Introduction
With the development of society, there are simultaneous advancements in innovative technologies. This circumstance is becoming one of the main drivers of changes in many companies that want to improve efficiency and maintain a competitive position. Thus, Unilever has seriously considered what awaits it and measures to take for the smoothest and most fruitful transition. The consequence of this aspect was the introduction of the Future of Work initiative, which focuses on preparing the company’s human resources for future digital changes in the workplace. The study of this approach becomes a central part of this case study, as well as employees’ reskilling, upskilling, and lifelong learning.
Company Description, History, and Information
As part of this case study, an analysis of Unilever’s activities will be conducted. However, before proceeding to this step, it is necessary to learn about the organization and its history. This is necessary to provide data on how effectively it conducts its activities and how it came to such innovations as the Future of Work.
So, research stated that it is a “British-Dutch corporation with 2019 revenues of €52 billion” (Kerr et al., 2020, p. 1). Moreover, the same source provided information that the company has more than one hundred and fifty thousand employees operating in more than a hundred countries worldwide (Kerr et al., 2020). This indicates that the company is quite successful and has a fairly wide distribution in the global market.
The organization has its roots in the distant nineteenth century and was founded by merging several competing families of soap and margarine manufacturers. Subsequently, the company began to develop rapidly and occupy a leading position in Europe among other manufacturers. Unilever has undergone many transformations during its long-term activity. One of the last and decisive decisions was the decision in 2001 that the company should “launch a strategic review and reduce its product portfolio from 1,600 to 900 brands” (Kerr et al., 2020, p. 1). Furthermore, the company has more opportunities to focus on the most profitable sectors of its activities, which provides it with the opportunity for relatively rapid growth.
Description of the Future of Work Concept
Further, this paper will consider the concepts highlighted during the Future of Work initiative proposal at Unilever. Thus, the need to develop this strategy consists of constant changes, which mainly relate to consumer preferences. Therefore, companies should take measures to analyze customers and implement measures to adapt to them quickly. Moreover, the factors influencing the formation of the concept of the Future of Work are rapid advances in automation and AI, the maturation of people, and the transformation into models that individuals adhere to when they work (Kerr et al., 2020). Therefore, this aspect must be considered when developing strategies for the organization’s future work.
The work’s future is proactive and based on several components. They are called pillars in different ways, and each was derived based on the main areas for improving Unilever’s activities. Thus, these indicators change how the company conducts transformations, ignites lifelong learning and critical skills, and redefines the Unilever work system (Kerr et al., 2020).
The first pillar redefines the company’s core values and views, provides additional training, and prepares leaders for change. The second aspect is to focus on learning and improving the skills and abilities of employees, which are the company’s most valuable resource. The third pillar implies a revised work process and actions that Unilever takes to achieve its goals. Moreover, it implies talent swamp, freelancing, and crowdsourcing, which have equal effectiveness for the organization. Determining these indicators becomes a critical aspect of building strategies for an organization that will help it gain the most outstanding efficiency.
Discussion of Concepts
The first concept that needs to be considered is the concept of purpose. Focusing on this concept is uniquely human since this indicator is closest to this resource. Therefore, research has shown that the better employees understand a company’s goals and objectives, the faster and smoother changes occur, and the more efficient the company’s activities are (Robbins & Judge, 2017; Schwartz, 2015). In addition, the addition and awareness of the purpose of the sustainability organization bring special significance to all Unilever activities. Hence, it works not only to achieve profit but also to improve people’s lives and the state of the environment, which aligns with the Future of Work.
Lifelong learning is the second concept that has value as part of implementing the Future of Work initiative. This aspect allows Unilever to better adapt to changes. Moreover, as stated in The Future of Jobs Report 2020 (2020), reskilling, upskilling, and lifelong learning are essential to employees’ career development. This is because the staff will always be ready for any working conditions and contribute most to the organization’s activities (“First comes the workforce,” n.d.). In addition, a high level of knowledge and professionalism will contribute to a better adaptation to technology.
The future of work implies changes in all company components: the workplace, the workforce, and the activity itself. Studies emphasize that this allows you to increase the creativity and motivation necessary for these indicators significantly (Schwartz et al., n.d.). Moreover, it supports the following valuable concept of employee engagement. Thus, this aspect directly relies on individuals who function to achieve the goals and objectives of the organization. As part of the Future of Work initiative, which involves introducing new technologies into personnel activities, the company must take measures not only to train employees but also to improve and increase comfort in the workplace for a smoother transition.
Recommendations and Conclusion
In conclusion, this case study examined the Future of Work initiative, which Unilever developed. This organization has been on the market for a long time and has spread to the international arena. At the same time, it requires improving its activities by attracting significant innovations and focusing on training and reskilling personnel. If there is a lack of interest in changes on the part of employees, Unilever can increase engagement with the help of non-material or material motivation. The first method will be more effective because a more fundamental action characterizes it, motivating the staff more successfully toward continuous learning.
References
The future of jobs report 2020. (2020). World Economic Forum. Web.
Schwartz, J., Hatfield, S., Jones, R., & Anderson, S. (n.d.). What is the future of work?. Deloitte.
Robbins, S. & Judge, T. (2017). Essentials of organizational behavior. Pearson.
Schwartz, B. (2015). Why we work. Simon & Schuster Audio / TED.
Kerr, W. R., Billaud, E., & Hjortshoej, M. F. (2020). Unilever’s response to the future of work. Harvard Business School, 820-104.
First comes the workforce. (n.d.). Deloitte. Web.