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Humanising the Future of Work podcast
Episode 9: The multigenerational workforce
How have the expectations of the workforce shifted and what do you think the expectations of the next generation of the workforce be? How has the workplace changed, along with leadership styles and practices? In this episode, our four speakers discuss all of these important topics, listen here.
Host: Daniel Hind, Manager within the Human Capital practice, Deloitte
Speakers Lauren Coe, Manager and Future of Work Lead, Deloitte, Francesca Dale, Senior Consultant, Deloitte, John Baddeley, Director, Deloitte Rhiann McCurdy, Senior Analyst, Deloitte
DH: How do you see the future of working impacting your customer? Your organisation or your future workforce? This is Deloitte’s Humanising the Future of Work Podcast. The show where we explore the big questions around the future of work and what this mean for you.
In each episode we speak to experts from across Deloitte, about how organisations can reimagine the way in which work is carried out. And while technology is often a key driver of disruption, we will discuss the why, and the how, organisations can ensure the human experience is at the heart of any transformation.
Following our summer break I’d like to welcome listeners back to our Humanising the Future of Work Podcast. I hope you’ve all adapted to this new world we both live and work in.
I’m your host Daniel Hind and today I’m joined by an abundance of guests from across our Human Capital Practice, who are all joining me today to discuss all things multi-generational workforce. Before we kick off, can I ask our guests to quickly introduce themselves?
LC: Lauren Coe. The past two years I have led our Future at Work Centre of Excellence. I’m very much looking at the latest, thinking the latest research, and trying to understand what that means for our clients, and for their future of work strategy.
FD: Hi everyone, I’m Frankie Dale. I’ve spent most of my time at Deloitte working in the employee experience space. So keen to share with others what my experiences are as a millennial in the workforce today.
RM: Hi guys, my name is Rhiann McCurdy. I joined Deloitte as an apprentice two years ago. And I will be representing Generation Z, or zed, however you pronounce it.
JB: Thank you Rhiann. So John Baddeley, and I focus on the HR world of consulting, strategy, transformation with a focus on Future of Work.
I am Generation X, born 77. Which is important for this call, less important for others that I do. And it’s great to have a range of generations on the call today.
DH: And as your host Daniel Hind. I also will be representing generation X and I won’t be telling you what year I was born in, so there you go. So to kick off. John if I can get to open up. Generally from your time within the organisation, and just working with clients, how have you seen expectations within the workforce shifting?
JB: So for me it’s an overall positive theme. And I bring it down to one overall change, which actually fits with a lot of what we work on with our clients today. And that’s around the overarching cross-generational increased focus on purpose, and societal impact.
Not just for Deloitte but across all of the organisations that we work with. I’ve seen that as a significant change. And in terms of how that feels to be an employee, and how it feels to be part of an organisation. The overall message of shift from results, profit, numbers.
To that, but in addition to societal impact, purpose, wellbeing of our employees, and how we’re making a difference for our people and for society as a whole. That has really been a shift. And it feels different in terms of the experience of being in the workforce. In terms of how you are led as well.
And how collaborative that experience is. Rather than being more traditional top down. And I’ve experienced that in the past 19 years of being in the world of consulting. So those are some headlines for me.
LC: I think from my own expectations from being an employee, but also from my employer, I think leading on from John’s comments about purpose. I think where we’re seeing a lot of shift as well, is a sense of belonging. So, yes I want my employer to have the same kind of values, and be representative of my own individual purpose.
But what’s more and more important to me, as I go through my career is actually that sense of belonging. So understanding what I’m doing in my role, and how that impacts the work of role of the organisation that I’m working for. But also how I can help develop that.
How I can become more of a part of that. And I think that’s probably something that’s changed throughout my working career. So if I think back of when I started work, I was looking up to joining the workforce right after the financial crisis.
So job security, really understanding how I could embed myself into an organisation for a long period of time, was a lot more important to me then.
As I’ve developed, I feel like I’ve developed the skill set that I can take to different organisations. What makes me stay at an organisation like Deloitte, is that sense of belonging and understanding impact that I have, that I can deliver then to clients.
DH: Frankie, Rhiann, from your perspective, what are your expectations of the workforce? Do you feel aligned to this whole topic of purpose?
RD: Yes, well obviously like my expectations are new coming in because this is my first full time job coming straight out of school. I did have a part-time job while I was in school, but it’s not really the same thing.
I think coming in here is more like not just about doing your [unclear], but also about feeling part of an organisation. My expectations are having a leadership team that is approachable. One of things I like about working here, is some people that you can, having a manger that you can explain how you’re feeling to.
Without any, I’m looking at Frankie, so like Frankie, just being able to tell them how you’re feeling and fighting any judgement back. And also because I’m doing an apprenticeship, it’s different. It’s about benefits to me, and having my employer pay for my uni degree and that sort of thing.
So it’s not just about working, but it’s also about what I get back from it as well. If that makes sense.
FD: That does make sense, and I’ll follow on from that one. I think I agree with Rhiann. I also have high expectations for the role that managers and top line leaders should play in the organisation. I think they should be really visible, really approachable, and transparent.
Because ultimately, they’re the ones who are setting the organisation’s culture. I also think it’s pretty motivational to have someone to look up to and to have role models. So I do expect to have those types of personalities around.
I think one of the biggest expectations for me personally, is having that opportunity to learn every day. Even though I’m not sure if I have a career for life in just one place. And maybe I’ll try and travel the world, or seek new opportunities, I do think that we should be given the opportunity to learn lots of different things at any employer that we go to.
So I don’t want to be pigeon holed into one role, or just have one niche set of skills. I want to be given the opportunity to expand on that, and to have lots of opportunities across the organisation. And to meet new people and to constantly evolve.
So I think if the workforce isn’t going to give that to young people, then we’ll start to look elsewhere.
DH: I think from my perspective, having a few years under my belt so to speak, as a worker. I’ve definitely seen a shift from an organisation just delivering what the organisation does within its own particular industry or sector. And people are having a greater expectation on organisations to have more of a stance on topics, which is climate change, more recently obviously.
With other events in the news though, I feel there is definitely an expectation that leaders of organisations are almost taking a stance. Where maybe politicians or, there’ve been an expectation wider than the organisation in addressing that.
And on a personal note, I really, really resonate with Laurens conversation about belonging, is that part of the reason of me joining Deloitte, and I’ve been here two years now, was I’d spent years as an independent. I thrived freedom and change and really enjoy the unknown that can come through contracting work.
But actually, I’d reached a point in my own development, in my own life where I needed to be part of something again. And that was part of the reason for joining Deloitte. So, I found my own purpose and need to connect to change. So a little bit about expectations. What about the workplace.
What about changes in the workplace. I mean I’m truly going to show my age now, but I remember going to an office, and having to write in a little diary to be able to book two hours onto a matrix type screen in the corner. And that’s when you’ve got your opportunity to do your data input.
And then the rest of the time, you’re on a paper trail and really kind of transactional admin process. Frankie you probably don’t even know the existence of memo envelopes that come with about 36 opportunities to write a name and department on it, and you scribble it out and it goes back into the mail room.
FD: I can’t say I know what you’re talking about Daniel.
DH: Okay, good girl. I suppose the workplace again, John if I could come to you to start here. What changes have you observed to the actual workplace itself?
JB: So focussed on the physical workplace itself, and the change. At an overall level, I would say, that at least the intent, and not all office spaces are there yet, is to shift from a place where work is done, to a place where you collaborate. And a great example of that is actually our new building, which opened up last year and has got fantastic collaboration space in it.
Obviously for certain reasons this year we haven’t been able to take advantage of it as much. But I’ve seen that across a whole range of clients. And we were actually very lucky, in the consulting world, in the number of different experiences we have in different clients’ offices.
And I’ve seen the same overall trend there. And actually, some incredible collaboration and social spaces in different offices. If I think of a couple of examples that I’ve particularly enjoyed working in in my time. Over in Switzerland in Basal, the Novartis Campus, is an incredible campus of buildings which are designed by different architects, with different purposes within them.
I’ve also, I suppose on a different end of the scale, had wonderful experience working in Whitehall. So recently I went to a client meeting in Whitehall, and the client took me to the balcony where Churchill gave one of this Second World War speeches. So that had a different focus to it in terms of the workplace.
Because it had a wonderful amount of history and legacy that was very important to the people that work there. And overall point to close is, I think the whole feeling of place, and the experience of being in an environment, makes a huge difference to how we interact as humans.
And how positive or not that experience is. I haven’t gone through the negative experiences that I’ve had, but there have been many, which have been a real struggle to work effectively in, in different environments.
LC: I’ve seen a bit of a shift. Obviously, as John said, we moved into our new building. And we tried to work out our new ways of working. Mine is very much around more collaborative spaces. We had a dedicated floor to take time out. So relaxing time whether it is, in what was termed The Retreat.
Or whether it was to play some table tennis or anything like that. But I think it’s been really interesting. And although I don’t want to load the point on COVID, but now that we’re starting to think about that return to the office phase, what’s going to be really interesting is actually how that space evolves again.
So a lot of organisations have been coming out and talking around the fact that, their employees can now work from home for the rest of their lives if they want. They don’t need to come into the office. And we’re seeing a difference in different people wanting to come back to the office.
Not feeling ready to come back into the office. Feeling quite comfortable working from home. So actually what the office environment is going to be in the future I think is going to be really interesting. Where we do no longer come into the office just to sit at our laptops and work. Actually we come in for a specific purpose.
And I think the majority of that purpose will be around socialising, around networking, around collaboration. So it’s going to be really interesting to see how actually that workspace evolves, to enable us to work in that way. But also to be flexible to everyone’s differing needs and wants.
I know personally, I’m dying to get back into the office. But people I talk to are very happy in their current situation. Virtually how will we create that flexibility and that agility and that adaptability in our workspace as well, in our ways of working?
RM: Again, I can’t say I’ve been here long enough to have seen a shift, but I have worked in both the London and Belfast offices. And I feel like Belfast is ten years behind everywhere else. So I can relate in that sense. We have the same policies. We have the hot desking policies.
But I find in London that it’s actually adhered to, so maybe it’s just a culture thing. Like in Belfast we have hot desking, but my desk is my desk. And you don’t sit at my desk. Because I have my lunch there, I have a birthday card sitting up.
So I can see Belfast going in that direction within the next ten years, and having a space where everyone can just come in and sit anywhere. And it’s a lot more open and collaborative. And I think it just takes time to get to that probably.
DH: Rhiann, obviously COVID has put you in quite a strange environment, as with most of us. But do you actually miss the social element of going to work?
RM: 100%. I was speaking to one of my manager’s earlier, and I was saying I would go back to the office, but only if everybody else was. Because I can do everything that I need to do from home. I have a second screen, I have a desk and the rest of my team is obviously in London anyway.
The only reason I’d be going into the Belfast office, is to speak and socialise with people. And so, yes I will work at home if it sticks to like you can only have two people in a room at a time sort of thing.
FD: Similar to Rhiann, I haven’t been around town long enough to see a change in the workplace. But I have worked in two different buildings before Deloitte got their amazing snazzy green building that we all love. And I agree with what Lauren was saying that, the future of the workplace is a collaborative one.
But I also agree with what Rhiann is saying is that, not quite sure now, with the current state of affairs, how collaborative we can be in the office. So I think that’s really put how we view the workplace into a state of flux. But I think the best thing about the modern workplace, is being able to have work and play spaces.
So I am a regular user of the nap room. And if anybody is listening on this call who has worked with me, and is thinking this is surprising. It’s just a nice time to have alone, and just to recharge. Especially when you’re staring at your screen all day.
I think we do just need to remember that we aren’t robots. We are human and we do need to just take some time for ourselves. And for me that’s having a nap, instead of playing on the X-Box, or some ping pong. So I think organisations should think about these different parts of employee’s needs, when they’re designing the workspace. And as a result you’ll probably get the best out of everybody.
DH: I have a significant commute in every day. And I’ve realised that quite often I would just commute to sit at a desk. I’d be tired from the commute, a little bit angst because the trains never run on time. And working from home, far more productive. Far less tired. Really in the zone and feeling a lot more creative and productive as part of that.
So that has been quite a surprise for me. But moving beyond COVID, I’m still expecting some shifts in how office space will be used. But what that will look like is like Frankie said. I think social distancing is going to put some kind of limits on how we collaborate currently.
But actually, I think to create that space that is more of a, you’ll arrange a session where everyone comes in and works together. Or you go in because you need to be around people. You want to catch up. And I do think, I’ve seen some recent articles on actually.
We do still have a pledge to the younger people coming into the workforce to ensure that they’re still getting the right training and the right support, as they’re going through their early careers.
So it is going to be a road map of discovery I suspect, and to see what works and like I said, I don’t talk on behalf of a generation. I’ve got my own individual needs.
LC: Linked to that as well, we did a survey right at the start of lockdown, so I think it went out late April. And yes, on this point as we’re talking all around those multi-generations, and what the expectations are of different generations. And exactly like you say Daniel, it’s not too stereo typed, we are our own individuals.
But it’s to organisations and leaders, a bit of understanding of their workforce are all different. And when we went out with the survey, what came back around the wellbeing impacts. Where that younger generations had much more of an impact of lockdown, than some of the older generations.
And a lot of that was down to, whether positive or negative, a lot of the negatives that came out were around isolation. And that lack of social interaction. But then again that might actually be more around circumstance that it is around generation. In terms of living circumstances and things like that.
But the positives that came out across all generations, were all around, feeling empowered around the time that you have. So exactly as you’ve just said around, no longer do you have this commute where you have to spend X amount of time sitting on a crammed train, trying to go into work.
Actually I use that time how I want to use that time. So I could start work earlier. I could use that time to do exercise. And actually that flexibility and that empowerment to say this is my time. I know what I need to do for work, but I know what I need to do that is good for me.
And being able to work my day around that, is where a lot of positive wellbeing aspects that come out of what is not the best situation.
DH: So moving onto management styles and practices. Leadership practices that we’ve observed. Frankie, I’m going to come straight to you on this. What’s your expectations from your leaders? And I know you touched on this in your earlier point.
But what would you like to see? Or more importantly, what wouldn’t you like to see from the leadership?
FD: I think it’s really important for leaders to be personable. That’s a key attribute, especially for young people from perhaps the millennial and the Gen Z generation. As we’re coming into a workplace, without the expectations of maybe a hierarchical or bureaucratic organisation.
Or a consideration that you’ll just receive a series of orders from a manager and you might live in fear of them. But instead I think younger people potentially want to be friends with their managers.
They want their manager to be a role model at all levels of the organisation. I think, I certainly want my manager or leader to give me opportunities to shine and to step up, as opposed to always just acting as their support role. Or just underneath them.
So I think a leader or manager who spots that opportunity for me to perform at my best, and for me to seize the day, is the best type of manager to have. And also somebody that you can have fun with and laugh with and smile with. Somebody who takes an interest in both your work life and your personal wellbeing.
Because those are the types of managers who will be able to understand how to get the best out of you also. If they ask questions to find out what motivates you, what drives you, how can you best manage your time etcetera.
RM: Like Frankie said, being approachable and being personable. That’s vital for me. And then the other thing is to encourage learning, and thinking of ways for people in your team to grow. So my previous manager, not you Frankie, she said Rhiann you take ownership of this small piece of work.
Something I could work on, so then whenever I have my talent review I can look say, this is what I’ve done. And then she said, the guy that was working with me, Sam. Rhiann is going to be reporting into you, because the next step in your career is to learn how to manage people.
So thinking about each individual, and what it is that they need to do to progress. So that will be a key thing for me.
LC: Similar to Rhiann and Frankie, I look for that personable leadership management when I’m working in a team, or working in extended team. But I think what’s becoming increasingly important is that view of empowerment. So I work with Frankie quite a lot, and I know where her skill sets are.
I know where she has got the experience and some deep subject matter expertise. And therefore, if I am in a situation where a client, or internally, people want to understand more about that subject, such as employer experience, then I would go to you Frankie and I would ask her if she can lead on that.
And I think it’s something that’s becoming increasingly important to me, as I go through my career, in terms of feeling empowered and deciding where my skill set sits. But also to become increasingly aware that I’m empowering my team, and making sure that my team feel like they are leading in areas where they are the expert.
RM: That’s just made me think Lauren about the importance of, to hear you say you’re empowering your team members. Is just to tell them, constant feedback of where someone is doing well and where they’re not. I don’t expect to go into my talent review and hear a bunch of things I’ve never heard before.
I think from a leadership perspective, I’m expecting to have constant feedback so I’m not going to lack so when it comes to the end of the year.
And I’ll go and she said, what. How dare she. You know I’m constantly having feedback so that I can work on it and improve continuously.
JB: I think that what everyone has said, is that could be more important in terms of insight as to what they expect as leaders. Because overall we should be, from the leadership perspective, listening and understanding how to get the most out of the talent in the business. And everyone as individuals and collectively.
And responding and adapting to that. From my perspective in, I suppose looking at the greatest pleasures I suppose in my career to date, have been seeing people be successful. Frankie is an example. Which I think is a good story, because I interviewed her a few years ago.
She did a fantastic job in the interview, and especially in the world of consulting. You see people improve and develop rapidly. And so from that experience of interviewing her, see her come into the workplace. And then we ran a workshop in front of 40 people.
She was up in front of everyone giving a presentation, doing a fantastic job. And actually, everyone in the room was, you wouldn’t be surprised significantly older and more experienced. But that kind of experience. And when people are promoted, when people do a great job on different projects, is I think one of the great pleasures of working life.
And then the question is, how can you help people achieve that, and coach rather than manage. I would say from a leadership perspective. So to advice in the right way without telling. And it’s something that personally, that I look to develop on all the time.
And you can feel when you’re doing it well, and you can feel when you’re not doing it well. And sometimes you can, when stress levels go higher, you can switch into tell mode. But you know when that’s happening, and you recognise it. And I think it’s something that we need to be conscious and aware of.
And it’s also something that, in my career to date, I’ve seen a lot of improvement I would say, in leadership behaviour. And in particular, in the reduction in what I would think of as poor leadership behaviour. Certainly in my experience in the workplace.
There’s zero tolerance policy of things that I don’t need to go into. So I think I suppose as society in any organisation we’ve made loads of progress in this space actually. And I hope that that’s reflected in how people, how much people enjoy their day-to-day working careers.
DH: I’ve definitely on a personal level, seen this shift from manage through a command and control type behaviour, through to coaching. And yes, it fits far more with my natural style as well.
DH: So thinking about expectations of future generations coming into the workforce. Do we have any views on what we think those will be?
JB: I don’t feel very well equipped to answer that, because I’m a few generations away from it. But perhaps Rhiann and others who have joined more recently. If you think of brothers, sisters, friends who are in their teens at the moment. What do you think will be different about their expectations when they join the workplace?
FD: Right now, all the babies that are born, are born into a world where technology is taking over everything, and it plays such a key role. When I was a kid, I had a colouring book, and maybe a Gameboy at one stage. But now you’ve got IPads, mobile phones when you’re five years old, the works.
So I think the digital aspect of a career will be huge. Not only to attracting new young candidates into and organisations, but also in retaining them. I think a really key thing to think about, is that we have brilliant consumer grade experiences with all the different hardware and software with various apps like, we’re using between ten and 20 apps a day on our phone.
Organisations need to make sure that they’re providing a similar consumer grade experience for their workers every day. We can’t put down all our amazing digital tools, and all our cool apps, as soon as we step into the physical or virtual working world.
We need to make sure that we’re enabling future talent pools and current talent pools to do their best job at work, and to enjoy work, by making cool digital experiences. I think that’s going to be a massive differentiator.
RM: I 100% agree with you Frankie there. I have a step-brother in the house who’s seven now, just turned seven. And he’s been on the iPad since, for a few years now. On the Xbox flat out as well. So it’s that thing about work the way you live, and bringing that into the workplace. 100% agree.
FD: I think another thing, and that’s really important for young generations coming in, is making sure that the organisation offers them an opportunity to thrive. And really give some support around wellbeing. I think businesses aren’t just businesses in the traditional sense anymore.
They have a much wider responsibility to help people who work for them, with their persona issues, and life moments that they’re going through.
And wellbeing is a massive buzz word at the moment. And when there are so many stresses and anxieties that are put on young people now, with pressures that come from just a new world that we live in. Especially with the current climate, the organisation needs to go that step further to show that they’re listening to their employees.
That they are prioritising their needs. And that they are ready to care for them and support them. They’re not just a place that you turn up to anymore, and punch in nine till five, with all the different papers that Daniel that was mentioned earlier on. Organisations need to do a lot more.
So I think that’s going to be a key expectation of the future workforce. Like how much more can you offer them, as an organisation, that goes further than just their opportunity to learn and have a diverse career?
LC: I think one of the things that we’re seeing is that, the actual talent pools are widening, where organisations are looking to bring people in. So just as, both Frankie and Rhiann said, that kind of digital skill set. Actually a lot of organisations are looking for that, no matter what industry. No matter what they’re delivering to customers.
And therefore the difference in temples that they can go to, is increasing. We did a piece of work with a charity called The Roundhouse. We’ve created for what they would expect from their future working environment. And I think what was really interesting, was actually they’d never considered the corporate environment as somewhere where they would work.
But a lot of the research is saying actually that creativity, that problem solving, all those human skills, are what all organisations are going to be looking for, and craving in the future. So actually thinking about where you’re attracting talent is going to be coming increasingly important to organisations.
And therefore that idea of, who the individual is, and what their opportunities are out there, is widening. It just might take time to have some of that education piece for both the individual and the organisation, to understand that there is that opportunity there.
And those unique skill sets that make us human are going to be increasingly important going forward. Mixed in with those digital skills that Frankie and Rhiann have been talking about.
JB: So if I can add one point to this. And actually I think it’s connected to Rhiann and your role in the organisation, and the Bright Star set up that we have in Deloitte. Which is for people pre-university, joining the workplace much earlier than I would have done in my time.
And I’m not making a predication about this, because they are seriously hard to do, but I think there will be shifts in the future around the overall role of higher education and the connection into the business or the working world.
Moving from it previously being, you do you’re A levels, you do a degree and then you go through the milk round, to much more varied options. And certainly in my time, the proportion of people going through higher education, has gone up significantly in the UK, in this country.
And we’ve actually got a higher proportion of higher education, compared to vocational education, compared to some other countries. Having worked in Germany for example. They do a much stronger level of complex vocational education that sets people up for different types of careers.
I think is going to be one of the significant changes. And actually one of the best things about our company is, the time when the graduates all join, or the Bright Stars join, and their energy that comes into the workplace. And why shouldn’t that start earlier.
We’d be helping people to fund their education, and making a commitment to them earlier. And I think that’s going to be advantageous for the company, for careers, and also for society as well.
DH: We could keep going I think. But we do need to wrap up at some point.
So COVID obviously has changed the workplace overnight. Digital agendas have happened in three months, as opposed to three years, and we’ve all had to adapt fundamentally, to keep going. But are there any other disruptions you would hazard a guess, that could impact the workforce over the next two to three, five to ten years.
We spoke a lot in this podcast series about the impact of intelligent automation. But is there anything that is a hot topic for any of you that you think this could impact the way that businesses work moving forwards.
LC: I think at the moment the number one conversation I’m having with clients is around the workplace. And actually what that does that look like in the future. And a lot of organisations have been talking about the engagement service that they’ve been having.
And that they’ve seen increased engagement between the workforce and leadership because they really, the workforce truly believe that leadership are pretty well being at the centre. So what they’re looking at now is, actually thinking about what the future workplace might look like.
And using this as a platform for change. What the answer is I think, is probably unique to every organisation. But I think the common theme that we’re seeing is flexibility. So we’re seeing the workforce crave more flexibility. Their expectation is that the workforce have, again, that consumer grade experience with their employer.
So I think one of the biggest things going forward, is for organisations to understand who their workforce are. So not just the generational role demographics played, but actually what their background.
What motivates them, what drives them, and what’s their expectations about working and interacting with an organisation in the future? And understanding that is going to set organisations apart in terms of attracting talent, retaining talent, also that ongoing employee experience going forward.
RM: Exactly what everyone’s being saying about the digital in the workplace. And also we’re going to see an increase in this whole piece around diversion and inclusion. And kind of linking to what John was saying, we’re seeing more people now going to higher education.
And I think it is partially due to the increase in, not going to say grants, but fellows and scholars getting a lot of extra help, compared to what I would have done back in the day. And I think it’s down to organisations to continue this on, whenever people join. So I think we should focus around that as well.
JB: So the closing point for me to pick one specific issue, is what I personally believe is the issue of our time, is climate change. And I believe firmly, that we’re at the very early stages of working out how to deal with it. And it’s quickly shifting from being, societies problem to being genuine business problem with significant risk associated with it.
And that pendulum shift is significant, and I believe we’re behind the curve as governments, as, in terms of business leadership overall. But in particular the policy angle. And I think the private sector globally has significant opportunity, which lots of organisations are taking up, and doing fantastic things around.
I think we’re going to see much more of that in the next ten to 20 years.
DH: I think that very much just brings us to an end. I would like to thank you all for joining us. Yes, we are into, the next recording is our very last episode of Series One. So thank you for your time today. And I will speak to you all soon.
That’s it for this week. If you do like the podcast, please follow us or subscribe. If you have any ideas for a future topic, please contact our Future of Work Team. Details are listed on the podcast channel. Thank you.