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The pace and rate at which our world (and workplaces) have changed in the past three decades has been tremendous. And there’s no sign things are slowing down.
So, what does this mean for the future of work, particularly in the legal space? I think we can adopt three perspectives to see what’s on the horizon:
This presents many challenges – but there are also opportunities for those who can grasp them by adjusting their ways of working.
Workforce activism is increasingly making headline news around the world. Companies are grappling with employees and casual workers making their feelings known – and voices heard – in any way they can, amplified by social media.
In a world where purpose is becoming increasingly important and profit is not the only key driver, employees are becoming more vocal in articulating their views about their workplace, employer or wider social issues via online platforms.
To help us better understand the rise in workforce activism – and the reasons for it – we conducted research with 375 global C-suite executives.
The resulting report, ‘Future of Work: Adapting to the democratised workplace’, foresees an unprecedented rise in workplace activism across all sectors and geographies.
It is not an issue that is going away anytime soon, with more than 80% of respondents expecting to see a rise in activism among employees and casual workers in the future.
The research shows that over half of those surveyed (55%) see workforce activism as a significant risk to corporate reputation – a risk only exceeded by cyber threats (65%) and fears of a new global economic slowdown (62%).
Employers need to be prepared for what’s ahead. The workplace is more democratic. It is a new world with different expectations.
The good news is that this expectation – that employers will provide a broader purpose that their employees can identify with and support – is an opportunity. It is an opportunity to clarify and expand the employer’s purpose and allow it to be a magnet around which people can coalesc
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Mark Rigotti is the Global Chief Executive Officer and a Partner of Herbert Smith Freehills. He is responsible for the firm's global strategy and operations across 27 offices worldwide.
Mark is responsible for developing and driving the firm's vision to be “a world class professional services business bringing together the best people to achieve the best results”. He spearheaded the launch of the “Beyond 2020” global strategy, which centres on five key areas: clients, sectors and products; people, performance and leadership; service delivery; innovation and technology; and platform.
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