The document discusses the evolution of work in the context of technological advancements, particularly focusing on the fourth industrial revolution and its impact on employees’ perceptions of remote work. Key findings from a PwC survey indicate that while many employees feel equipped to work remotely, concerns about career progression and workload have increased. The content emphasizes the necessity for organizations to foster psychological safety, belonging, and a supportive culture to adapt to the changing work dynamics.

1. Work life through
a screen
CommsCon | May 2021

2. The
History
of Work

3. From the rise of manufacturing in the 18th
century to a Fourth Industrial Revolution driven
by automation and smart technology, shifts in the
workplace have always sparked opportunities
and uncertainties.
Fourth
Industrial
Revolution
Like, totally
today
Second
Industrial
Revolution
Cars, planes,
and trains -
oh my!
First
Industrial
Revolution
A move from the
farm to the city
1700s Late 19-20th century Mid 1900s
Work has
evolved over
time, the one
constant here
is change
NOW
01 02 04
Technology
on steroids
03

4. Kids these days
will never know
the struggle

5. When someone
asks you what
Limewire is.

6. What was your first
email address?
tastybiatch_xox@hotma
•••••••••••••••

8. We are currently
experiencing change at
the fastest rate in
human history.
And it’s also the slowest
we’ll experience it for
the rest of our lives.

9. The
Future of
Work

10. Me after hearing
someone cough on
my $8 round trip
flight to Italy

11. Defining a new
(ab)normal

12. 61%
of PwC employees are spending
more time having meetings when
working remotely, while…
31%
cited less time being creative and
innovative
98%
feel like they have the skills
they need to effectively work
from home
34%
expressed a concern that their career
progression would be negatively
impacted by working remotely
only 5%
of people feel negative about
the impact of automation on
their work
61%
said their workload has
increased since remote
working
72%
feel confident and
optimistic about the Future
of Work
We surveyed
our people
51%
believe that the organisational
culture has changed for the
better since the pandemic
COVID-19
Workforce impacts

13. Collaboration
fun police
Workin’ hard
(and long) for
the money
The
neighbourhood
business district
Reimagining
the office.
Hint: No
cubicles

14. The Future of Work
is being shaped by
it’s becoming apparent that organisations need talented
people more than talented people need organisations.
employees

15. So what does
this all mean
for us?

16. Our work has never
been more critical…
… or difficult.

17. It’s time to hit reset

18. We have a huge
opportunity to
reshape our role
and value.

19. Communications
Capability
Capacity
Community
People
Purpose
Promotion
Profit

21. 2021
The year
of the experiment

22. The need to be needed:
The brain's most primal need is to
feel needed and a sense of
belonging, which requires
psychological safety, empathy, and
vulnerability supported by rituals.
There’s a new Maslow in town
The need to feel
successful:
Our sense of agency and success
is critical to our resilience, self-
esteem, motivation, and a solution-
focussed approach with a fresh take
on rewards and recognition.
The need to learn
and grow:
We have a strong need to learn,
receive feedback, track our
progress, and use that to grow
using new media and across
virtual environments.
The need for novelty, fun,
and expression:
We have a fundamental need to
enjoy things, and that dopamine hit
fuels productivity, so consider the
move from the transactional and
rational to the emotional.
The need to feel
understood and
connected:
We need to feel meaningful
connection with our work and the
people we work with, requiring an
environment and mechanisms for
social connections and small talk.
The need to feel hope and
optimism:
We have a strong need to see the
bigger picture, the company’s
plan of action, and how we fit in it.
Behavioural Science
1 2 3
4 5 6

23. ● What tools and systems can you use to create psychological
safety in remote environments?
● Are your leaders bringing the right mindset and empathy?
● Think about the rituals you can put in place to empower teams.
The need to be needed:
The brain's most primal need is to
feel needed and a sense of
belonging, which requires
psychological safety, empathy, and
vulnerability supported by rituals.
Humans are needy AF
1
Behavioural Science

24. Dust off your pom poms Behavioural Science
● What is the new reward and recognition framework in your
business - from Karma, to recommendations by the CEO on
LinkedIn.
● Strike the right balance between formal, informal, BIG Bang and
small talk - cadence is a major culture builder.
● In a hybrid world how can you make the shoutouts and
recognition open and visible. #Humble
The need to feel
successful:
Our sense of agency and success
is critical to our resilience, self-
esteem, motivation, and a solution-
focussed approach with a fresh take
on rewards and recognition
2

25. Go with the grow Behavioural Science
● Play, interaction, and exchange are all part of enriching and inspiring
learning experiences.
● Sitting in front of a screen for an hour does not encourage this.
● How do we create the conditions for learning to be a pleasure?
The need to learn
and grow:
We have a strong need to learn,
receive feedback, track our
progress, and use that to grow
using new media and across virtual
environments.
3

26. Making work not suck Behavioural Science
The need for novelty, fun,
and expression:
We have a fundamental need to
enjoy things, and that dopamine hit
fuels productivity, so consider the
move from the transactional and
rational to the emotional.
4

27. It’s not all smashed avocado Behavioural Science
The need to feel
understood and
connected:
We need to feel meaningful
connection with our work and the
people we work with, requiring an
environment and mechanisms for
social connections and small talk
5
Builders
Baby
Boomers
Generation
X
Generation
Y
Generation
Z
Gen
Alpha
Born: <1946
Age: 73+
Born: 1946-1964
Age: 54-72
Born:
1966-1979
Age: 33-53
Born:
1980-1994
Age: 24-38
Born:
1995-2009
Age: 9-23
Born: from
2010
Age: 24-38
Ideal
Leader
Commander Thinker Doer Supporter Collaborator Co-creator
Learning
style
Formal Structured Participative Interactive Multi-model Virtual
Influence/
advice
Officials Experts Practitioners Peers Forums Robo-advice
Marketing
Print
(traditional)
Broadcast
(mass)
Direct
(Targeted)
Online
(linked)
Digital
(social)
In situ
(real-time)

28. The compass and the anchor Behavioural Science
● A well-articulated vision and purpose have never been more important.
● All organisations need a clear and easily understandable way of
explaining why you exist, what you do and how you do it.
● How can you use comms to help your people see how they fit into the
bigger picture?
The need to feel hope and
optimism:
We have a strong need to see
the bigger picture, the company’s
plan of action, and how we fit in it
(and an email from the CEO won’t
cut it…)
6

29. Co-create with
your people Technology

30. Where to
from here?

31. Sonia Clarke
Director, PwC
linkedin.com/in/sonia-
clarke-817a1312
Dr Ben Hamer
Future of Work
Lead, PwC
linkedin.com/in/dr-ben-
hamer-11453b21
Let us know
what you think
of the memes