Infinite transformations and the social discussion about work/life show: The topic of New Work needs our attention – still and again and again. With such a complex topic, it is worth taking a look at the details.
Those affected and involved, such as employees, managers, HR experts, employment lawyers and works council members (to name just a few) discuss and advise on how New Work can be implemented in the best possible way – for the benefit of people and organizations, legally compliant and sustainable in the long term.
How do we define New Work today? And tomorrow? Sometimes it seems as if the definition follows the new path of an organization – whatever that looks like.
Let’s try the definition like this:
“New Work is a new work concept with a focus on self-determination and self-realization.”
Anyone who thought two or three years ago that the concept would disappear after the buzzword phase was wrong. New Work is here to stay – if only because the transformations in the business world are never-ending. And because New Work is not just one-dimensional, but works in many facets, it can dock precisely onto any form of change. This also means that new aspects are added that become important for communicators. We recommend taking a look at the thoughts and forecasts of the Zukunftsinstitut, which call on companies and communicators to act with foresight.
The Zukunftsinstitut has taken a closer look at the New Work trends* – two of which are:
- Digital work skills: A networked working world requires special skills. This is about platforms for exchange and collaboration, further training and digital skills.
- Human-to-human experience: People like people. Interpersonal relationships are particularly important in New Work. How can we ensure the best possible human information, communication and collaboration?
And that is precisely the question: how can we succeed in transforming the company sustainably in the spirit of New Work? Organizations are well advised to develop a tailored and strategic approach. Here are some innovative communication and change strategies:
- Participatory design of the change
A participative approach beats one-sided announcements. If employees and committees, such as the works council, are involved in planning and ideas at an early stage and invited to provide feedback, you create a shared vision and encourage commitment to the process.
- Storytelling for cultural change
Use the power of storytelling to communicate the changes in working methods. Stories from colleagues who have had positive experiences with new working methods can inspire and dispel fears. Storytelling makes the vision of New Work more tangible and emotionally tangible.
- Targeted training and further education
Offer training that goes beyond the mere use of technology. Focus on developing skills such as critical thinking, self-organization and intercultural collaboration. This not only empowers employees, but also supports cultural transformation.
- Pilot projects for practical experience
Start pilot projects to make the new working methods tangible in practice. This not only creates trust, but also enables processes to be gradually adapted based on real experience and feedback.
- Inclusive communication
Ensure that communication is inclusive and takes different perspectives into account. Different groups of employees may have different needs and concerns. Open communication promotes understanding and creates the necessary positive atmosphere for change.
- Managers as role models
Managers play a key role in the implementation of New Work. They should not only support the changes, but also act as role models. Transparent communication, time for discussions, flexibility and the willingness to break new ground characterize a positive management culture.
- Integration of external expertise
Get external experts on board to bring in fresh perspectives and best practices. External consultants can help to identify blind spots and bring New Work into the organization from a neutral position.
Ultimately, the transformation to New Work should not be seen as a one-off project, but as a continuous process that enables the evolution of the work culture in the organization. The Zukunftsinstitut already sees us at the beginning of a post-New Work era. Perhaps it is already time for your company to take stock and look at what has been successful for the respective teams and what can be reassessed.
For all those who want to delve deeper
The Zukunftsinstitut has taken a closer look at the New Work trends* and defined them here:
Human Companionship: HR departments will develop into holistic companions for employees in the future, even for atypical career paths. The focus here is on health and wellbeing.
Happyness approach: This is not just about recruiting young talent, but also about retaining and developing existing employees, especially experts and high potentials. Here, companies look at benefits and self-efficacy, happiness experiences and personal development.
Digital work skills: A networked working world requires special skills. This is about platforms for exchange and collaboration, further training and digital skills.
Global Work Dynamics: Corporate boundaries are being redefined in the virtual world. Organizations are becoming more virtual, networked and decentralized – with implications for recruiting and corporate culture, for example.
Human-to-human experience: People like people. Interpersonal relationships are particularly important in New Work. How can we ensure the best possible human information, communication and collaboration?
Post New Work era: The Zukunftsinstitut sees us at the beginning of a Post New Work era. Time to take stock and look at what was successful for the respective teams and organizations and what can be reassessed.
https://www.zukunftsinstitut.de/zukunftsthemen/develop-new-work-trends-vorausschauend-entwickeln