International Peer-Reviewed Journal•Open Access•ISSN 2456-8880
irejournals@gmail.com•+91-7433024337

Home / Current Issue / Paper 1706289

1706289 Vol 8 · Issue 3 Download Paper

The Future of Work: Implications for Global Talent Management

Oladapo Omotolani Adewunmi

Subject area: Management and Commerce  ·  Area of research: Talent Management

Abstract

This paper looks into the transformative impact of key emerging trends, namely remote work, the gig economy, and automation on global talent management. As the nature of work experiences rapid changes, these trends present severe challenges and unique opportunities for organizations seeking to attract, develop, and retain top talent. The analysis explores how remote work reshapes organizational culture and productivity, the gig economy's implications for traditional employment models, and the role of automation in redefining job roles and skill requirements. In response to these shifts, the paper proposes a comprehensive strategy for future-oriented talent management, emphasizing the development of serious competencies in digital literacy, cultural intelligence, and strategic thinking among talent managers. It also studies the importance of using technology to support efficient talent management processes and building agile, adaptable organizations that thrive amidst ongoing disruption. By adopting proactive, technology-driven strategies, organizations can resolve the complexities of the future of work and secure a competitive advantage in a dynamic global labor market.

Keywords

Global market, Gig economy, Remote work, Talent management, Talent acquisition, Global talent, Employer branding

References

[1] Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2020). Does Working from Home Work? Evidence from a Chinese Experiment. Quarterly Journal of Economics, 135(1), 165-218. Retrieved from [Stanford University] https://www.stanford.edu/

[2] Boston Consulting Group. (2022). The Power of Organizational Agility: How Agile Companies Outperform Their Peers. Retrieved from [BCG] https://www.bcg.com/

[3] Brookings Institution. (2019). Automation and Artificial Intelligence: How Machines Are Affecting People and Places. Retrieved from [Brookings] https://www.brookings.edu/research/automation-and-artificial-intelligence-how-machines-affect-people-and-places/

[4] Brynjolfsson, E., & McAfee, A. (2017). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.

[5] Buffer. (2022). State of Remote Work 2022. Retrieved from [Buffer] https://buffer.com/state-of-remote-work

[6] Deloitte. (2020). AI and Talent Acquisition: Streamlining Recruitment and Improving Quality of Hire. Retrieved from [Deloitte] https://www.deloitte.com/

[7] Deloitte. (2020). Global Human Capital Trends 2020: The social enterprise at work - Paradox as a path forward. Retrieved from [Deloitte] https://www2.deloitte.com/global/en/insights/topics/human-capital.html

[8] Deloitte. (2021). The Future of Work: A Hybrid Work Model. Retrieved from [Deloitte Insights] (https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2021/hybrid-work.html

[9] Deloitte. (2023). The Future of HR: Building a Digital-First Talent Strategy. Retrieved from [Deloitte] https://www.deloitte.com/

[10] Gallup. (2021). Remote Work and Employee Engagement: Insights for the Future of Work. Retrieved from [Gallup] https://www.gallup.com/

[11] GitLab. (2024). Handbook: The definitive guide to all-remote work and its drawbacks

[12] Glassdoor. (2021). Why Employer Branding Matters in 2021. Retrieved from [Glassdoor]https://www.glassdoor.com/

[13] Harvard Business Review. (2020). How to Keep Your Gig Workers Engaged and Loyal. Retrieved from [Harvard Business Review] https://hbr.org/

[14] IBM. (2020). The Value of AI in Learning and Development: Driving Engagement and Retention. Retrieved from [IBM] https://www.ibm.com/

[15] International Labour Organization. (2021). The Role of Digital Labour Platforms in Transforming the World of Work. Retrieved from [ILO] https://www.ilo.org/global/research/global-reports/weso/2021/WCMS_771749/lang--en/index.htm

[16] Kalleberg, A. L. (2018). Precarious Work and the Gig Economy: The Contingent Workforce in the Age of Digital Platforms. Academy of Management Perspectives, 32(3), 183-200.

[17] Katz, L. F., & Krueger, A. B. (2019). The Rise and Nature of Alternative Work Arrangements in the United States, 1995-2019. ILR Review, 72(2), 382-416.

[18] LinkedIn. (2022). Global Talent Trends 2022: Shaping the Future of the Workforce. Retrieved from [LinkedIn] https://www.linkedin.com/

[19] LinkedIn. (2022). Global Talent Trends 2022: What Employees Want in a New Job. Retrieved from [LinkedIn] https://www.linkedin.com/

[20] Mastercard. (2020). The Global Gig Economy: Capitalizing on a $455 Billion Opportunity. Retrieved from [Mastercard] https://www.mastercard.com/

[21] McKinsey & Company. (2020). What’s Next for Remote Work: An Analysis of 2,000 Tasks, 800 Jobs, and Nine Countries. Retrieved from [McKinsey & Company] https://www.mckinsey.com/featured-insights/future-of-work/whats-next-for-remote-work-an-analysis-of-2000-tasks-800-jobs-and-nine-countries

[22] McKinsey & Company. (2021). Attracting Talent in the Remote-First World: Lessons from Leading Companies. Retrieved from [McKinsey & Company] https://www.mckinsey.com/

[23] McKinsey & Company. (2021). Diversity Wins: How Inclusion Matters. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/diversity-wins-how-inclusion-matters

[24] McKinsey & Company. (2023). AI and the Future of Talent Management: Unlocking the Potential of Your Workforce. Retrieved from [McKinsey & Company] https://www.mckinsey.com/

[25] Microsoft. (2021). The Next Great Disruption Is Hybrid Work—Are We Ready?. Retrieved from Microsoft https://www.microsoft.com/

[26] Psico Smart. (2024). The Role of Social Media in Shaping Employer Branding. Retrieved from Psico Smart https://psico-smart.com/en/blogs/blog-the-role-of-social-media-in-shaping-employer-branding-12375

[27] PwC. 2020. The Talent Challenge: Rebalancing Skills for the Digital Age. Retrieved from PwC https://www.pwc.com/gx/en/issues/upskilling.html

[28] Upwork 2024. Gig Economy Statistics and Key Takeaways for 2024

[29] World Economic Forum. (2020). The Future of Jobs Report 2020. Retrieved from World Economic Forum https://www.weforum.org/reports/the-future-of-jobs-report-2020

How to cite this paper

Oladapo Omotolani Adewunmi "The Future of Work: Implications for Global Talent Management" Iconic Research And Engineering Journals Volume 8 Issue 3 2024 Page 261-271
Oladapo Omotolani Adewunmi "The Future of Work: Implications for Global Talent Management" Iconic Research And Engineering Journals, vol. 8, no. 3, Sep. 2024
Oladapo Omotolani Adewunmi (2024). The Future of Work: Implications for Global Talent Management. Iconic Research And Engineering Journals, 8(3).
Oladapo Omotolani Adewunmi "The Future of Work: Implications for Global Talent Management" Iconic Research And Engineering Journals, vol. 8, no. 3, Sep. 2024.
@article{1706289,
      author = {Oladapo Omotolani Adewunmi},
      title = {The Future of Work: Implications for Global Talent Management},
      journal = {Iconic Research And Engineering Journals},
      year = {2024},
      volume = {8},
      number = {3},
      pages = {261-271},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1706289.pdf},
      abstract = {This paper looks into the transformative impact of key emerging trends, namely remote work, the gig economy, and automation on global talent management. As the nature of work experiences rapid changes, these trends present severe challenges and unique opportunities for organizations seeking to attract, develop, and retain top talent. The analysis explores how remote work reshapes organizational culture and productivity, the gig economy's implications for traditional employment models, and the role of automation in redefining job roles and skill requirements. In response to these shifts, the paper proposes a comprehensive strategy for future-oriented talent management, emphasizing the development of serious competencies in digital literacy, cultural intelligence, and strategic thinking among talent managers. It also studies the importance of using technology to support efficient talent management processes and building agile, adaptable organizations that thrive amidst ongoing disruption. By adopting proactive, technology-driven strategies, organizations can resolve the complexities of the future of work and secure a competitive advantage in a dynamic global labor market.},
      keywords = {Global market, Gig economy, Remote work, Talent management, Talent acquisition, Global talent, Employer branding},
      month = {September},
  }