Culture has emerged as one of the highly prioritized factors among job seekers globally. A recent study conducted by Randstad has found that as many as 41% of Singaporeans would rather be unemployed than feel unhappy in a job and more than half (52%) would quit if their jobs prevented them from enjoying life.
This finding, and others like it from around the world, clearly depict that going forward into the future of work, leaders will need to be extra cautious about offering the right kind of culture to retain the key talent in the workforce, and efforts have to be made by both internal and external stakeholders to succeed in doing so.
To discuss how such factors are going to affect the investments and planning of the future of work, People Matters chatted with Indraneel Kumar Das, Head of L&D at Byjus Tuition Centre. Here are some excerpts from the conversation.
A recent study conducted by Deloitte states that 80% of the respondents believe it is important for external workers to participate in the organization's culture. But achieving this alignment is not easy. As you are associated with a company that works with external stakeholders and workers to a great extent, how do you look at this statement?
At the heart of that study is confronting the challenges of intentionally leading and coordinating workforce ecosystems OR orchestrating workforce ecosystems. In a world changing from VUCA (Volatile, Uncertain, Complex, Ambiguous) to BANI (Brittle, Anxious, Nonlinear, Incomprehensible) in less than 2 years' time with a 30-50% contingent work-force, we are all looking at a recipe for disaster if we do not have a strong cultural foundation in place.
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