believeAIwillhelpthemfocusonmorevaluablework,and

whenaskedhowtheymostwantworktoberedesigned,thesecond-mostcommonresponsewas“workingonprojects

I’mpassionateabout1.”Strategicsymbiosisbuildsonthis

sentiment,usingAItoshiftemployees’focustotheworkthatreallymatterstothemandtheirbusiness.Theresultisnotjusthappier,moreengagedemployees,butworkerspositionedtodelivergreaterimpact.

HowdoyouthinkAItakingovercorepartsofyourcurrentjobwouldimpact…

...howenjoyableworkis?

...yourmotivation atwork?

...thequality ofworkproduced?

14%

40%

46

%

16%

42%

42%

18%

38%

44%

0%10%20%30%40%50%60%70%80%90%100%

WouldgetworseWouldstaythesameWouldgetbetter

7|24

DigitalHearts,HumanNeeds:TheSyntheticTeammatevs.TheFit-for-PurposeTool-mate

AsorganizationsredesignworktooptimizeAIandhumanpotential,wecananticipatethatAI’sroleinthisinterdependentworkingrelationshipwillcontinuetochangeasthetechnology’scapabilitiesadvance.

AclearexampleofthisistheextenttowhichAIcanreplicateempathiccommunication.Already,40%ofsurveyedemployeesreportturningtoAIforemotionalsupport,andmorethanhalfofthosesay

theyfeelmoresupportedbyAIthanbytheircoworkers.Thequestionnow:howwillorganizationsdefinetherelationshipbetweenhumansandAIatwork?

Future1:TheSyntheticTeammate

Inthisfuture,AIistreatedasanequalmemberoftheteam,

evenappearingontheorganizationalchart.Someemployeesalreadyhaveanappetiteforsuchashift:accordingtoour

survey,39%saytheywouldprefertointeractwithanAIagentoverahumancoworkertogetadvice,30%toventwhen

stressedorfrustrated,23%tosharealaughonatoughday,and22%tocelebratesuccesses.Theallurelikelyliesinanendlesslyavailableandnon-judgmentalcompanion:

personalized,empathetic,andfinelyattunedtoindividual

needs.Inaneraofrisinglonelinessanddisconnectionatwork,suchcompanionshipcouldbeveryappealing.

Butthisfuturealsocarriesrisks.Anoverlyhumanized

teammatecouldquicklylosevalueifitbecomestoo

accommodating,tellingemployeeswhattheywanttohearratherthanofferingconstructivefeedback.Further,notall

employeeswillacceptAIasan“equal,”andsomemayfeelthreatenedordevaluedbytheblurringoftheseboundaries.

Insum,treatingAIasapersonifiedteammatemaymeetcertainneedsintheshorttermbutrisksintroducingnewproblems

aroundidentity,trust,andauthenticityatwork.

Future2:TheFit-for-PurposeTool-mate

Inthisfuture,AIispositionednotasapeerbutasa“fit-for-purpose”collaborator:morethanasimpleinstrument,

yetdeliberatelydistinctfromhumanteammembers.

Itsroleistoaugmenthumanthinking,offerunbiasedinsights,andenhanceworkproducts,whileclearorganizational

governanceandguardrailsensureitscontributionsremainboundedandtransparent.ThismodelreflectsagrowingrecognitionthatAIdoesnotfitneatlyintoeitherextremeofteammateortoolbutinsteadoccupiesanewspaceinbetween:a“tool-mate.”

Thatsaid,whenitcomestoconceptualizingAIasatool-mate,manyarenotthereyet.Inarecentpoll,63HRleadersratedtheirperceptionofAIasfarcloserto“tool”than“teammate”

(ratingof8.1ona10-pointscale).ButviewingAIasatoolaloneisshort-sighted–itoverlookshowAIwillactuallyoperate

intheworkplaceandhoworganizationswillneedtouseitto

unlockitsfullpotential.HR’srolewillbetohelpemployees

andleadersshiftintothisnewmentalmodel,onethat

recognizesAI’sdistinctcontributionswithoutraisingittoalevelof“human.”Iftheysucceed,thepayoffisafuturethatpreservesthebestofbothworlds:AIasacapable,always-oncollaboratorwhilehumanidentityismaintainedatthecenterofwork.

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

Onacontinuumfrom“teammate”to“tool,”howdoyouviewAIagents?

Employeeswhoanswer“tool”aremorelikely

tobe:

?Older

?Deskless

?Atasmallerorganization

?Apeoplemanager

?LessAIliterate

TOOL

TEAMMATE

Employeeswhoanswer

“teammate”aremorelikelytobe:

?Younger

?Desk-based

?LocatedinAPAC

?Anindividualcontributor

?MoreAIliterate

PerceptionsofAIagentsasa“teammate”ora“tool”varywidely.

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TheGreatCognitiveShift:TheOffloadEffectvs.TheAmplificationEffect

AsAIbecomesembeddedasacollaboratorandtool-mate,humanswillinevitablytreatandvalueitasatruethinkingpartner.Already,ourresearchshowsthat50%ofemployeessaytheywouldprefertobrainstormsolutionswithanAIagentoverahuman.AsinteractionswithAIbecomemorenaturalandfluid,itspresenceinourworkwillshapemorethansimplywhatweproduce.Thequestionnow:howwillworkingwithAI

oncognitivelydemandingtasksre-shapehowhumansthink?

Future1:TheOffloadEffect

Inthisfuture,employeesdefaulttousingAIfordemanding

“thinkingwork,”treatingitasthequickest,easiestsolutionamidmountingperformancepressuresandexpandingworkloads.

Withminimalhumanoversight,AIbecomestheultimate

problem-solver:generatinganswersthatareacceptedatfacevalueratherthancritiquedorbuiltupon.Accordingtoour

research,90%ofemployeessaytheyhavesubmittedentirelyAI-generatedcontentwithoutanyeditsorrevisionsatwork,

and56%dosoonceaweekormore.Fororganizations,this

offloadeffectmaydeliverimmediateproductivitygains,butatapotentiallysteepcost.OverrelianceonAIforcognitivetasksrisksdullingproblem-solvingskillsanddiminishingcreativity,innovation,anddiversityofthoughtwithinandacrossteams.Inthelongerterm,itcoulderodetheveryhumanjudgment

andcriticalreasoningthatorganizationsrelyoninmomentsofcomplexity,ambiguity,andstrategicdecision-making.

Future2:TheAmplificationEffect

Inthisfuture,AIisintentionallypositionedasacatalystfordeeperhumanthinkingratherthanareplacementforit.

Organizationsintentionallydesignfrictionand“cognitivespeedbumps”intotheAIuserexperiencetopreventoverreliance,

promptingemployeestoquestion,refine,andbuildupon

AI-generatedinsights.InsteadofemployeespromptingAItogivethemtheeasyanswer,AIpromptsemployeesinturntogenerateabettersolutiontogether.Thegoalisnotthe

offloadingofcognitivework,butratherthecultivationofsharperhumanjudgment,creativity,andproblem-solving.

Ourresearchindicatessomeencouragingsignsthisfuturemayarealreadybeemerging:mostemployeesreporttheyhave

alreadyusedAItothinkthroughproblemsinnewways(60%)

andtobemorecreativeandimaginative(67%).Harnessed

appropriately,thisapproachallowsorganizationstostrengthencognitivecapabilitiesinthepresentwhilelayingthegroundworkforlong-termresilience.

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

EmployeeswhouseAIinwaysthatamplifytheirthinkingaremoreproductiveandefficient.

49%

Comparedtotheirpeers,whenusingAIatwork,cognitivelyamplifiedAIusers:

?Save22%moretime

?Are32%moreproductive

ofAIusersare

cognitivelyamplified.

CognitivelyamplifiedAIusersaremorelikelytobe:

?Desk-based

?Managers

?University-educated

?InIT,management,HR,productdevelopment,orsales

?MillennialsorGenX

9|24

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

PreparingfortheFutureofWorking

1Beintentionalandstrategicwhen

choosingwhatAIoutcomestoprioritize,howworkisredesigned,andhow

employeesshouldworkwithAI.HRcandothisbybeingakeystakeholderin

AIgovernanceefforts,leadingredesigninitiatives,andvettingvendorsaccordingtoyourorganization’sprinciplesonAI.

2Buildcross-functionalAIgovernance

teamsearlytoaddressfast-evolving

questions.Instakeholdermeetings,playoutthedownstreamimpactsofAIuse–ifagivenchoiceismadenow,howwilltheemployeesofthisorganizationbe

impactedinayear?Inthreeyears?Infiveyears?

3CommunicateexpectationsearlyandoftenaroundhowAIis(andisnot)

expectedtobeusedbyemployees

andwhattheintendedoutcomesof

thatAIusewillbe.Incorporatethose

expectationsintoworkflowsandformalprocesses(e.g.,goalsettingand

performancemanagement).Begin

measuringtheimpactsofAIandtrackprogressovertime.

ConsiderYourTechnology

Buildingthe“futureofworking”willrequire

theabilitytounderstandthecurrentstate,

forecasttheoutcomesofredesigndecisions,andeffectivelyenactchangesoncethose

decisionsaremade.TaskintelligencewillhelpHRunderstandcurrentworkflows,

includingwhereandhowemployeesare

collaboratingwithAI.Organizational

modelingtechnologieswillhelpbusinessestoexperimentwithvariousscenarioswhile

strategicworkforceplanningtechnologieswillhelptoensuresuccessfulexecution.

10|24

PillarII:

TheFutureoftheWorkforce

ExaminestheimplicationsthatAIworkredesignanddemographicshiftswillhaveontheevolvingprofileofa“successfulworker”throughoutthecareerlifecycle

——

EarlyTalentinPeril

Entry-levelopportunitiesaredisappearingasAIabsorbsroutinetasksandeconomicpressuresreduceheadcount.

Howwillopportunitiesforearlytalentevolvetoensuretoday’snewcomersbecomethetoptalentoftomorrow?

Future1

GrowthThroughGigs:

Earlytalentbuildstheirownportfolios

throughgigwork

Future2

Home-GrownDevelopment:

Earlytalentiscultivatedinternallyasthe

nextgenerationoftheworkforce

PeopleLeadersataCrossroads

Managerstodayareoverwhelmedbywideningspansofcontrolandheavyadministrativeburdens.

Who,orwhat,willapeoplemanagerlooklikeinthefuture?

Future1

AIasCoach:

AIfullyovertakestheroleofthemanager

Future2

ManagerasMentor:

Themanagerroleisredefinedaroundthe

humanelementsofleadership

——

TheThirdCareerAct

——

Duetoavarietyoffactors,manyworkersarestayingintheworkforcelongerthaneverbefore.

Howwillorganizationsshifttobestleveragetheirmostseniortalent?

Future1

TheFractionalAdvisor:

Thethirdcareeractisre-imagined

asthefluidfractionaladvisor

Future2

TheOrganizationalMemoryArchitect:

Thethirdcareeractisre-imaginedasa

stablearchitectofinstitutionalknowledge

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

11|24

TheRoadAhead:PredictionsandPossibilitiesfortheFutureofWork

EarlyTalentinPeril:GrowthThroughGigsvs.Home-GrownDevelopment

AsAIabsorbsmoreentry-levelworkandeconomicpressuresreduceheadcountfornewroles,thetraditionalon-rampsforearlytalentintotheworkforceareeroding.Atthesametime,universitiesarestrugglingtokeeppacewithrapidlyshiftingskilldemands,renderingtraditionaldegreesalessreliablepathwaytoemploymentthantheyoncewere.Theresultisareductioninavailabilityofentry-levelroles,earlysignalsofagrowing

unemploymentrateforyoungworkers,andultimately,asensethattheirfuturehangsinthebalance.

Thequestionnow:howwillopportunitiesforearlytalentevolvetoensuretoday’snewcomerscanbecomethetoptalentoftomorrow?

Future1:GrowthThroughGigs

Inthisfuture,theentry-leveljobmarketcollapsesalmostentirely.AIabsorbsmostsimpletasks,leavinglittlespacefortraditionalentryrolesinsideorganizations.Asaresult,earlytalentdoesn’tentercompaniesinthewaysthat

previousgenerationshave.Instead,theybuildcareers

fromtheoutside,turningtocertificationsandhigh-fidelity

simulationtrainingsratherthanuniversity,andshort-term

contractsandgigassignmentsratherthanentry-level

permanentroles.Portfoliosofworkbecomethenewresume,withexpertiseandexperienceearnedthroughprojectsratherthanorganizationaltenure.

42%

arepursuinggigworktobuildorstrengthentheirskills

Ontheonehand,thisfuturecreatesahyper-adaptive

workforce,asyoungworkerscontinuouslyupskilltostay

relevantanddevelopin-demandcapabilities.Andyoungerworkersunderstandthepotentialbenefitsofthisapproach:

accordingtoourresearch,77%ofyoungerworkerssaytheywouldpreferfull-timegigworkifitdidn’taffect

theirincome.Ontheotherhand,therisksofthisfutureare

considerable:thestandardtalentpipelinesinorganizations

destabilize,youngworkersfaceincreasingstressandburnoutfrominconsistentworkarrangements,andwhenorga