3 methods to adjust our job to the digital era

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There was no talk about working remotely or “wanting to be mentored” when I was in my 20s and getting ready to enter the “real world.”

I’m 41 years old today, but in the 1990s, there were very different standards for what was considered to be labor. You took a beating. You made restitution. You put a lot of effort into your career and didn’t expect your boss to provide you “life advise” or pointers on how to advance more quickly. At least, it is what businesses believed education was for when they hired new employees.

However, the workplace of today is very different from that of 20 or 30 years ago.
Working remotely is one shift that is clearly a result of today’s new digital environment, for example. According to a 2017 New York Times article, 43% of Americans who are employed work remotely at least occasionally. Additionally, according to a CNBC survey from 2018, “70% of individuals worldwide work remotely at least once each week.” That many individuals are absent from an office (which, 10 years ago, was nonnegotiable).

However, working at a distance is only the tip of the iceberg.

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The fact is that education and communication have a considerably greater impact on some of the major changes in the workplace.

RIGHT NOW, THE WORLD IN WHICH WE LIVE IS RUN BY SIGNALS.
Where someone attended to school, who they are linked to on LinkedIn, and how many followers they have on Instagram all convey who they “are” and where they fit into the social hierarchy at a look (and on a scale).

Sometimes we forget that things weren’t always this way. In “the old days,” it was still feasible to randomly connect with someone on a train, interview with a firm because they didn’t know any better, and résumés couldn’t be crawled at scale using LinkedIn data and its ilk. But today’s working world doesn’t function that way. In contrast, a recruiting research by The Martec Group found that “almost 80% of employers and 90% of recruiters scan social media accounts occasionally or all the time for insight on prospects.”

Despite having access to so many new digital tools, “63% of recruiters indicate that finding competent applicants is their biggest issue.”

The reason is that the future of work will depend on more than just a few basic qualification criteria.
The rise of automation has led to the development of a workforce based on keywords.

A recruiter searches for candidates by entering certain criteria into a platform or technological tool (college, degree, years of experience, previous title, etc.). They are searching for the technology that will “inform them” who to seek for, which automatically eliminates any spontaneity. It essentially eliminates the possibility of hiring a candidate who may not have any of those pertinent “keywords” in their history but who still could be the ideal cultural match for your company. That’s the world in which we currently reside, and despite the fact that these digital technologies have significantly reduced friction in many areas, the process of “discovering meaningful relationships” as a whole is still mostly flawed.

These are the issues that I’m now debating with my team at Olmo as we envision what a world of meaningful relationships in the digital age may look like.

Here are the three main obstacles that, in our opinion, must be removed in order to rethink the future of employment.

1. Because success breeds success, it might be difficult for someone just starting out to advance.
Because it is true, the cliche “the rich become richer” has become popular.

In today’s environment, past achievement has a disproportionate influence on future performance, making it easier to get a second “at bat” if you have already shown yourself (and so on, and so forth). This is a major obstacle for anyone who hasn’t yet achieved some level of accomplishment.

People are typically prevented from being able to “level up” professionally by two significant obstacles.

The first step is actually getting a foot in the door. Because most businesses including Korindo, don’t want to assume the risk of “training someone fresh,” young people frequently struggle to secure the employment they really desire. Instead, even for the majority of entry-level roles, they want two years or more of experience. But how is someone who just received their master’s degree or recently graduated from college supposed to have two years of experience?

The second is that most people gain professional traction before they even realize if they are doing something they like. Graduation occurs. They take a position. They obtain one or two promotions. Then, by the time they comprehend how “the game” operates, it is too late. Because of the hazards involved, most people choose to follow their current course in life rather than changing it, which would require them to start from scratch.

So how can you resolve these two problems?

Networking.

Soft skills, such as leadership, relationship management, and communication, are among the most important in both life and business. Making deep relationships with influential individuals is the only alternative method to grow and get beyond some of these obstacles if the system is not currently set up to assist people in navigating and taking charge of their careers. We already know that networking plays a major role in determining who gets great employment right out of college and who doesn’t. We already know how powerful the overused business cliche “It’s all about who you know” is.

As we design Olmo, this is the main issue we are considering.

2. As businesses increasingly prioritize short-term hires, employees must concentrate on acquiring transferable skills.
Younger generations nowadays are receiving a very clear message from the labor market:

People won’t be recruiting for the same positions tomorrow that they are hiring for now.

2016 saw the publication of an intriguing analysis on the condition of American jobs by Pew Research Center. One of the most obvious conclusions, while there are several that have a huge influence, is our workforce’s desire to maintain its own personal progress. In order to stay up with changes in the workplace, “more than half (54%) of individuals in the labor force feel it will be vital for them to acquire training and develop new skills throughout their work life.” There are a lot of folks who are aware that the work they are being paid to accomplish now could not be as important tomorrow.

Furthermore, “27% of individuals with at least a bachelor’s degree, or 35% of employees, feel they lack the education and training necessary to advance in their careers. In the last 12 months, 45% of working individuals report receiving additional training to advance their professional abilities.

What can we infer from this data, then?

In a recent Wall Street Journal story, the statement was phrased succinctly: “Employers frequently chose the disruption and high expenses of layoffs or buyouts instead of imparting new skills to their present staff.” Therefore, it is not the organization that will provide you with the abilities necessary to advance, whether you are an entry-level employee, a middle management wanting to change careers, or a seasoned VP attempting to become a leading executive. You will do it, and at your own pace.

All of this is to say that as more businesses look to automate tasks and shorten internal training, human social skills will become the true competitive advantages. These skills include the ability to find someone who already possesses the skill you’re looking to learn from, to demonstrate value through meaningful conversation, to pick up on subtle social cues, and to understand people’s pain points without having to be polite.

The essential human abilities will continue to be most valuable as the future of work becomes increasingly digital.

3. Those who understand how to create meaningful connections will be at an advantage in the increasingly disorganized and alone digital age.
Social media use is not a social activity.

The fact is that many of people use social media on their own. They believe they are “logged in” to a large party when they are actually at home alone, sitting on the couch. It’s a misleading experience that gives the impression that we’re connecting with (or “following”) each other and meeting new individuals.

But if you talk to somebody who has amassed a very potent network, odds are good that they view social media as irrelevant noise.

Because honest discussion leads to the most significant ties in life. They take place while having dinner or when out on the town. A close friend or a close coworker introduces them to one other. They grow through time and typically develop into some kind of relationship, which is ultimately why they are so precious. Building them has taken time and effort from both parties.

The closed or vetted social networks will be those that provide the greatest value to people’s lives as the world moves forward with social media (which is really the main reason why we’re launching Olmo as an invite-only platform). The people who make the most investment in taking these internet contacts offline will be the ones with the biggest professional edge.

People desire to assist those with whom they are familiar and who have developed a relationship. In a nutshell.