Introduction
Unilever is a successful international organization that draws attention to its performance and employees. The company understands that the future can bring both challenges and opportunities, which is why Unilever focuses on addressing the impact of automation and artificial intelligence. Thus, the organization seeks assistance from Deloitte to understand the concept of the future of work and be prepared to gain essential advantages from technological solutions.
Company Description, History, and Information
Unilever is one of the world’s largest consumer goods companies. It was established in the late 19th century and has evolved into a global corporation to the present day (Unilever, n.d.). The company impresses with figures because its products are available in over 190 countries, and almost 3.5 million people use Unilever products daily. In 2021, the company saw a turnover of €52 billion (Unilever, n.d.). This information demonstrates that the organization has succeeded and wants to preserve a leading role.
The Future of Work Concept
According to research, the future of work relies on three components. Firstly, sophisticated robotics and artificial intelligence technologies will bring intelligent machines, which, in turn, will introduce automation into the workplace (Schwartz et al., 2019). Secondly, a new approach to talent searching will be adopted, with a focus on freelancers, gig workers, and crowdsourcing, rather than traditional employees (Schwartz et al., 2019).
Thirdly, the future will likely witness a decrease in the use of in-office workers, as the focus will shift to remote working options (Schwartz et al., 2019). Thus, organizations will not need to gather all their employees in one physical space to perform business operations. One should acknowledge that the same components can be the primary disruptors of work if these solutions are implemented inappropriately.
Discussion of Concepts
Job satisfaction is a crucial concept that significantly impacts employee performance and organizational outcomes. According to Robbins and Judge (2022), this concept is significant because satisfied workers are more productive, lead to customer satisfaction, and are more willing to accept change. For the future of work, reskilling and upskilling are essential.
The rationale behind this statement is that the two concepts enable employees to acquire new skills or enhance their existing ones, which is necessary to meet future workplace expectations and requirements (World Economic Forum, 2020). Thus, it is not surprising that lifelong learning is a significant aspect. Workers should recognize that the future will present numerous challenges and opportunities. That is why individuals should be prepared to engage in learning and training to adapt to new working conditions.
Analysis Questions
Three Pillars of Unilever’s Future-of-Work Plan
Unilever relies on three pillars to create its future work plan. Firstly, the organization decided to accelerate the speed of change by including employees in discussions, debates, and decision-making (Kerr et al., 2020). If all workers are engaged in the improvement process, the company will influence how a change occurs, leading to positive outcomes.
Secondly, Unilever focused on promoting lifelong learning and mastering critical skills because the new working conditions will bring many challenges, and the workforce should have sufficient skills and abilities to address them (Kerr et al., 2020). Thirdly, the organization relied on a sophisticated system of work. Unilever reconsidered its talent acquisition approaches and decided to address talent shortages, crowdsourcing, freelancers, and various partnerships (Kerr et al., 2020). These pillars indicate that Unilever wants to succeed in the future.
Purpose and Career Development
As for the second pillar, the concept of purpose deserves attention because it is a uniquely human trait. According to Kerr et al. (2020), purpose is an essential component of growth because it provides people with a specific orientation and desire to complete tasks and master skills. Furthermore, Schwartz et al. (2019) clarify that a purpose allows people to focus on future goals and work toward achieving them. Unilever understands that when employees’ purposes align with organizational goals, their efforts to reach their purposes will benefit all stakeholders. Employees will enhance their skills and promote their careers, improving organizational outcomes.
Reskilling, Upskilling, and Lifelong Learning
There is no doubt that reskilling, upskilling, and lifelong learning are essential for the career development of Unilever employees. The future of work will bring new technologies and associated challenges, which suggests that individuals with specific and advanced skills and abilities will be better equipped to succeed (World Economic Forum, 2020). That is why the future workforce will consist of individuals who can quickly and effectively learn and adapt to new conditions and requirements. A suitable way to promote continuous learning is to increase employees’ internal motivation and understand the significance of this process (Schwartz, 2015). Unilever’s management should comprehend it to achieve the desired outcomes.
Workforce-Specific Challenges Facing Unilever
Furthermore, it is worth noting Unilever’s workforce challenges. On the one hand, the workforce is rapidly aging, making it crucial for organizations to find new talent to replace retiring professionals (Kerr et al., 2020). On the other hand, the active implementation of technology and artificial intelligence means that a significant part of the workforce is low-skilled (Kerr et al., 2020). These challenges suggest that Unilever needs to improve to meet future challenges.
Recommendations and Conclusion
The case study analysis has revealed that Unilever needs specific adjustments to prepare for the future of work. In particular, the organization should reconsider its talent acquisition procedures, promote remote working options, and implement technologies. These outcomes are possible if employees are engaged in reskilling, upskilling, and lifelong learning. Ultimately, workers should be assigned specific tasks that align with organizational objectives. These recommendations can help Unilever prepare for the future of its work.
References
Kerr, W. R., Billaud, E., & Hjortshoej, M. F. (2020). Unilever’s response to the future of work. Harvard Business Review, 1-18.
Robbins, S. P., & Judge, T. A. (2022). Essential of organizational behavior (15th ed.). Pearson.
Schwartz, B. (2015). Why we work. Simon & Schuster.
Schwartz, J., Hatfield, S., Jones, R., & Anderson, S. (2019). What is the future of work? Redefining work, workforces, and workplaces. Deloitte Insights. Web.
Unilever. (n.d.). Unilever at a glance. Web.
World Economic Forum. (2020). The future of jobs report 2020. World Economic Forum.
