The Future of Work Research Consortium

The Future of Work Consortium is a membership organisation. Access to the Consortium resources and Jams is available to members through FoWlab.com. Current members of the Future of Work Consortium can log in to our portal:

About the Future of Work

Over the last six years, the Future of Work Research Consortium (FoW) has brought together a global community of 90 of the world's most influential companies. By combining energetic live events with cutting-edge collaborative technology, we have connected more than 500 executives, all of whom are leading their organisations in preparing for the future.

FoW is widely acknowledged as one of the most innovative and collaborative forums for exchanging insights, models and concerns about the future of work. Led by Professor Lynda Gratton, FoW unites academic research and organisational practice to deliver a unique multidisciplinary experience.

Members of the Consortium benefit from access to the very latest academic research and practical insights and have the ability to learn and develop in a way that is customised to their needs.


The Future of Work Thematic Approach

We frame our research around themes that reflect the most pertinent challenges for organisations. We conduct initial research for each theme, assembling cases, hard facts, and academic articles to support the findings from our own surveys, interviews and focus groups.

At the moment, we are researching the following themes:

EMPLOYABILITY AND LEARNING | Capabilities and Skills | Training and Learning

Technology, demographic and socio-economic changes are disrupting the capabilities employers need, the way they assess these in the recruitment process, and how they support their people in developing these. As major companies such as Deloitte and Marriott are using big data and computer games rather than degree classifications to recruit new talent, employability skills are becoming ever more important. Investment in corporate training has also increased significantly as organisations seek to build and retain talent. But learning strategies themselves are changing with the rise of digital technology, more fluid job design, and increasingly flexible career paths. Within this theme, we will explore employability and learning strategies of the future, asking what organisations will need to do differently to ensure they have access to future-proofed talent. How can organisations engage with the education sector to future-proof their talent pipelines? And how will the relationship between workers and employers transform in the context of lifelong learning?

SHIFTING IDENTITIES | Changing policy | Managing Diversity

In previous decades, organisations could draw general conclusions about the demographic traits and identity of those who worked for them. Today, this landscape has shifted dramatically and individuals are challenged to make many career transitions and shift identities frequently in response both to disruptions facing their industry and the need to be productive over a much longer working life. In this theme we explore how people will need to build diverse networks to enable career transitions and how employers will need to support this process. We analyse the impact of identity spilling over between work and the home, breaking down the previous temporal separation between the two spheres. We will help members harness their employees' best selves enabling both individual and business performance.


INTANGIBLE ASSETS | Productivity | Transformation | Vitality Leading for Innovation

As the scope, scale and speed of work are increasing at an accelerated rate, it is now more vital than ever for employees to actively manage their intangible assets. By intangible assets, we mean the range of resources such as skills, reputation, vitality, friendships, self-knowledge, openness to new experiences and diverse networks that enable the individual's employability inside and outside the company. While the notion of managing intangible assets may be new to many employees, the reality of upgrading skill sets, taking time for rest and recuperation, relocating and building networks to generate new ideas may be more familiar. Furthermore, we have found that in a low growth economy there needs to be less emphasis on tangible assets as the centre of the relationship between the employer and the employee, and more emphasis on intangible assets. In this theme, some of the key questions we will explore include, what responsibility, if any, does a company have in the management of intangible assets? What is the best way to measure and track intangible assets? Should they be part of the corporate dashboard? How can organisations facilitate lifelong learning and encourage transformation? Will the management of intangible assets undermine productivity in the short-run? Finally, we will consider the impact of the transformation of personal lives on work. If you are interested in assessing your intangible assets, then please go to our website: www.100yearlife.com to take a free diagnostic test. We think this will be a great opportunity for you to learn more about yourself and start your thinking about intangibles.


Contact Us for Membership Details

The Consortium runs on a rolling 12-month membership, and you can choose between three different membership packages.

If you are interested in finding out more about the Future of Work Research Consortium, please get in touch with us.

Tina Schneidermann
COO, Marketing & Development
E: tina@hotspotsmovement.com
T: +44 (0)207 759 1846
M: +44 (0)7950 803 587/+33 (0)607 25 07 33