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Clara Chan
Future of Work Management Collaboration

The future of work according to… Clara Chan

Clara Chan is IMO Airport Customer Touchpoints Team Manager at Air France, in one of the teams participating in the Future(s) of Work Exploration. She answered three questions for us about how the professional world is changing!

Clara, before we get started, can you tell us what your profession is?

My role and that of my teams consists in offering a pleasant, suitable and seamless client journey in the airport, combining the human and digital to create a personalized experience and ensure operational performance.

1. Why will the future of work be different than what we have today?

The transformation of the world of work has already begun with the rise of digital tools, and the digitalization of professions will continue to intensify. The explosion in the number of independent workers and the increase in professional burnout symptoms are both signs of this mutation.

We need to adapt organizations and management methods to motivate tomorrow’s collaborators and give them work-life balance as well as the degrees of autonomy and mobility necessary for them to thrive.

2. What would you like for the future of work to be based on, or not based on?

The mutations of the world of work are a real opportunity. A few key words come to mind: kindness, daily learning, versatility, autonomy.

A change in professional relations and hierarchical relationships will happen: I want an inspiring manager that motivates me, a manager-coach that helps me grow, an HR team that detects talents and helps me to project myself into my evolution, I want transparency to create a climate of trust. And finally, I want the future of work to bring me pleasure.

Concerning management techniques, we'll need to be careful not to cast aside people who need an environment or a relationship to hierarchy that’s more “traditional”, and adapt systems of promotions.

In the face of a lack of certain skills, we need to be sure that new methods of hiring (especially as relates to connecting different skill sets) don’t cause a massive externalization of key and strategic professions in companies, which would cause a high risk of lacking skills internally and depending on “floating” talents.

3. How can we invent a desirable future of work?

To prepare for the future of work, we need directors to be willing to change their organizations and anticipate the impacts of technology on their organizations, on the workload, and as relates to the company’s strategic development.

That will mean we need a collective mobilization, with discussion between people with different types of skills, in stimulating environments.

Guidance by HR experts seems to me essential for structuring collaborators’ ideas and giving them the tools necessary for internal transformation.

To invent the future of work, I think we also need to reflect on our educational system, with a “modernization” of learning methods and giving more value to soft skills, teamwork, communication skills, and creativity!

Learn more about the Future(s) of Work Exploration