Climbing Career Trees Instead of Ladders

An article by Gail Kastning.

Climbing the career ladder has never fit with how I see my work life. I don’t lack motivation or the desire to succeed. Rather, I pioneer and innovate. I need to climb outward not just upward and I like options and opportunities to work in ways that fit with how I want to live my life. However, I’ve second-guessed myself and asked, “Why can’t I find comfort and security in the idea of a career ladder?”

I blame my parents. I grew up the daughter of portfolio careerists who streamed income from various sources. Before the portfolio career concept was trendy, my father and his wife made a living from their grain farm and three side businesses. My mother and her husband made a living from a grain and cattle farm, one seasonal job, three part-time jobs and a variety of side hustles. I had role models who indirectly taught me to diversify my income and even though they suggested I get a “nice, cushy, secure, 9-to-5 job with a steady paycheque and a good pension,” they never worked like that themselves.

Reasons why the climb is no longer as appealing 

The career ladder has had a long life. All we have to do is search online to find countless articles teaching us how to climb it quickly and other articles advising us how to successfully survive the climb. Although it’s still a way of working that has provided solid careers, the ladder has come under scrutiny.

Randstad Canada predicts 35% of the Canadian workforce will be contingent by 2025. There’s also a change in how workers want to work. Many of us no longer want to put in the long hours it takes to climb to the top, not to mention the fact that not everyone wants to be a leader. In addition, we have learned how to define success in other ways, and with new workforce models allowing us to work differently and technology giving us the option of working from anywhere in the world, we now have interesting options.

Creating resilient, agile workers that adapt to change

My parents were the epitome of resilient, agile workers who were able to quickly adapt to changes in the farming industry in the 1980s. Resiliency was fostered through a willingness to diversify income streams through side hustles, working salaried jobs off the farm or starting additional businesses. Our family side hustles ranged from making pickled eggs and selling them in the local pub, to commercial ice fishing in -30-degree winter weather, food catering for local events and painting homes. At one point, my father took on a side hustle working with the local plumber and when the plumber left town, my dad saw an opportunity, went back to school in his 40s, and added plumbing and heating to his resume because the work fit around the farming season. It was this type of agile, entrepreneurial thinking that helped my family maintain their way of life.

Today, the changing nature of work is demanding that we develop a similar resilient, agile mindset. Whether it’s out of choice or out of necessity, workers across the globe are diversifying their income and working differently.  A 2016 McKinsey Global Institute report, Independent Work: Choice, Necessity and the Gig Economyoutlines the growth in independent workers in the US and Europe. People are participating in the gig economy because they are either “financially strapped” and needing extra income or they are taking advantage of the opportunities to earn extra money.

Side hustles are also growing and are now classified as a subset of the gig economy. They are entrepreneurial in nature, a creative outlet and can also be a smart career strategy. A CBS Eye on Money segment called Why Side Hustles are on the Rise featured the growth in side hustles in America. Seen as a residual outcome of the former recession, side hustles are still on the rise with participants flexing entrepreneurial muscles or growing passion projects.

Highly skilled executives are also jumping off the ladder. Michael Greenspan, in his article for Harvard Business Review, How to Launch a Successful Portfolio Careerprovides advice on how to move from the corporate ladder to a more organic portfolio career of consulting, contract work, writing and speaking, among other options. Income streaming has become not just an idyllic daydream but a realistic option.

The Tree Approach™ 

In my parents’ world of work, there wasn’t a career ladder with rigid rungs to climb. There was work to do, a living to make and agile was just something you became. Today, we’re expected to have the same approach. But does the career ladder support agility?

After many years of watching my family work unconventionally and working out of the box myself, I began to wonder how I became so highly adaptable and agile. Was it because, like my parents, I didn’t have a career ladder inside my head? What did I envision as a model for my career? I decided to capture how I saw, organized and managed my career. I put it to paper and it came out looking like a tree.

Over the past three years, I have piloted The Tree Approach™ and it has resonated with clients of varying occupational backgrounds. It is both a visual model and a process of seeing our work life in a new way. Unlike the career ladder that can be swept away in an economic downturn, The Tree Approach™ has us build capacity and resiliency by developing a strong root system. We then learn to explore new workforce trends and opportunities in varying economic conditions. We learn how to adopt broader strategies for managing our careers in a global workforce that is evolving because it provides us with a new framework for how we envision possibilities. The model also supports long-term sustainability by developing skills in strategizing our careers throughout changing seasons of our lives and changes in the evolving world of work.

Rather than seeking stability and security in a career ladder that can blow away in the wind, we create a solid tree with a root system that can weather storms and career strategy that can grow in any climate.

Gail Kastning is a Certified Career Strategist. She is a portfolio careerist who streams income from consulting, contracting, coaching, speaking, passive income and rental property. Her company is called PURPOSEFUL CAREERS.

Virtual International Conference – Evolving Education and Careers

The Virtual Conference

The world has experienced major economic, social and technology impacts. Societies everywhere are undergoing deep transformation. Climate change, an ageing workforce and skills gaps are major issues that governments need to address. Only time will tell what the impact of the current health crisis will have in the medium and long-term. As a consequence, careers will evolve in response to a dynamically changing environment. How will this affect jobs, training, employment, the gig economy and/or unemployment in the future? We will be exploring forward-thinking approaches to careers support systems drawing on international good and interesting policies and practices.

For leaders, educators, career development, HR and employment specialists a fundamental question is: – how best can individuals be better prepared to adapt and prosper through lifelong learning and work? Individuals’ must be well equipped with the mindsets and tools they need to find and benefit from purposeful learning and work opportunities. Organisations working with young people and/or adults in differing contexts will need agile responses to meet citizens’ needs.

With all this in mind, time away to network with experts and like-minded colleagues is just what the doctor ordered. This year’s theme is Evolving Careers. Delegates will learn from experts and peers whilst sharing experiences, research and best practise to take back to the day job of helping to transform people’s lives.

Conference Content

  • International keynote speakers
  • Breakout sessions hosted by leading experts and contributors

Session topics include;

  • Career-related learning in primary schools
  • An evolving curriculum in secondary, tertiary, vocational education and training (VET) and higher education settings
  • Future scoping careers
  • Digital innovations
  • Building Partnerships
  • How to Make a Difference to Those That Need Support Most
  • Youth Transitions: Creating Pathways to Success
  • Adults in the workplace
  • Labour markets: where next?
  • Tackling unemployment
  • Lifelong guidance
  • Social inclusion

*these are subject to change

  • Interactive Q&A panel debates
  • Digital delegate toolkit packed with valuable resources

Why Attend?

Our conference last year was a great success with delegates rating it 4.4 out of 5 in terms of value, content and relevance to their needs.

This year we have mixed our successful formula with some great new features and benefits but don’t just take our word for it, this is what our delegates had to say after the 2019 conference;

“It was inspirational to share so many elements of practice and research in one place. The calibre of speakers and content (including the toolkit) was exceptional.”

“Inspiring, positive, brilliantly organised. A day well spent.”

“The conference blended the worlds of academia research with great examples of careers work from around the world. We want more!”

“A wonderful conference, full of insight. Can’t wait for the next one.”

“The conference offered a great opportunity to interact with thought leaders on important topics relating to career development. Excellent venue and well organised.”

Book Your Place

Tickets are available on a first come, first served basis and conference is free to attend for a limited number of earlybird registrations.

Please book your tickets from our Eventbrite booking page.

For all conference queries contact our event organiser Nina Hurst-jones . Book your place

Watch the success of last years conference

The Edge Foundation is an independent foundation working to inspire the education system to give all young people across the UK the knowledge, skills and behaviours they need to flourish in their future life and work. Longtime advocates of high quality careers education and guidance, they are delighted to be supporting this event.

Is This the End of Office Life?
July 17, 2020

By Bobby Palmer

The sudden boom in remote working has raised a flurry of questions surrounding a return to “normal” working life and the purpose of the workplace as we know it.

The office of the future looked very different five months ago. In January, Facebook announced plans to hire 1,000 staff members to fill their new £1-billion London HQ. But by May, the company had said half their future workforce will be permanently remote.

End of the office

This is just one example of how the coronavirus pandemic has blown apart companies’ conceptions of “the office”. Barclays boss Jes Staley has said “the notion of putting 7,000 people in a building may be a thing of the past”, while Shopify founder and chief executive Tobi Lütke tweeted his company will become digital by default. “Office centricity is over,” he proclaimed.

Flexible working is nothing new. A survey of 229 organisations by US research firm Gartner found 30 per cent of employees were already working from home at least some of the time before COVID-19 struck. Since the pandemic began, that number has jumped as high as 80 per cent.

“I think that somewhere between 15 to 20 per cent of the workforce that was previously in a workplace will not be coming back,” says Rich McBee, chief executive of remote network performance specialists Riverbed. With this in mind, it’s hard to disagree with Lütke’s hypothesis, but if office centricity is over, what does that mean for the office?

The workplace in the age of flexible working

“A lot of the trends that were on the way anyway have massively accelerated,” says John Drummond, chairman of workplace strategy experts Corporate Culture. “We’re going to see several short-term, pragmatic changes and one is that more people will work from home.”

This could mean an end to the classic command-and-control method of working, especially as flexible working seems to improve employee productivity, specifically in Generation-Z staffers, 60 per cent of whom have become more productive during lockdown, according to a study by Milkround.

Somewhere between 15 to 20 per cent of the workforce that was previously in a workplace will not be coming back

“I think you’re going to see flexible hours and output-based work versus hourly work,” says McBee. “What enables that is having at-office capability in your home office or from wherever you’re working.”

That means investment in connectivity and networks for those working flexible or compressed hours, as well as increased collaboration between employers and employees on the potential health pitfalls of remote working, such as burnout or back pain. Just last month, Google chief executive Sundar Pichai announced plans to provide workers with a $1,000 grant for at-home office equipment and furniture.

“The ‘individual cube’ of yesterday can be your home office,” says McBee. “It’s private, you’re working, you’re concentrated. Then, when it’s time to collaborate, the human-to-human interface will be done in a pseudo-office environment.”

Drummond says this presents a phenomenal opportunity for companies to reinvent the workplace in a work-from-home world. “The key question is what is the workplace for?” he says. “There’s a massive new opportunity for interior designers and architects, not just for the design of office spaces, but for the design of entire communities, neighbourhoods and cities.”

Designing the office of the future

If the office of the future looked different five months ago, try ten years. From Google’s sleep pods to Apple’s on-site wellness centre, the old future office was designed for people spending all their time at work. Now organisations are having to rethink office design for employees who want to spend more time at home.

“Companies may choose spaces which are more about collaboration than focused work, so I think we might see a proportion of desk space decrease,” says Guenaelle Watson, managing director of office consultants 360 Workplace. “These spaces could become more agile, collaborative work areas programmed for different teams to use.”

With offices being reimagined as creative meeting spaces and most desk work being done remotely, technology such as Zoom and Microsoft Teams will be at the forefront of keeping the future workplace connected.

Microsoft chief executive Satya Nadella recently said his company has seen two years’ worth of digital transformation in two months; that’s because this digital change has been born out of adapt-or-die necessity, which will only continue to be the case in a post-COVID-19 world.

Thus, the need to return to hygienic workspaces will be one of the key drivers in digital workplace design. “We’ll see people not wanting to touch things in offices,” Watson explains. “That means the office, in time, may become contactless. You’ll be using voice recognition to open doors or apps to get yourself a coffee.”

In a world where the technology is improving every day, the physical space is becoming less and less important for forward-thinking and better-connected companies. Although meeting colleagues in a virtual reality office may still seem like a sci-fi concept, it’s not as far off as once thought.

“I think technology will get us to a point where that notion of physical location becomes a real question mark,” says Justin Westcott, European head of technology and chief operating officer for UK and Ireland at Edelman. “If you think about where we’re heading with 5G and latency, the doubling of performance in virtual reality in two years, while the costs half, that notion of the office increasingly becoming augmented is something I can see happening.”

Real estate and the digital office

“In a business like ours, our assets are our people and the office is the biggest overhead.” That’s why, when COVID-19 struck during early conversations about Edelman’s new London office, it was an opportunity for the company to interrogate what the modern workplace is for.

“There is always going to be a requirement for people to come together,” says Westcott. “Starbucks used to call themselves the ‘third space’ and I can see the office becoming the third space: you’re going to have your home, your home office and then the office.”

If the office does indeed become the third space, fixed desks could be done away with entirely, as could the traditional nine to five. “I think the notion of a ‘day in the office’ may be in question,” says Westcott. “It might be you come into an office for a ‘thing’, a task, a meeting, then you head out to wherever you want to get your work done.”

Leaders like Westcott and Watson see the office of the future as a place where employees meet, socialise and seek out the sort of spontaneous interactions video meetings don’t allow for. Interestingly, both see the office of the future looking something like a hotel lobby.

Somewhere between 15 to 20 per cent of the workforce that was previously in a workplace will not be coming back

Yet with temporary providers such as Zipcube and Spaces becoming evermore popular with startups of the WeWork generation, many will ask if these lobby-like office spaces are merely precursors to a world without offices at all.

Unlikely, Watson says. “Not having an office at all would be difficult and you’d struggle to create a strong company culture,” she explains. “You can deliver the work from home, but it won’t fulfil the human need for interaction.”

Instead, Watson foresees two potential trends for those looking to reinvent their working environment in the flexible-working world. Organisations will either repurpose some of their desk space into collaboration or wellness areas, or they’ll opt to trade in one larger central headquarters for a number of smaller, perhaps regional, hubs.

Which fulfils Lütke’s prophecy, in its own way. Office centricity is indeed over, but the office itself isn’t dead quite yet.

Author Avatar
Bobby Palmer

Freelance lifestyle and culture journalist, with work published in GQ, Time Out, Men’s Health, Esquire and Cosmopolitan.

AI, Automation and Future of Work Tickets, Thu 28 May 2020 at 17:00 | Eventbrite
May 27, 2020

MKAI Expert Forum | AI, Automation & Future of Work | UiPath, Dime, Women Leading in AI Network, Henley Business School, Zicar Consulting

About this Free Event

AI, Automation and The Future of Work

Click Here To Register


5:00pm: 🎙️Welcome and Announcements

5:10pm: 💻 Speaker from Industry 1 – Ivana Bartoletti, Technical Director & Co-Founder, Women Leading in AI Network

Presentation: This is a watershed moment for jobs

Ivana is a Technical Director helping businesses with their privacy by design programmes and with their privacy and ethical challenges related to Artificial Intelligence (AI) and blockchain technology.

Ivana was awarded ‘Woman of the Year’ (2019) in the Cyber Security Awards in recognition of her growing reputation as an advocate of equality, privacy and ethics at the heart of tech and AI. She is the author of An Artificial Revolution: On Power, Politics and AI now available on Amazon here

5:30pm:💻 Speaker from Industry 2 – Arif Khan, AI Ninja at UiPath

Presentation: The Role of AI in Automation Strategy

Abstract: A look at how combining Artificial Intelligence with more traditional automation technologies can unlock greater business values

Arif has a passion for combing the Agile delivery model with RPA and AI to solve real business problems effectively and quickly. Arif is a member of the Institute for Robotic Process Automation & AI. Arif has an MSci in Computer Science from University College London, specialising in Artificial Intelligence and Machine Learning.

5:50pm:💻 Speaker from Industry 3 – Dr. Khaleelah Jones, Founder of Careful Feet Digital Agency

Presentation: Using AI for Social Media Content Creation (Text and Visual Assets)

Khaleelah Jones is the owner and founder of Careful Feet Digital Agency, the digital marketing agency that created Dime Digital, a SaaS tool that automates social media posting and brand creation for small businesses and solopreneurs. The winner of the 2018 Next Women Pitch Competition, Khaleelah has a PhD in emerging media, an MBA and has worked in the marketing industry for over a decade.

Before starting CFD and building Dime, she was the head of marketing at WellTok Inc, where she was part of a team that doubled the user base in six months and closed $18m in Series B funding. She now lives in London with her husband and loves yoga, reading and Russian history.

6:10pm:💻 Speaker from Industry 4 – Dr. Naeema Pasha, Director of Careers, Henley Business School

Presentation: Humans, AI and the Bigger Productivity Pie

Naeema leads teams to deliver great personal & professional development and research on future of work. At Henley Business School she runs a fantastically innovative team where they’ve gone from start-up to scale-up. They are about providing a creative & challenging place for people (all from diverse backgrounds) to enable them to design a career path that not only defines who they are, but is in the context of an uncertain world of work.

6:30pm: Panel discussion with all speakers

6:55pm 🔮 Roundup + What’s next with MKAI

7:00pm Close

Bonus Track Technial Speaker:

5:30-6:10pm: Azim Zicar, RPA Consultant – Zicar Consultancy Ltd

Presentation: Building a bot Live

In this activity you will have the chance to experience first hand what Robotic Process Automation is and how a software robot is actually built. This is a non scripted group interactive session where a robot is built from scratch based on the audience’s ideas!

Azim is an RPA expert with experience in creating, building and maintaining the robotic workforce. Since finding RPA in 2016, he has been passionate about using software robots to add value to businesses. He is a certified Blue Prism Professional Developer and has worked as a Lead Developer in many RPA projects spanning multiple industries. You can find out more about Azim via his LinkedIn page and his business: Zicar Consultancy

MKAI May is supported by:

Zicar Consultancy – RPA consultancy at a comptetitive rates.

Ether Solutions – Specialists for Robotic Process Automation (RPA), Document Management and Document Scanning.

EvolveAI – Proven leaders in the provision of innovative human capital management solutions to businesses looking to attract and retain in-demand digital technology talent.

Leadership: Are We At the Dawn of Robot Leaders?

The advent of AI has put the issue of leadership into focus. As technology improves, will machines replace people as our key decision-makers?

Workplace technology has significantly altered the way we work and interact. Digitisation helps us manage workflow, collaborate, generate ideas and stay connected.

We can work flexibly and be more productive, but we’re at the dawn of a new era of digitisation and some interesting challenges for the way we lead and manage.  

Technology offers solutions capable of automating many time-consuming routine management tasks including staff schedules, performance monitoring and reporting.

We can’t even say that humans make better decisions than well-programmed machines.

Artificial intelligence (AI) powered software can address more variables, more data and examine more scenarios faster than any human.

They are rather good at advanced data analytics and predicting a range of outcomes.

An example of an intelligent machine in use is IBM Watson, capable of processing questions posed in natural language.

IBM Watson is said to be able to process the equivalent of 1 million books per second using hundreds of algorithms simultaneously to identify a small range of solutions and then check its knowledge base to confirm an answer.

These powers were tested extensively against human Jeopardy! champions and, according to contemporary press reports and IBM Corporation, Watson won 65% of test matches and a three match live series.  IBM donated Watson’s $1 million prize to charity.

It’s easy, therefore, to envisage future leaders being supported by machine colleagues to analyse and interpret data to make better decisions.  

Transforming teams

Another area where changes abound is virtual and augmented reality technology (VR/AR), which is reaching maturity.

VR can deliver breathtaking realism, enabling people to be trained in simulated environments whilst AR will increasingly support the delivery of complex and dangerous tasks by providing a composite view of the real world including superimposed computer-generated imagery.

These technologies are already being exploited in many areas to enhance user/customer experience.

Robots enable us to generate more value from data in new ways. They may replace and enhance many essential management activities, creating opportunities to focus on more creative, rewarding and higher-value work.

Leaders will need to adapt to these technologies replacing or enhancing their colleagues in everyday applications.

We envisage further technology development enabling us to work on the move and at home.

Our offices will be re-imagined as collaborative social hubs with facilities for people that need to meet, build relationships, make decisions and perform tasks that we manage less effectively when dispersed.

Gaining greater value

Technology also presents new challenges for leaders. Many organisations are slow to adopt flexible working.

People report they are overloaded by processing too many ‘bits’ of information every day and there’s huge pressure on people to be ‘always on’.

In the late 20th century robots started to replace assembly line workers.

Advances in machine learning and natural language processing enable robots to start enhancing or replacing knowledge workers in data-intensive disciplines like clinical diagnosis, complex data analysis, pharmacovigilance (the monitoring of drug safety), legal research and technical support.  

Robots enable us to generate more value from data in new ways. They may replace and enhance many essential management activities, creating opportunities to focus on more creative, rewarding and higher-value work, but will robots ever replace leaders?  

What’s the role of leaders?

A vast body of literature attempts to classify and define leadership.

John Kotter’s analysis in his December 2001 HBR article What Leaders Really Do proposed that management is about coping with complexity, bringing order and predictability to a situation. In contrast, leadership is about preparing organisations to adapt to rapid change and helping people to cope as they struggle through it.

Kotter described leadership and management as two distinctive complementary systems, both of which are necessary in an increasingly complex and volatile business environment.  

Whilst robots are very good at internalising rules, they don’t yet do vision, charisma or demonstrate behaviours.  

He summarised three essential people-related leadership tasks: setting direction, aligning and empowering, motivating and inspiring.

Leadership serves a purpose that adapts to the demands of the prevailing situation.

In the 21st century leadership exists to meet the needs of the digital age, just as it served a purpose in the industrial age, but in a different way.  

The value of leadership is underpinned by several fundamental things that cannot yet be automated. These rely on human attributes such as:

  • Self-awareness (how individuals consciously know and understand their own character, feelings, motives and desires).
  • Imagination (the ability to think beyond our current reality).
  • Conscience (an inherent sense of right and wrong).
  • Independent will (the ability to act/not act based on awareness and judgement).

The relationship between these uniquely human attributes and leadership is immediately apparent when we consider the challenges of leadership in today’s business environment.

Creating purpose

Our business world is frequently described as VUCA (volatile, uncertain, complex and ambiguous).

Having a vision, or purpose, helps people cope with uncertainty by articulating a compelling picture of what success looks like and why it’s important.

Leaders must establish vision then find ways to communicate it effectively to people.

They also need to balance what and why with the how, reconciling moral and ethical principles to establish and demonstrate appropriate standards of behaviour.

Whilst robots are very good at internalising rules, they don’t yet do vision, charisma or demonstrate behaviours.  


Leaders make intuitive judgments about critical business decisions based on their experience, awareness of the situation, empathy and their conscience.

Machines do this to the extent the variables can be encoded.

Leadership is vital for decisions requiring insight and judgment, where data cannot provide a definitive answer.

The key skill will be to identify which business critical decisions need the application of human judgment and which can be solved (or at least informed) by the press of a button.

Collaboration and connection

Digitisation enables more work to be delivered without congregation.

A leader’s role creating connections, enabling collaboration and building social relationships remains of paramount importance.

Intelligent machines will help us make decisions, perform tasks that can be coded and provide us with freedom by replacing routine functions.

Leaders need to embrace available and future technology to help them manage an ecosystem of dispersed and agile teams, rapidly mobilising and adapting to changing situations.  

Technology will be essential, but it won’t replace the leadership contribution helping organisations and people adapt to change.


Intelligent systems have many advantages including their ability to parallel process and store vast amounts of accessible information.

Machines can compute things like the human brain, but can’t yet replicate consciousness, genuine understanding and creativity. Once again, we humans have unique advantages.

Unlike intelligent robots, which can apply very sophisticated rules and algorithms but have limited ability to improvise and make up new sets of rules to suit previously unexpected situations, leaders can think creatively to imagine completely new concepts or ideas and empower others to do so. 

In a world dominated by intelligent machines able to mimic our cognitive functions, it may be harder for organisations to differentiate themselves without human creativity.

Will we be the servants or masters of robots?  

The more we automate, the more important people become. Leaders will increasingly need to focus on activities and processes that cannot be automated. 

These include helping people deal with uncertainty and change, making the ‘close calls’ and any activities where subtle behaviour and empathy is required.

Intelligent machines will help us make decisions, perform tasks that can be coded and provide us with freedom by replacing routine functions.

As leaders we should think of robots as valued colleagues, able to support, rather than threatening to replace us.  

Instead of focusing on complex tasks, we should be developing leaders who understand that we need to do things requiring our unique human qualities – and we need the wisdom to know the difference.

What Does the Future Hold for Your Job?
August 6, 2019

You can access the short survey below to find out!

Jobs have always changed

Since the beginning of time, the type of jobs we do and how we do them has changed with the world around us.

Imagine we used to harvest wheat with sickles. It took lots of people a very long time!

New technology creates new tools

But we have always used technology to create tools that help us do our jobs better and faster. These tools also free up time, so that we can spend less time working and more time living.

The invention of the combustion engine led to the creation of cars, heavy-duty vehicles and airplanes.

New tools change how we do our jobs

These new tools change the way we do our jobs on a day-to day basis. For some jobs these changes are minor but other times they are significant.

The engine makes harvesting easy compared with using a sickle. Farmers today drive a harvesting machine, which harvests more in less time. Less people are involved in harvesting, which allows them to focus on other tasks. Entirely new jobs are created such as making, selling or repairing harvesting machines.

What does this have to do with me?

Today, there is much discussion about the effect of robotics and artificial intelligence on our jobs. There is no doubt that these advanced technologies will change how we work, what we do and which jobs will be available to us. This means that our jobs will evolve, just as they always have. 

Some people will see their jobs change more than others, depending on the tasks they involve. Certain jobs might disappear completely. But new jobs, some of which we can’t even imagine yet, will be created. We might also be able to spend less time at work and more time doing other things.

Take the survey to find out the chance of your job changing because of automation. Understand what this means for you and explore your options for the future.

Click on the link below to access the survey.

Four International Reports Related to Career Development
March 20, 2019


World Development Report 2019: The Changing Nature of Work (World Bank)

This report studies how the nature of work is changing as a result of advances in technology. Fears that robots will take away jobsfrom people have dominated the discussion over the future of work, but the World Development Report 2019 finds that, on balance, this appears to be unfounded.

Investing in Refugee Talent: Lessons Learned in Labour Market Integration (Hire Immigrants, Cities of Migration and BertelsmannStiftung)

This report shares 13 international best practices in refugee labour market integration, which all represent the pivotal role of employment in the integration of refugees and the private sector as a key stakeholder in receiving communities. Read more

What is the Future of Work?
August 30, 2018

A podcast series from the McKinsey Global Institute explores how technologies like automation, robotics, and artificial intelligence are shaping the way we work, where we work, and the skills we need to work. We encourage you to listen to the podcast and share key discussion points about automation technology with your classroom. 

The future of work is one of the hottest topics in 2017, with conflicting information from various experts leaving plenty of room for debate around what impact automation technology like artificial intelligence (AI) and robotics will have on jobs, skills, and wages.

Read more