November 2024

Welcome to the latest edition of the 2024 On the Horizon newsletter from the Future Workforce Unit (FWU). On the Horizon provides a snapshot of the key trends and developments that have the potential to shape and impact our future workforce, workplace and ways of working.

On the Horizon is part of the Focus on the Future Workforce Initiative, which aims to support the health system to ensure a resilient and digitally enabled workforce that can adapt to the changes in the system caused by technology and other disruptions. By focusing on not just the now, but also the future, NSW Health can ensure that we meet the needs of the community now and into the future.

Please note that the opinions shared in On the Horizon are those of the respective authors, and may not reflect the views of FWU or NSW Health.

Aboriginal & Torres Strait Islander readers are advised that the articles may contain images of people who have passed away.

As we marked World Kindness Day this November, it's a great time to reflect on how small acts of kindness can make a big impact, not just in our personal lives but in the workplace too. In a fast-paced world, it's easy to overlook the power of a simple gesture – a friendly word, a helping hand, or a moment of understanding. In the workplace, kindness can foster a culture of collaboration, trust and respect. Whether it’s offering support to a colleague who’s feeling overwhelmed, taking the time to acknowledge someone’s efforts, or just sharing a smile, these small acts create an environment where people feel valued and appreciated. Let’s make kindness not just an event, but an ongoing part of our workplace culture. Sometimes, the smallest gestures can make the biggest difference in creating a stronger, more positive workplace. After all, “In a world where you can be anything, be kind” – author unknown.

As we plan for 2025, we are accepting expressions of interest to host a Futures Musters workshop. Futures Musters brings together current and emerging leaders from across the NSW health system to create a space for innovative, forward-thinking discussions about the future of work and the NSW Health workforce. Are you interested in co-hosting a Futures Musters workshop at your organisation? If you would like to be contacted by our team, please email MOH-WorkforceHorizonsScanning@health.nsw.gov.au.

In this month's edition of On the Horizon, we are exploring a range of trends including what matters most to Gen Z at work, futures studies in healthcare and what a recent partnership between TikTok and the WHO could mean for health information on social media. I invite you, as you sift through these trends, to use the questions included to prompt further conversations with your peers to explore what these trends could mean in your context.

If you’ve been enjoying the content we share, why not spread the word? The future of work is not a distant vision; it’s happening right now. So, share this content with your colleagues and encourage them to subscribe. Together, we can create a workforce that’s not just resilient but empowered and prepared for the future.

- Tamara Lee

Director, Future Workforce

What matters most to Gen Z at work?

Gen Z, born between 1997 and the early 2010s, is set to represent a third of the global population by 2025. As the youngest generation in the workforce, Gen Z is expected to make up 27% of the global workforce by 2025, and is projected to become the largest generation in the workforce by 2035. Gen Z is often described as the "most" generation in history: the most tech-savvy, the most racially and ethnically diverse, the most educated, and the most globally conscious, all thanks to growing up in a digitally connected world.

So, what motivates and matters most to Gen Zer’s at work?

In the latest episode of the Future Health Podcast, Navigating the next gen shift and maximising the potential of Gen Z, generational expert Dr Claire Madden discusses how Gen Z's exposure to flat online structures shapes their expectations in the workplace. They seek less hierarchy, preferring approachable, friendly bosses who care about who they are as a person and their development. For Gen Z, leadership credibility is built through relational connection and seeing bosses lead by example, actively engaging with their team.

A Deloitte survey found that Gen Z places the highest value on clear communication and transparency from their direct managers, alongside flexibility and work-life balance. This has fuelled a demand for part-time roles, job sharing and four-day work weeks. Career advancement and professional development also rank highly for this generation. Similarly, a survey by Udemy revealed that while earning potential matters, Gen Z is mostly motivated by personal growth and self-improvement. Dr Claire Madden supports this notion and adds that Gen Z is keen on continuous learning, not only through formal training but also via informal opportunities, such as mentoring or observing managers in action.

As we explore the preferences and behaviours of Gen Z entering the workforce, it’s essential to consider how "work" is evolving and the skills required to thrive in it. When asked about the top skills needed, Gen Z highlighted the importance of technical capabilities, with programming skills and AI topping the list. Communication followed closely, with critical thinking/problem-solving and creativity/innovation rounding out the key skills they see as essential in the workplace.

How prepared is your organisation for the potential shift in expectations and dynamics as Gen Z becomes the largest segment of the workforce by 2035? Are traditional management styles still effective in engaging Gen Z and future generations? Consider Gen Z as consumers, how might these same attributes change how we engage with this generation?

Futures studies in healthcare

Recent research, Exploring the Need for Medical Futures Studies: Insights from a Scoping Review of Healthcare by the Medical Futurist, highlights that futures studies – an interdisciplinary field focused on exploring and shaping alternative futures – are becoming increasingly important in healthcare. But despite the wide range of futures methodologies available, their application within healthcare and medicine has been limited.

Governments around the world are turning to systemic foresight to manage uncertainty and build resilience. For example, the United Arab Emirates has established a Ministry for the Future, and the UN Secretary-General recently proposed a global Summit of the Future for 2023.

In healthcare, while futures methods are not commonly used in analyses, some efforts have attracted attention. A notable example is the Topol Review, which supports the NHS in preparing its workforce to leverage emerging technologies such as genomics, digital medicine, artificial intelligence and robotics to improve healthcare services.

Through our own megatrends research with CSIRO, we aim to provide NSW Health with a deeper understanding of the challenges and opportunities posed by transformative trends. This will help assess their potential impact on the health sector and workforce into the future.

As the year comes to a close, predictions for the future are emerging. How might you use futures studies and predictions to support future planning in your organisation? How can futures studies help us identify not just the challenges, but also the untapped opportunities into the future? As other governments and global leaders adopt futures thinking, how can NSW Health better integrate this approach to improve planning and services?

TikTok partners with WHO to tackle health misinformation

The World Health Organisation (WHO) recently announced a yearlong collaboration with TikTok. With over one billion users, TikTok will now leverage Fides, a network with over 800 members and healthcare influencers reaching over 150 million people globally across various digital platforms, to counter misinformation and promote reliable, science-based health information through targeted, credible communication.

In this increasingly digitally connected world, social media platforms can be important sources of information that influence health-related behaviours and decisions. However, the rise of communication platforms, combined with economic incentives for online engagement, contributes to the widespread production and dissemination of harmful science and health misinformation. With one in four young adults actively seeking news content and eight out of ten Australians using online platforms including social media to manage common health conditions, this becomes a pivotal partnership.

Misinformation has led to public mistrust, delayed action on issues like climate change, and significant harm, as seen during the COVID-19 pandemic. In a recent podcast, Johann Hari talks about how social media’s impact extends beyond health, with algorithms amplifying divisive content that fuels social anxiety and polarisation. Johann outlines that research has linked this to events like Brexit, the election of Donald Trump (the first time), and social unrest in Myanmar and Brazil. Johann argues that social media profits from division, creating harmful political and social outcomes.

After announcing to introduce legislation granting the Australian Communications and Media Authority (ACMA) enhanced powers to hold digital platforms accountable and strengthen efforts to combat harmful misinformation and disinformation, the Australia Government has recently dropped such plans. So how do we navigate the growing influence of social media on public health perceptions? With the power of algorithms shaping public discourse, what steps are we taking to maintain trust and deliver accurate health information in an increasingly digital world?