Christina Hammer and Karin NetzellChristina Hammer and Karin Netzell



 Trend forecast - Ten job trends in 2020

Trend forecast, based on our surveys conducted annually from a leadership and employee perspective, as well as examples from customers who are at the forefront of development.

Values Values are not fluffy-fluff

  • 83% of Nordic leaders believe that there is a correlation between the extent to which the values are being met and the extent to which they are meeting goals. Lovely! Despite this, only 65% prioritize work on values, but we believe that the figure will increase. During the year we have seen many examples of how culture has gained a completely different status in the organisations and become a tool for strengthening confidence in crises and there with a question for top management. Past is the time when there were only a couple of valuation words on the wall. We will work even deeper with culture and values by 2020.

Leadership/ Self-leadership

Managers who do not want to develop into leaders have no place in the organization of the future

  • Fewer and fewer young people want to be managers. At the same time, the pressure on those who are managers today is increasing. Many have as many as 50 subordinates, which is basically an impossible task. Therefore, more employees need to lead themselves.3 out of 4 employees want to see increased self-leadership and more and more organizations facing some form of self-leadership. Today, more and more large organizations and authorities are running to introduce self-leadership in parts or the entire organization. But for it to work, leadership must be adapted. It will mean new tasks as well as new approaches to leadership. And completely different leadership profiles. Thus, a leadership that is about leading and supporting employees to success in their respective specialist areas. We call that an  Enabler. About half of the organisations that have already introduced self-leadership have adapted leadership, but more are in the pipeline!


2020 is the year when departments are dismantled on a broad front

  • The working life is filled with managers who have worked hard for years to reach top  management. They are intelligent, skilled and have amazing results in their luggage. But few of them will realize that they need a little bit to make the company achieve success in the future. A successful leader is a leader who creates the conditions for self-leadership and is not needed to the same extent as before. But to choose as a manager to carry out a transition to a flat organization requires enormous courage, for what should managers' roles be filled with, or should they even be filled? Approximately  60% of all organisations remain hierarchically organised. Yet almost 80% of Nordic leaders think hierarchical organisations work worse today than they did 10 years ago Why does it work worse? Well, it's based on silos, is too slow and  inflexible- not innovative enough, too far from the customer. And it will be difficult to recruit new employees, as they prefer flat organizations.


New job in 2020? Activation agent!

  • Many organizations will face major changes next year. It could be activating a whole new strategy, a new way of working or to carry out a cultural transfer. Then we need to increase the ability to mobilize employee engagement as a driver of change. At a time when the pace of change is extreme, this ability becomes business critical. With change, the current organizational structure is challenged - that is, deep-rooted values, relationships, power balances, status, routines and habits. Therefore, internal Activation Agents are needed.


Talent mining - we are looking for gold internally

  • Competition for talent is fierce, but many of our customers forget to survey the competence of the employees already in the company. It's a shame, not even 40 percent of employees feel that their skills and potential are coming to fruition. An unused gold mine. And in the long run, recruiting new is not a viable solution. Especially not when some competence is almost impossible to get hold of. So it is important to work on two fronts. On the one hand, identifying internal skills and on the other hand being an attractive employer. Even the large companies that have traditionally been easy to attract talent can no longer feel secure. As we enter the 20th century, talents will increasingly care about whether the company contributes to a better or worse world. Those companies that do not take the issue seriously will no longer be able to attract prestige or compensation programs. On November 15, Week's Business wrote about a Student Uprising in which 32,000 top European students join forces to avoid seeking employment with employers who do not have a sustainable business model. This is also reflected in Glassdoor's annual list of the most popular employers in the United States. So far, the Tech companies have done well with Facebook in first place, but this year they have gone down to 23rd place and also Google has left ten in the top spot.

Diversity and inclusion

Now we both want and dare to extend the norm

  • In a global labor market with more active generations than before, we need to take advantage of differences. This is why diversity and inclusion are becoming more important. It is about everything from resource efficiency, to attracting talent to how we feel at work. Hammer & Hanborg are involved in it is the question in many ways because we want to contribute to a positive development and influence the professional life of the future in the right direction. Fortunately, we are not alone in this, and we are pleased to see that this is an issue that is increasingly prioritized!

Feedback culture

In 2020, we will look ahead and replace feedback with feedforward

  • During the year it has been written about Us tech companies that apply a special feedback culture. It is based on rigorous, frequent, pervasive and often critical feedback in order to screen the bait from the wheat. If you can’t handle it, you don't fit in. However, research shows that negative feedback, which is also often perceived as difficult to give and receive, does not lead to better results at all. Rather the opposite. Our forecast is that many people leave the negative feedback behind and take pep-talk and positive calls with into 2020.

Learning organization

We spend more time learning in 2020

  • Increasing the pace of learning in organizations lies in the interests of both employer and the individual employee. In order for the organization to keep up with its time, employees are expected to spend more time learning for their own part and to share their knowledge with colleagues. Many have realized that constant replenishment and learning is a prerequisite for staying relevant in the labour market. Therefore, employees' opportunity for skills development and learning also become an increasingly sharpened tool to attract talent to the organization. 82 percent of employees say they share experience and knowledge between colleagues. However, only half of Swedish leaders’ state that their workplace is a learning organisation. Thus, it seems that many people are good at sharing knowledge, but fewer are working with the culture and structures needed in a learning organization. Although 98% of leaders say it is a success factor!


Innovation is dedramatized and everyone will join

  • It is clear that innovation is something that engages more and more people in the organisation. And it is necessary if we are to maintain competitiveness. Innovation is not the great inventions but the daily screwing and improvements. Interestingly enugh, Nordic leaders believe that a third of employees are somehow involved in the company's innovation. And 80 percent of employees feel they're contributing. We notice that there are many different definitions of innovation work, which can make it difficult to talk about. Some organisations choose to avoid words such as "innovation work" or "development work" as they can cause concern. Instead, they choose to call it improvement work to dedramatize and not discourage employees.


Mobility provides surface efficiency – the office is shrinking

  • Our workplaces change as our way of working changes. Many of us have become increasingly mobile and most work activity-based. Both parts are both surface-efficient and meet different needs in different work. That's why we're going to see less office space by 2020.

Many thanks to our customers and our network for valuable insights. See you in 2020!