Predictions about the future of working life don’t always come to fruition.
For instance, in 1930, economist John Maynard Keynes believed that automated workplace technologies would make processes so efficient that most of us need eventually only work for 15 hours per week — but despite burgeoning output, businesses rather than workers are reaping the rewards.
And on the face of it, many corporate job roles that existed generations ago can still be found in the hierarchies of diverse organisations.
But a closer look at three corporate job functions reveals that they’re evolving — so if you want to futureproof your career, here’s how to adapt your skillset.
Chief Executive
Changes to the CEO’s role have gathered pace since the late 1970s, when it started to absorb duties previously reserved to the company president — like leadership development, corporate social responsibility and strategic oversight.
And nowadays, chief execs of major organisations are expected to lobby parliamentary lawmakers, make themselves accountable to customers and role-model desirable values to employees.
So if you’re clambering up the corporate ladder, honing your diplomatic skills and political acumen will help you satisfy these demanding stakeholders.
A modern chief executive’s role is demanding and diverse, but potentially more fulfilling than previously possible.
HR
HR departments perform a range of diverse duties — from data recording tasks to mediating conflicts between management and frontline staff.
And time-saving technology like HR payroll software and machine learning mean that their involvement in core administrative and recruitment tasks is often reduced.
However, the department that was first called ‘personnel’ in the early 20th century, before transitioning to ‘human resources’, has now been christened ‘people management’ in many companies.
And this reflects a shift in HR philosophy — so if you want to survive in a modern HR department you’ll need to ramp up your soft skills to support staff and maintain a positive culture.
Middle management
In some organisations, middle managers or team leaders might do little more than divide the workload, set deadlines and provide praise or punishments for staff who meet or miss targets.
But all these tasks can now be completed more effectively by computers — so any manager who spends most of their time moving figures around spreadsheets shouldn’t be resting on their laurels.
However, sophisticated middle managers who know how to motivate staff and satisfy C-suite demands can be the most effective drivers of organisational change.
Change initiatives led by executives can fail to secure staff engagement because they’re framed in strategic terms that are tricky for workers to take on board.
But a good middle manager can decipher how changes will affect individual roles and team dynamics — so they’re better placed to promote them.
So studying a leadership course on emotional intelligence will empower you to monitor your team’s emotional energy, reduce stress and maintain morale.
If you believe that any of these three roles represent your corporate calling, our advice should steer you towards a long and fulfilling career.
Has your job evolved over the years? Share your thoughts in the comments section.
