Focus on the whole person, not just as an employee. Now that we have blended work and our personal lives due to working remotely, employees expect greater support across all aspects of their lives. Knowing, understanding, and accommodating the intersection of people’s lives and work will become part of how we work. There will be much more flexibility in scheduling of work and types of benefits provided to meet one’s needs, such as mental health resources, tutoring services for kids, or extended time off during holidays.

There have been major disruptions in recent years that promise to change the very nature of work. From the ongoing shifts caused by the COVID19 pandemic, the impacts caused by automation, and other possible disruptions to the status quo, many wonder what the future holds in terms of employment. For example, a report by the McKinsey Global Institute that estimated automation will eliminate 73 million jobs by 2030.

To address this open question, we reached out to successful leaders in business, government, and labor, as well as thought leaders about the future of work to glean their insights and predictions on the future of work and the workplace.

As a part of this interview series called “Preparing For The Future Of Work”, we had the pleasure to interview Payal Sahni.

Payal Sahni is Executive Vice President, Chief Human Resources Officer, responsible for Pfizer’s global talent strategy, diversity and inclusion, total rewards and colleague experience.

In her prior role, Payal was the Senior Vice President, Human Resources, for Pfizer Biopharmaceuticals Group, leading the HR strategy for seven business units, as well as for the Corporate Affairs, Legal, Compliance and Chief Business Office functions.

Payal joined Pfizer Human Resources in 1997. Since then, she has held a number of Regional and Global HR Business Partner roles supporting the business around the world and has led the Talent Organization for Pfizer Global Supply. In addition, Payal has spearheaded numerous transformations as Pfizer evolved its business structure and has been instrumental in managing HR strategy for several mergers and acquisitions.

Payal holds a Bachelor of Arts in Psychology from Rider University and a Master of Arts in Psychology from Fairleigh Dickinson University.

Thank you so much for joining us in this interview series! What do you expect to be the major disruptions for employers in the next 10–15 years? How should employers pivot to adapt to these disruptions?

It’s always risky to make predictions for so many years ahead. Two years ago, no one imagined we would be where we are today! Think of what tools and systems we take for granted today that were not around a few years ago. There’s no telling what things will look like in the next decade and a half.

But I do think it’s fair to say that the major “disruptor” to the status quo is the redefinition of the workplace, and all that implies. Largely as a result of the pandemic and the success many companies — ours included — are seeing with people working remotely, “the office” as we have come to know it, is evolving and will continue to. Employees are increasingly asking for more options, greater flexibility, and a better work/life balance. Employers need to hear them and respond.

But it’s not just where one works, it’s also how one works. Technology is changing everything, regardless of whether one is at home or in a company’s headquarters. Increased demand for speed in gathering and conveying information will likely continue to be a defining factor, which will only put additional pressure on employees.

The phrase “business as usual” is quickly becoming an oxymoron! By definition, “adapting” means making something suitable for a new use or purpose. In terms of employers, that means first and foremost listening to employees — being alert to, and aware of, how they are feeling and how that impacts their work product. It means having an open dialogue to identify and address concerns and open minds about trying new things.

The choice as to whether or not a young person should pursue a college degree was once a “no-brainer”. But with the existence of many high profile millionaires (and billionaires) who did not earn degrees, as well as the fact that many graduates are saddled with crushing student loan debt and unable to find jobs it has become a much more complex question. What advice would you give to young adults considering whether or not to go to college?

For me, college was less about knowledge and more about exploration. College allowed me to try new things and focus on my interests and passions. I went into college pre-med. I went through classes and realized it wasn’t for me. I found my niche in Psychology. This led me to graduate school and subsequently an internship that was my way into Pfizer. College provided me a foundation and exposed me to subjects, people, and experiences I otherwise may not have been able to encounter.

But I know that college is not for everyone. And that’s okay. To a young adult, I would say decide what you think is best for you. Remember, though, what you decide need not be forever.

Whatever journey you decide to take, I suggest looking for ways to set yourself apart, gathering as many tools/resources and experiences as you can, and take opportunities to learn from those you meet as you build your network.

Despite the doom and gloom predictions, there are, and likely still will be, jobs available. How do you see job seekers having to change their approaches to finding not only employment, but employment that fits their talents and interests?

We need to re-imagine how we approach career paths, shifting from a traditional view — one that progresses along predefined career tracks — to a much more fluid process that promotes growth through experiences that could be within the same area you are in, or a completely different one that might open up your eyes to a whole new area. At Pfizer, we encourage our employees to get as many experiences as possible and call those ‘zig-zags’. It’s never a straight line. By getting different experiences, we are opening the door to many different possibilities.

I also believe that instead of focusing on specific jobs, focus on skills and capabilities. For example, if you are in sales, chances are you have great customer service and problem-solving skills. You can apply that to a number of roles in the future as we know those things cannot be easily automated. Sometimes all it takes is going outside of your comfort zone. I fully believe that you must identify what you are passionate about, soak up as much knowledge as you can and find the right experiences for your interests.

The statistics of artificial intelligence and automation eliminating millions of jobs, appears frightening to some. For example, Walmart aims to eliminate cashiers altogether and Dominos is instituting pizza delivery via driverless vehicles. How should people plan their careers such that they can hedge their bets against being replaced by automation or robots?

I always go back to having experiences, applicable skills and being willing to try new things. Many people don’t fully appreciate their abilities or what they have to offer. For instance, a cashier is more than just someone tabulating items and accepting currency. It is a role that requires customer service, problem solving, communication, and active listening skills, as well as technical knowledge. We need to look at our skills beyond just a means to obtain a job, but rather see those skills transferable to different types of roles so we can add value.

And by the way, automation does not always mean job loss. It often means job change, which is why people must remain open to new things. Somehow, we need to find the right balance between relying on experience, but not being a prisoner of it.

But this is not just an employee’s responsibility. Companies need to step up by preparing their colleagues for the roles of the future. At Pfizer, we prepare our colleagues for the future by giving them the opportunity to learn and broaden their skill set. In fact, we’ve already made at least a hundred cross-functional moves, transferring colleagues to different areas of the company that complement their skills, experience and expertise. This shows that as a company you value an employee’s contributions, and the colleague sees it as an investment in their future.

Technological advances and pandemic restrictions hastened the move to working from home. Do you see this trend continuing? Why or why not?

Yes! For two key reasons: employees demand it, and businesses benefit from it.

Interestingly enough, Pfizer was headed in the direction of a more flexible work environment before the pandemic. It simply accelerated our plans. We found we could be as productive — and in some cases more productive — than when we were at the office.

I fully support flexible work environments, but also understand that collaborating in person can be important to engagement because it creates a sense of belonging. That’s why we introduced a new working model, called Log in For Your Day, which blends the best of remote work and on-site collaboration to drive greater flexibility for many of our colleagues. This model gives colleagues an opportunity to work remotely about two to three days a week, while still maintaining the ability to connect and collaborate regularly on site. Colleagues and managers are empowered to agree on when and where work gets done, depending on business need.

That said, I realize there are jobs at Pfizer which must be done on site. They are essential to what we do, and we appreciate our colleagues for what they do every day.

What societal changes do you foresee as necessary to support the fundamental changes to work?

Clearly if more people are working from home, there has to be more support for family, in terms of paid leaves, longer times off for births/adoptions/caregiving, access to a wider range of resources, etc. At Pfizer, our benefits are comprehensive and include resources like PinnacleCare and Cariloop, which help families navigate the complexities of healthcare or being a caregiver. We are also mindful of the mental health and wellness of our colleagues and have instituted tools like Thrive Global and Spring Health that provide emotional and mental health resources to help meet their needs. We will continue to explore opportunities and benefits that support the health and wellness for our colleagues. I am proud that Pfizer has some of the most innovative and family-friendly policies in our industry, but I know we still have work to do. As do many other companies and governments. There is an unevenness to how employees are treated, and there should be some consistent standards across the board so that one’s physical and mental well-being is not a circumstance of where they live or work.

When one works at home, they are essentially co-mingling their personal and professional lives. We have to be mindful of that and be accommodating of their needs as moms, dads, caregivers, partners, etc. as well as co-workers. I know not everyone has a family with them, but we should still respect the fact that their home is their personal space.

And we need to remember that as people live longer, they are working longer, which presents some new issues, not the least of which is how do we help them continue to contribute to the workforce if they wish.

It’s about more than evaluating whether someone is “a good employee.” It’s about a person’s overall well-being, and the role of their job in contributing to — or in some cases, taking away — from that. My view is that the employer should always strive to be a force for good in an employee’s life whether in the financial, professional, social or mental health realms.

What it really comes down to is empathy: putting ourselves in the other person’s shoes and acting toward them as we would want them to act toward us. I don’t know if that qualifies as a “societal change,” but I think it’s essential for the success of the new model of how and where people work.

What changes do you think will be the most difficult for employers to accept? What changes do you think will be the most difficult for employees to accept?

I think a lot of employers are still having a hard time with the idea that work can happen anywhere. Even though many people have worked remotely the last 18 months, it’s a drastic change. There are some leaders who believe that the best work gets done in an office building. They may worry about the long-term impacts of working remotely and not being able to see the work get done.

It’s not an easy change. Encouraging employees to work away from the office takes trust. As an employer, you must believe in the people you hire. You must trust that they value your mission and purpose and will get their work done. We must focus on outcomes versus activities.

For colleagues, there is the fear that if they are not in the office as much as others it may hinder their progress or ability to grow. They worry about not having “face time” with the boss, for example. To compensate, they sometimes take on extra work. That’s not good, either. Increasingly, employers and employees are concerned about burnout and are taking steps to guard against it. Even when working from home, it’s important to set limits so that we are not “on” 24/7.

The COVID-19 pandemic helped highlight the inadequate social safety net that many workers at all pay levels have. Is this something that you think should be addressed? In your opinion how should this be addressed?

The pandemic has exposed inadequacies that many were aware of, but maybe chose to ignore. It revealed disparities in healthcare, housing, and economic inequality. As a society, we should work to ensure that everyone has the same access and opportunities. The COVID-19 virus does not discriminate. It does not see race, national origin, or gender — it affects everyone. For this reason, we need to ensure equity.

The responsibility is on all of us to create a system that works for all. Private and public sectors need to come together and collaborate on ways we can best serve the segments of the population that need a little more assistance.

Despite all that we have said earlier, what is your greatest source of optimism about the future of work?

I am a natural optimist, probably because of how I was raised. My parents always believed that the future would be bright and encouraged me to expect good things. So, I am inclined to think that even though change can be hard, the fact that we are re-examining how we work with a sharp focus on flexibility, employee satisfaction and mental health is a good thing, and hopefully, will lead to the balance we seem to have lost in our lives.

Since the pandemic, I have been more present at home both physically and mentally. My young daughter thought I changed jobs. She was right. During the pandemic, I became Chief Human Resources Officer at Pfizer, but the restrictions have allowed me to spend more time with her. The past 18 months has provided us with ‘stop to smell the roses’ moments to reflect on what really matters.

I’m looking forward to the future because it will be different. There’s no question about that. What is the “norm” today, won’t be in two years. New opportunities will emerge out of necessity, which will require fresh, innovative thinking, and for a person like me — who gets bored easily — that’s exciting.

Historically, major disruptions to the status quo in employment, particularly disruptions that result in fewer jobs, are temporary with new jobs replacing the jobs lost. Unfortunately, there has often been a gap between the job losses and the growth of new jobs. What do you think we can do to reduce the length of this gap?

We need to focus less on a specific job and more on applicable skills. There should be greater emphasis placed on the entire experience, not only the function of the role. Instead of focusing on an exact match in skillset and experience, managers should consider hiring colleagues who may bring a new perspective or ideas to a role.

At Pfizer, we have added people to our team who did not have a pharmaceutical background when they arrived, but their insights were no less important or valuable. When I started at Pfizer as an intern, I thought I was going to be a medical doctor and here I am more than 25 years later as CHRO of a Fortune 100 company. I had skills that could be utilized beyond even what I imagined, and I was fortunate that my managers recognized and nurtured my abilities. And I was willing to take risks and to do things I had not previously done or thought about. Broadening our lens will enable more opportunities and organizational growth.

Okay, wonderful. Here is the main question of our interview. What are your “Top 5 Trends To Watch In the Future of Work?” (Please share a story or example for each.)

Hybrid work locations (in office and remote) will not only change where we work, but how we work. With greater flexibility in where we work, we will need to be more purposeful in how we use our time when we are together. This will drive a greater focus on the tools we use and how we engage with one another to be most productive with our time. For example, frequency and structure of collaboration sessions to ensure that in-person time is used productively will become a key focus.
Major emphasis on upskilling and new skilling our workforce. Continued competitive job markets will require employers to equip their current workforce with new skills.
Learn to work with our new co-workers, machines. With a greater focus on automation of operational activities, humans will need to adjust their work to accommodate the role of machines and automation. This will require a greater understanding of where automation can add value, and how to coexist in the workplace.
Focus on the whole person, not just as an employee. Now that we have blended work and our personal lives due to working remotely, employees expect greater support across all aspects of their lives. Knowing, understanding, and accommodating the intersection of people’s lives and work will become part of how we work. There will be much more flexibility in scheduling of work and types of benefits provided to meet one’s needs, such as mental health resources, tutoring services for kids, or extended time off during holidays.
Employee experience becomes equally important a focus as customer experience. Businesses fully appreciate focusing on customers and their role as a value driver of the business. Companies are now seeing that having engaged, productive employees are also critical for success. Companies are placing a greater emphasis on understanding what the employee experience is and working to address challenges they may face that impacts that experience.

Can you please give us your favorite “Life Lesson Quote”? Can you share how this quote has shaped your perspective?

‘Innovation is the ability to see change as an opportunity — not a threat.’ — Steve Jobs

I think about this quote whenever I am faced with any change. It could be a change, whether in my professional or personal life. I try to always look at change as an opportunity to try something new, as an experience that could lead to something better down the road.

We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch, and why? He or she might just see this if we tag them.

Malala Yousafzai — she is a Pakistani activist for female education. At the age of 17 she was the youngest Nobel Peace Prize laureate, and she is one of the most courageous women in the world. As a young girl living in Pakistan, Malala was an advocate for girls’ education, but the Taliban didn’t agree with her views. After surviving an assassination attempt by the Taliban as she was traveling home from school in 2012, Malala continued to speak on the importance of education. She published a book, I Am Malala, which I urge everyone to read.

She reminds us that every girl and woman, regardless of where they live, should be afforded an equal opportunity to achieve their dreams. A chance. A fair shot. And, yes, a safe haven. That’s all anyone can ask for.

Our readers often like to follow our interview subjects’ careers. How can they further follow your work online?

In November, I’ll be an Executive Spotlight Speaker at the Pennsylvania Conference for Women. I will also be participating in several panel discussions and podcasts in the coming months. I look forward to participating in other events as they arise discussing the future of work, compassionate leadership and colleague mental health and wellbeing. You can also find me on LinkedIn: Payal Sahni

Thank you for these fantastic insights. We greatly appreciate the time you spent on this. We wish you continued success and good health.

About the Interviewer: Phil La Duke is a popular speaker & writer with more than 500 works in print. He has contributed to Entrepreneur, Monster, Thrive Global and is published on all inhabited continents. His first book is a visceral, no-holds-barred look at worker safety, I Know My Shoes Are Untied! Mind Your Own Business. An Iconoclast’s View of Workers’ Safety. His most recent book is Lone Gunman: Rewriting the Handbook On Workplace Violence Prevention listed as #16 on Pretty Progressive magazine’s list of 49 books that powerful women study in detail. His third book, Blood In My Pockets Is Blood On Your Hands is expected in March followed by Loving An Addict: Collateral Damage Of the Opioid Epidemic due to be released in June. Follow Phil on Twitter @philladuke or read his weekly blog www.philladuke.wordpress.com

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Preparing For The Future Of Work: Pfizer’s…