Working futures? looks at the current effectiveness and future scope for enabling policy in the field of disability and employment. By addressing the current strengths and weaknesses of disability and employment policy, the book asks Is the dichotomy of 'work for those who can and support for those who cannot' appropriate to the lives of disabled people? Does current and recent policy reduce or reinforce barriers to paid employment? What lessons from other welfare regimes can we draw on to further disabled people's working futures? The book is original in bringing together a wide range of policy insights to bear on the question of disabled people's working futures. It includes analyses of recent policy initiatives as diverse as the Disability Discrimination Act 1995, Draft Disability Bill, the benefits system, New Deal for Disabled People, job retention policy, comparative disability policy, the role of the voluntary sector and 'new policies for a new workplace'. Contributions from academics, NGOs, the OECD and the disabled peoples' movement bring multiple theoretical, professional and user perspectives to the debates at the heart of the book.

The widespread belief that tech-savvy, educated millennials are well positioned to handle the challenges of the fourth industrial revolution is unfounded. It does not fully grasp the reality of a flux society, where relevant technological skills and knowledge are continuously changing: no one is permanently tech-savvy. Millennials, like other generations, face the challenge of needing to continually reskill. This has compounded their struggle to begin their careers at a point when there is no longer any guarantee of lifetime employment or retirement at a set age. Shaping the Futures of Work is a timely sociological exploration of the impact of technological innovations on employment. Nilanjan Raghunath proposes that stakeholders such as states, enterprises, and citizens hold equally important roles in ensuring that people can adapt, innovate, and thrive within conditions of flux. A promising model focuses on collaboration and proactive governance. While good governance includes citizen engagement, proactive governance goes one step further, creating inclusive policies, roadmaps, and infrastructure for social and economic progress. This book reveals that lifelong learning and adaptability are imperative, even for well-educated professionals. Using Singapore and Singaporean millennials as a case study, Raghunath examines proactive governance and delivers research and analysis to elucidate career trajectories, pointing to a work ethic that aims to engage with technological futures. Looking at local and global sociological literature to confirm the need for proactive governance, Shaping the Futures of Work suggests that Singaporean millennials – and professionals around the world – need to better prepare themselves for flux, risk, failure, and reinvention for career mobility.

Why the United States lags behind other industrialized countries in sharing the benefits of innovation with workers and how we can remedy the problem. The United States has too many low-quality, low-wage jobs. Every country has its share, but those in the United States are especially poorly paid and often without benefits. Meanwhile, overall productivity increases steadily and new technology has transformed large parts of the economy, enhancing the skills and paychecks of higher paid knowledge workers. What’s wrong with this picture? Why have so many workers benefited so little from decades of growth? The Work of the Future shows that technology is neither the problem nor the solution. We can build better jobs if we create institutions that leverage technological innovation and also support workers though long cycles of technological transformation. Building on findings from the multiyear MIT Task Force on the Work of the Future, the book argues that we must foster institutional innovations that complement technological change. Skills programs that emphasize work-based and hybrid learning (in person and online), for example, empower workers to become and remain productive in a continuously evolving workplace. Industries fueled by new technology that augments workers can supply good jobs, and federal investment in R&D can help make these industries worker-friendly. We must act to ensure that the labor market of the future offers benefits, opportunity, and a measure of economic security to all.

What do we know about the current realities of work and its likely futures? What choices must we make and how will they affect those futures? Many books about the future of work start by talking about the latest technology, and focus on how technology is going to change the way we work. And there is no doubt that technology will have huge impacts. However, to really understand the direction in which work is going, and the impact that technology and other forces will have, we need to first understand where we are. This book covers topics ranging from the ‘mega-drivers of change’ at work, power, globalisation and financialisation, to management, workers, digitalisation, the gig economy, gender, climate change, regulation and deregulation. In doing this, it refers to some of the great works of science fiction. It demolishes several myths, such as that the employment relationship is doomed, that we are all heading to becoming ‘freelancers’ or ‘gig workers’ one day, that most jobs will be destroyed by technological change, that the growth in jobs will mainly be in STEM fields, that we will no longer value collectivism as we will all be ‘individuals’, or that the death of unionism is inevitable. The Realities and Futures of Work also rejects the idea of technological determinism—that whatever will be, will be, thanks to technological change—and so it refuses to accept that we simply need to prepare to adapt ourselves to the future by judicious training since there is nothing else we can do about it. Instead, this book provides a realistic basis for thinking about both the present and the future. It emphasises the choices we make, and the implications of those choices for the future of work.

The futures market is a lucrative trading area but as a topic it presents certain complexities. This updated work covers the subject in an easily-accessible format.

This design for future-ready human resources is a futurist guide to the challenges and changes lying ahead in the world of work and offers a way forward. The world of work is evolving at an exponential rate, and significant shifts are expected. COVID-19 was a warm-up lap and an accelerator of changes, but many still lie ahead. Those changes are rarely addressed in current general HR thinking. At the same time, the growing complexity is making employees and employers alike anxious about the future of work. This is an academic-grade book backed up by evidence-based trends and signals and offers pragmatic upskilling pathways. It is priceless in such an environment for forward-looking scholars and present-oriented, pragmatic industry captains and HR leaders compelled to find answers for their inevitably obsolescing, inorganically morphing workforce. The book was written by the former Director of HEC Lausanne’s Executive MBA and founder of Executive Education of HEC Lausanne, with 12 years’ experience in leading and designing educational programs, together with a NATO- and U.S.-awarded futurist with experience in academic teaching and executives training. This volume offers metaphors to help convey the messages, a clear structure to plan for the decade to come, and several guidelines to follow.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want. Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: --Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. --Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. --Ford is redoing its office space so that most employees can work from home at least part of the time, and --GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.