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The author of Humanity Works is Alexandra Levit.

Technology & the Future

Humanity Works Book Summary - Humanity Works Book explained in key points

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Humanity Works summary

Name: Humanity Works
Rating: 4.3 (68 reviews)
Author: Alexandra Levit

Alexandra Levit

Merging Technologies and People for the Workforce of the Future

4.3 (68 ratings)

26 mins

Brief summary

Humanity Works by Alexandra Levit explains how advancements in technology are changing the nature of work, and how people should prepare for the future by developing skills that are uniquely human, like critical thinking, creativity, and empathy. It provides practical advice for adapting to the changing work environment.

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Table of Contents

Humanity Works
Summary of 9 key ideas

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Key idea 1 of 9

What’s in it for me? A sneak peek into the future of work.

We live in a rapidly changing world, where new technologies and social norms are transforming the texture of everyday life. The workplace is no exception. From new apps disrupting contract structures to younger generations taking over management roles, every aspect of the professional world is on the cusp of a major revolution.

So, what will work look like in, say, the year 2030?

In these blinks, we get a sneak peek into what we can expect from the workplace in the coming decades. Drawing from demographic and cultural trends, cutting-edge management research and personal anecdotes, this is the ideal guide for anyone wishing to remain competitive in the shifting business landscape.

In these blinks, you’ll learn

what digital automation can help with, and when we still need human creativity;
how careers are becoming less linear; and
how nothing that happens at a company, stays in the company.

Workforces are changing, and companies must adapt to find new talent.

In the past few decades, there’s been a revolution not just in how we work, but in who is working. Just as PCs and tablets have replaced typewriters and landlines around the office, the makeup of the workforce has also undergone serious changes.

But why exactly is this happening? Well, there are a mix of factors. Falling fertility rates, increased immigration and new economic conditions are leading to changing life trajectories. These trends are easy to spot once you examine some statistics.

Let’s start with birth rates. In industrialized nations, these have steadily declined. For example, in 2016, the United States reported its lowest birthrate in a century, with Western European countries showing similar trends. A resulting population decline has been avoided with the help of immigration. In 1965, the United States had a foreign-born population of just five percent. Today, it’s closer to 14 percent.

Lifestyle changes are compounding these demographic changes. Millennials – those born between 1980 and 1995 – have made up the majority of the workforce since 2015. Meanwhile, the Boomer generation, those 65 and up, have kept their jobs longer. According to the Transamerica Center for Retirement Studies, this is due to a combination of increased economic pressure from retirement and healthcare costs as well as a general desire to stay busy later in life. As a result, workplaces are struggling to cater to the expectations of two very different cohorts.

Given these trends, organizations and businesses will face a new set of challenges when it comes to attracting and keeping the best talent. Some sectors, such as health care, skilled trades and STEM fields, may experience increased labor shortages, as companies are slow to adapt to the new hiring landscape.

For example, a study from the World Health Organization’s Global Health Observatory predicts that the healthcare industry will face a deficit of 15 million workers by 2030. To meet these demands, hiring managers will have to change their approach by hiring internationally. This means sourcing more workers from the global talent pool and adapting to more flexible, remote work arrangements.

In the next blink, we’ll examine how new technologies can both complicate these challenges and offer some potential solutions.

New technologies will have a drastic impact on the nature of work.

Imagine a factory at the turn of the nineteenth century, and you’ll probably picture a massive room where hundreds of workers toil at assembly lines. Such large-scale production was made possible by the invention of steam power and other technologies, which transformed nearly every industry. Today, a similar revolution is taking place, and new innovations are shaking up how work is done.

So, what comes after the industrial revolution of the nineteenth century and the information revolution of the twentieth century? According to experts such as the Boston Consulting Group, we’re on the cusp of a revolution called Industry 4.0. Just as the steam engine vastly expanded our control over physical power, the new technologies of Industry 4.0 are greatly augmenting our mental powers, opening up new possibilities for manufacturing and management.

Human skills are essential in getting the most out of new technology.

In yesterday’s law firm, preparing for a case required a team of lawyers and paralegals to spend hundreds, sometimes thousands, of hours poring over legal briefings and other documents. Today, a well-honed algorithm can process the same amount of information in a fraction of the time and still identify relevant patterns and insights. Given this massive change, it may seem that lawyers should start looking for a new career.

And the legal field isn’t the only sector that has begun to automate many traditional professional skills. Nearly every industry is taking advantage of new automation technology. For example, more than half of US doctors use specialized software to screen drug interactions. Meanwhile, in the United Kingdom, the consulting firm Deloitte replaced the work of 250 tax experts with one finely-tuned automatic tax-preparation system.

The standard time and place of work will become varied.

What constitutes a typical office job? A nine-to-five schedule, a beige cubicle and maybe a watercooler to gather around before hitting happy hour? These elements have been so common that they’ve become clichés for comic strips and sitcoms. But, as industries continue to adapt, the expected contours of the workplace will transform as well.

One major change might be that your office will no longer be your office. While companies such as Apple and Facebook spend billions on exclusive campuses, others are opting for a coworking model where many different types of workers, sometimes from different industries, share a common working space. Once a popular option for freelancers and entrepreneurs, this model is growing in popularity with many lean companies as well. In the past few years, the number of coworking spaces, such as WeWork, has risen 700 percent worldwide.

As the gig economy continues to grow, more sectors will embrace flexible work arrangements.

Today, you can hire an Uber to drive you into town, a worker from FreshDirect to deliver your groceries, and even have someone from TaskRabbit come walk your dog. These are some of the most visible examples of work in the “gig economy.” But that’s just the tip of the iceberg – work using new, flexible labor arrangements is becoming more commonplace across many sectors.

So, what is the gig economy, exactly? This term usually refers to the growing number of industries organized around a contract workforce. That is, workers hired on a non-permanent, flexible basis – think independent contractors, freelancers and consultants. According to a study from the online employment broker Career Builder, these types of labor arrangements have more than doubled in the past decade, accounting for nearly 16 percent of all work in 2015.

The typical career path will become much more customized and unique.

The traditional career trajectory follows a linear path. After all, the metaphorical corporate ladder only offers two paths forward – up or down. However, companies preparing for the future of work are turning this ladder on its side, allowing employees to explore new paths and develop a wider set of skills. This is the world of career customization.

And why are these companies increasingly enabling customized careers? The short answer is simply to retain workers.

Fostering an accommodating and effective company culture will be more important than ever.

Let’s say you have to decide between two job offers. The first comes with a great salary, but the company is known to be stressful and disorganized. The second pays less, but everyone is happy, respectful and satisfied at work. The choice is easy, right? When it comes to the workplace of the future, culture counts.

If twenty-first-century companies want to attract the best talent, they must increasingly foster a culture that meets the personal and psychological needs of their employees. This is easier said than done. According to Deloitte, only 19 percent of HR managers think their company is getting it right. That means a full 80 percent of companies may not have the ideal company culture.

Younger generations have different expectations and will shape the working world to meet their needs.

Looking around a contemporary office, it’s clear that younger generations are already changing workplace norms, right down to fashion. It’s out with the three-piece suits and in with hoodies and jeans. But it doesn’t stop there. These young workers are also transforming the nature of professional leadership.

As mentioned earlier, Millennials – those born between 1980 and 1995 – are becoming the majority of the workforce, and that includes taking up management positions. Importantly, they’re bringing with them a completely different approach to leadership. This is shown in a recent survey of 1,200 Millennial workers. It found that this generation favors a workplace that is flatter, less-hierarchical and more focused on collaboration.

Social media and communications technology will continue to blur the lines between work and everyday life.

“What happens in Vegas, stays in Vegas,” is a flashy catchphrase for a tourist city. The same logic doesn’t apply to the modern workplace. In the twenty-first century, what happens at a company doesn’t stay at a company – it often becomes a headline. The truth is, the importance of managing your organization's reputation and brand will only grow in the modern era.

While branding used to be about informing consumers about specific products, today it has a larger, more nuanced role. A company’s brand is about communicating its vision, purpose and values to both consumers and potential employees. Thanks to social media, this communication is often a two-way dialogue. Given this new dynamic, organizations must develop a new set of skills and practices to disseminate their message effectively. This includes using media channels to target different audiences and choosing the right metrics to measure a message’s success.

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What is Humanity Works about?

Humanity Works (2018) presents a critical examination of the future of work. Blending academic research with real-world examples, this forward-looking book explores how new technologies will augment human traits to transform even the most established industries.

Humanity Works Review

Humanity Works (2018) by Alexandra Levit explores how the future of work is changing and how we can adapt to thrive in the new workplace landscape. Here's why this book is worth reading:

Provides insightful strategies and practical advice on how to navigate the challenges posed by automation and artificial intelligence.
Offers a holistic approach to work, emphasizing the importance of interpersonal skills, creativity, and adaptability in the digital age.
Levit's first-hand interviews with industry leaders and professionals add depth and credibility, making the book engaging and relevant.

Who should read Humanity Works?

Anyone interested in the future of work
Leaders of innovative and competitive organizations
Ambitious workers navigating the changing professional landscape

About the Author

Alexandra Levit is a best-selling author, consultant and futurist dedicated to helping Fortune 500 companies remain competitive and agile in the changing landscape of work. Her published works include They Don’t Teach Corporate in College and syndicated columns in the Wall Street Journal and the New York Times.

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