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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
MORE NEWS