Transforming Tomorrow: Evolving Work, Workplaces and the Workforce

Authors : Dr. Marna van der Merwe and Dr. Dieter Veldsman
 
The future of work holds high stakes for organizations and individuals. Our humanity is being challenged as technology changes, demographic shifts, and climate change threaten our jobs and purpose 1 . Organizations are adopting new business models to meet the needs of a more demanding consumer, and people are experiencing higher levels of burnout, loneliness, and disengagement as they try to find meaning in a world where technology is faster, cheaper, and more intelligent 2 .
 
For HR professionals, within this ambiguity lies an opportunity to guide organizations and individuals to a new future of prosperity and sustainability. To do so, HR will have to rethink how business models are designed, how and where work gets delivered, and the changing workforce composition between human and technology augmentation 3 .  
 
How is work evolving? 
 
The future of work will be different than today. The nature of work is changing, driven by technological advancements, a shift in societal values, and a recognition of the importance of human potential in the workplace. The result is a more dynamic, purpose-driven, and impactful approach to work 4 .
 
We see the following shifts occurring as we redefine the nature of work in the future 5 . 
 
From To
Predictable work tasks and outputs Dynamic delivery of work outcomes
Manual tasks with some automation Automated and augmented delivery 
Transactionally focused work that drives efficiency Purpose-driven work that makes an impact
Hierarchical delivery through reporting lines  Networked delivery through collaborations

 

As the nature of work changes, workplaces must adapt to remain productive and sustainable.

How are workplaces transforming?

The evolution of the workplace has transformed it from a traditional setting where work is merely conducted or delivered to a dynamic environment that prioritizes collaboration, purposeful spaces, and flexibility. Several fundamental shifts characterize this evolution 6 : 

From To
Workplaces where employees go to do work Workspaces where people go to collaborate 
Technology enablement as a means to deliver outputs Technology integration as a core focus of workspaces, that enables productivity
Working hours and location as the main arrangement of how work gets delivered Work arrangements that include flexible working hours and mode of delivery

 

These changes highlight the flexibility of workplaces in both physical location and work arrangements. It also requires a different approach and use of technology as a critical enabler to drive collaboration, productivity and inclusive work practices. 

What does the future workforce look like?

The transformation of the workforce signals a change in not only the composition and definition of employees and talent but also how employees work together to deliver on organizational goals. For organizations, this expands their self-contained workforce beyond traditional organizational boundaries and to a workforce pool that includes permanent, non-permanent, temporary, and technological workers 7 .

From To
Homogenous workforces that remain relatively consistent over time Diverse workforce pools that stretch beyond traditional boundaries 
Individual contributor delivery within clear structures Collaborative networks that enable flex and responsive workforce pools
Permanent employment as a prerequisite for critical and core talent Non-permanent and non-traditional talent as key contributors within the organization

 

The changes in the nature of work, workspaces and the workforce will demand HR teams to take proactive actions to prepare their organizations to thrive in this evolving landscape.

How can HR play an active role in redesigning the future of work?

We outline 5 actions for HR to take to embrace the opportunities for impact.

1. Embrace technological advancements

By investing in automation, collaborative software, AI and other technologies, HR can enhance efficiency, streamline processes, and empower employees to focus on value-adding aspects of work.

2. Promote collaboration and inclusivity

Design workspaces that encourage teamwork, create collaborative networks, and emphasize partnerships. Inclusivity should extend to diverse resourcing models, acknowledging the contributions of full-time employees, part-time workers, freelancers, and contractors.

3. Cultivate flexible organizations

Emphasize adaptability in organizational structures to foster collaboration and quick decision-making. This also includes creating work environments that accommodate diverse work preferences, support flexible work arrangements, and provide continuous learning opportunities. 

4. Shift from jobs to skills-based careers

Invest in employee growth and advancement, fostering a culture where individuals see their roles as part of a larger career trajectory within the organization. This involves providing pathways for career development, mentorship programs, and recognition of individual contributions.

5. Prioritize purposeful work

Foster a sense of purpose by aligning personal values with organizational values. This can create a strong sense of community, connection, and a shared mission.

Concluding remarks

The evolving landscape of work holds promising prospects for society, organizations, and individuals alike. Seizing these opportunities demands that HR teams navigate the path toward embracing shifts in work dynamics, the reimagining of workspaces, and the composition of the workforce.

About the Authors: 

Dr. Marna van der Merwe

Dr. Marna van der Merwe is an Organizational Psychologist and Subject Matter Expert at AIHR. She has extensive experience in Human Resources, Organizational Effectiveness and Strategic Talent Management. She is a researcher, published author and regular conference speaker in the areas of talent management, experience design, as well as the changing nature of careers. Marna holds a PhD in Organizational Psychology, with a specific focus on talent management and careers in the future of work.

Dr. Dieter Veldsman

Dr. Dieter Veldsman is an organizational psychologist with 15+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist. He is a regular speaker on the topics of Strategic HR, Future of Work, Employee Experience and Organizational Development.

Sources:

1 Lynn, Theo, et al. “The Future of Work : Challenges and Prospects for Organisations, Jobs and Workers.” OAPEN Home, Springer Nature, 14 Aug. 2023, library.oapen.org/handle/20.500.12657/75384. 

2 “The Future of Jobs Report 2023.” World Economic Forum, www.weforum.org/publications/the-future-of-jobs-report-2023/digest/. Accessed 11 Jan. 2024. 

3 Dhanpat, Nelesh, et al. “Industry 4.0: The role of human resource professionals.” SA Journal of Human Resource Management, vol. 18, 2020, https://doi.org/10.4102/sajhrm.v18i0.1302. 

4 “Technology and the Future of Work: Factsheets.” CIPD, www.cipd.org/en/knowledge/factsheets/emerging-future-work-factsheet/. Accessed 11 Jan. 2024. 

5 “What Is the Future of Work?” McKinsey & Company, 23 Jan. 2023, www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-the-future-of-work. 

6 “Future of Work and the Workplace.” Deloitte US, www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-human-capital-transitioning-to-the-future-of-work. Accessed 11 Jan. 2024. 

7 PricewaterhouseCoopers. “Workforce of the Future - the Competing Forces Shaping 2030.” PwC, www.pwc.com/gx/en/services/workforce/publications/workforce-of-the-future.html. Accessed 11 Jan. 2024.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



An Update from your Board of Directors – September 2025

By Jessica Jaithoo • October 7, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!

Supporting Employee Well-Being: How HR Plays a Role in World Mental Health Day

By Jessica Jaithoo • October 7, 2025
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace  World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.

A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
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