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Abstract: According to recent research, there are major changes in the labor market, technology leading to the creation of new jobs, while other jobs disappear. Human resources become very diverse, automation-savvy, and social media- proficient. Employers strive for improving labor productivity, and innovation, needing employees with new skills, which they find hard to find: entrepreneurial mindset, responsiveness to change, willingness to innovate. They need talents, and they are not enough in the labor market, so they need to retain those that already work for them. Characteristics of the working places will change, technology will make the boarder between work, and personal life very fuzzy, and people will like to have flexibility in working hour and place. in order to keep longer talents in their jobs, employers need to motivate, satisfy, and engage them. International studies found that these conditions are no longer enough. For the first time, Deloitte highlighted the concept of employee experience, as a condition to retain talents, and to make them performant, including also wellbeing, and connection. Wellbeing, meant at improving the quality of both professional and personal life, will be crucial. HR departments and leaders will also have to align employees, connecting them to the organization, and among themselves. This paper aims to present the results of author's literature review, observation, interviews with leaders and HR practitioners, in order to identify the latest changes in the labor market. Some trends related to new necessary competencies, as well as better leadership and human resources practices, meant to attract, retain, and develop talents are also emphasized. Another goal is to update the "Motivation - satisfaction - engagement model", previously developed by the author, in light of the new theories regarding "Employee experience", highlighted for the first time by Deloitte, in 2017.
Keywords: The fourth industrial revolution, HR practitioners, leaders, engagement, employee experience
INTRODUCTION
The fourth industrial revolution brought transformations faster, and more impactful than before, representing a challenge for leaders and HR managers, mainly in terms of jobs and work force. Employers look for new skills, that are difficult to find, and are willing to attract, engage and retain in their organizations those people that demonstrate attitudes like responsiveness to change, entrepreneurial mindset, willingness to innovate (Rasca, 2017).
This paper, aims to...