Prepare well for the changing workplace

The future of work is changing everywhere. Initially, this was attributed to artificial intelligence, which automated many of the jobs that existed 10 years ago, such as that of bank tellers. Now, the gig economy is taking over, and at a formidable pace.

With workforce distribution technology through online platforms such as Uber, Upwork and even Kenyan’s own Ajira Digital, the way we work has changed. The platforms are now an attractive source of work for the youth as they tackle unemployment, especially with the reduced physical barriers to work such as distance, transport and the requirement of visas to work abroad.

Using technology, for example, some developed countries such as the USA and the UK have been offering Kenyan technology enthusiasts the opportunity to code for Google or Facebook from anywhere in the country. More importantly, the work can be done remotely, thus doing away with the routine we have grown accustomed to of going to an office. The work is also flexible, and you can even determine your own salary as opposed to being employed. Consequently, with the gig economy offering jobs in the western world, we are now in a global economy and today’s youth might soon be incentivised from having a 9-to-5 job.

NOT ACHIEVE

These changes in the traditional model of work raise a number of issues on how organisations can remain an attractive place of work and achieve 30 per cent women representation in the boardroom. Currently, most of the women that employers are focusing on are in middle-management positions. However, only focusing on women in these positions will not achieve, let alone sustain, the 30 per cent that is highly sought after.

Organisations should instead actively seek and nurture talent and leadership from young women from the grass-roots level. A perfect platform where organisations can begin their search is the Presidential Digital Talent Programme. Alternatively, organisations can offer their own talent programmes to recruit young women.

Should the level of ‘A’s achieved in the Kenya Certificate of Secondary Education remain in the hundreds, organisations also have the ideal opportunity to sponsor young women of this select group for their university education with the view of taking them on as their employees and future board members. This will encourage women from an early age to see themselves as leaders of tomorrow.

Again, the young women will already have been mentored and trained to develop the highly sought-after pre-requisite skills in today’s boardrooms. In the long run, organisations will have a higher pool of talent to choose from, lessening the competition from the gig economy that is luring the youth.

FUTURE MEMBERS

To accelerate, achieve and sustain the 30 per cent gender rule, women in the board could not be better placed to guide young women to become future board members. They can offer young women coming into their organisations mentorship with the aim of making them future board members, not just senior executives. Alternatively, women on the board can ‘be bold for change’ and refer these young women to their male counterparts, who can also mentor them to get to the next level, if not at a quicker pace.

While men on the board may not teach all the skills, they will certainly teach the young women how to run an organisation or a business. From early on, the young women will be well-prepared, if not better equipped, to lead these organisations, because they will have already understood the business and where it is headed. The young women will eventually be seen by those in their organisations as the leaders of tomorrow, and their knowledge will sustain them in those boardrooms. While the future of work keeps changing and at a fast rate, now is the time for employers to be agile and seek talent from young women before the gig economy fully takes over.

Gladys Burini works with international businesses on commercial litigation.

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