WORKFORCE REQUIREMENTS

TECHNICAL FIELD The present disclosure relates generally to business method and practises; and more specifically, to a system for adapting an organization to future workforce requirements, such systems comprising computing hardware including server arrangements and database arrangements coupled in communication with the server arrangements. Furthermore, the present disclosure also relates to methods of using the aforementioned systems for adapting an organization to future workforce requirements. Moreover, the present disclosure also relates to computer program products for adapting an organization to future workforce requirements, the computer program products comprises a non- transitory machine-readable data storage medium having stored thereon program instructions that, when accessed by a processing device, cause the processing device to execute the aforementioned methods.

BACKGROUND

In this technology driven era, changes are rapid in the field of business due to globalization. Industries are changing radically due to digitalization, advances in artificial intelligence and virtual assistants, robotics to name a few. Such emergence of new technologies and new business practices leads to transformation in the nature of work. In times with high speed changes and innovations, organizations and people have to become agile enough to react and to stay successful.

Currently, there are no existing structured and reusable processes to analyse a workforce future need and transformation requirements to run with most effectivity in the future respecting internal and external drivers. That is, there is no holistic and concrete solution to design future work for organizations. Traditionally, organizations employ one solution for each problem. The problems and challenges are either solved in silos or different areas/departments or they are regarded on such a high meta level that they cannot be broken down to concrete, measurable and repeatable actions and solution. Such approaches do not provide desired holistic analysis for identifying upcoming risks, gaps and action plans. Mostly companies aren't even aware of the risk they might face in the future, there is no guided process to structurally and especially continuously validate their risk potential and future proof organizational structures.

For instance, currently implemented approach of strategic workforce planning does not provide a structured solution to a problem and therefore the implementation of such an approach may be inefficient. Strategic workforce planning tools assume a picture of the future as formulized by experts or by extrapolation from the status quo. Such conventional approach to analyse a workforce future is not reusable, and therefore every time an organization or an industry has to start from scratch. Further, such conventional method is not a guided process which analyses the workforce without proper set of rules. Further, the currently implemented approaches of strategic workforce planning do not consider the fact that the overall progress of the company depends upon the progress of the employees, and each of the employees may possess different set of skills suited for a particular role and may therefore require a different set of training to achieve a particular skill level in the future, in order to contribute towards progress of the company.

Therefore, in light of the foregoing discussion, there exists a need to overcome the aforementioned limitations associated with the conventional methods for planning and designing of workforce and adapting to business needs. SUMMARY

The present disclosure provides the aforementioned system, method and computer program product for adapting an organization to future workforce requirements. The aforementioned system provides a structured process and tool for designing future work for the organization. The present system identifies future risks as well as provide action points to generate a transformation plan for aligning the workforce with the future requirements of the organization.

In one aspect, an embodiment of the present disclosure provides a system for adapting an organization to future workforce requirements, the system comprising a server arrangement and a database arrangement coupled in communication with the server arrangement, wherein the server arrangement is configured to:

(a) define work clusters associated with the organization;

(b) analyse trends, fetched from the database arrangement, related to each of the work clusters;

(c) determine future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic;

(d) evaluate current state for each of the work clusters utilizing the multi-dimension logic;

(e) determine gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generate a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters.

In another aspect, an embodiment of the present disclosure provides a method for adapting an organization to future workforce requirements, the method comprising using a computer system for:

(a) defining work clusters associated with the organization; (b) analysing trends related to each of the work clusters;

(c) determining future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic;

(d) evaluating current state for each of the work clusters utilizing the multi-dimension logic;

(e) determining gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generating a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters.

In yet another aspect, an embodiment of the present disclosure provides a computer program product for adapting an organization to future workforce requirements, the computer program product comprising a non-transitory machine-readable data storage medium having stored thereon program instructions that, when accessed by a processing device, cause the processing device to:

(a) define work clusters associated with the organization;

(b) analyse trends related to each of the work clusters;

(c) determine future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic;

(d) evaluate current state for each of the work clusters utilizing the multi-dimension logic;

(e) determine gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generate a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters. Additional aspects, advantages, features and objects of the present disclosure would be made apparent from the drawings and the detailed description of the illustrative embodiments construed in conjunction with the appended claims that follow. It will be appreciated that features of the present disclosure are susceptible to being combined in various combinations without departing from the scope of the present disclosure as defined by the appended claims.

BRIEF DESCRIPTION OF THE DRAWINGS The summary above, as well as the following detailed description of illustrative embodiments, is better understood when read in conjunction with the appended drawings. For the purpose of illustrating the present disclosure, exemplary constructions of the disclosure are shown in the drawings. However, the present disclosure is not limited to specific methods and instrumentalities disclosed herein. Moreover, those in the art will understand that the drawings are not to scale. Wherever possible, like elements have been indicated by identical numbers.

Embodiments of the present disclosure will now be described, by way of example only, with reference to the following diagrams wherein: FIG. 1 is a block diagram of a network environment wherein a system that, when operated, adapts an organization to future workforce requirements is implemented, in accordance with an embodiment of the present disclosure;

FIG. 2 is a flowchart depicting the steps involved in a method for adapting an organization to future workforce requirements, in accordance with various embodiments of the present disclosure; and FIGs. 3 to 16C are exemplary user interfaces for an application of the system to adapt an organization to future workforce requirements, in accordance with an embodiment of the present disclosure.

In the accompanying drawings, an underlined number is employed to represent an item over which the underlined number is positioned or an item to which the underlined number is adjacent. A non-underlined number relates to an item identified by a line linking the non-underlined number to the item. When a number is non-underlined and accompanied by an associated arrow, the non-underlined number is used to identify a general item at which the arrow is pointing.

DETAILED DESCRIPTION OF EMBODIMENTS

The following detailed description illustrates embodiments of the present disclosure and ways in which they can be implemented. Although some modes of carrying out the present disclosure have been disclosed, those skilled in the art would recognize that other embodiments for carrying out or practicing the present disclosure are also possible.

In one aspect, an embodiment of the present disclosure provides a system for adapting an organization to future workforce requirements, the system comprising a server arrangement and a database arrangement coupled in communication with the server arrangement, wherein the server arrangement is configured to:

(a) define work clusters associated with the organization;

(b) analyse trends, fetched from the database arrangement, related to each of the work clusters;

(c) determine future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic; (d) evaluate current state for each of the work clusters utilizing the multi-dimension logic; (e) determine gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generate a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters.

In another aspect, an embodiment of the present disclosure provides a method for adapting an organization to future workforce requirements, the method comprising using a computer system for:

(a) defining work clusters associated with the organization;

(b) analysing trends related to each of the work clusters;

(c) determining future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic;

(d) evaluating current state for each of the work clusters utilizing the multi-dimension logic;

(e) determining gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generating a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters.

In yet another aspect, an embodiment of the present disclosure provides a computer program product for adapting an organization to future workforce requirements, the computer program product comprising a non-transitory machine-readable data storage medium having stored thereon program instructions that, when accessed by a processing device, cause the processing device to:

(a) define work clusters associated with the organization;

(b) analyse trends related to each of the work clusters; (c) determine future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic;

(d) evaluate current state for each of the work clusters utilizing the multi-dimension logic;

(e) determine gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules; and

(f) generate a transformation plan based on the determined gaps, wherein the transformation plan comprises action points for each of the work clusters.

The present disclosure provides the aforementioned system, method and computer program product for adapting an organization to future workforce requirements. The aforementioned system provides a structured process and tool for designing future work for the organization. The present system identifies future risks as well as provide action points to generate a transformation plan for aligning the workforce with the future requirements of the organization. The present system provides a quantified and holistic guided process using predefined attributes to describe the workforce situation and need for the organization. The present system is repeatable, verifiable, comprehensible, efficient and evaluable, in contrast to the existing strategic workforce planning tools and approaches. The present system combines aspects, such as work space, work time, skills, processes and even Information Technology (IT) techniques and tools in one solution. Therefore, the topics that today are usually solved by different tools, people or techniques can be combined in one approach using the present system. Notably, the present system can be operated semi-autonomously or fully autonomously for adapting an organization to future workforce requirements.

The present system assists and guides to provide an in-depth analysis of the processes and procedures already in place in the organization. The present system performs a review of organizational structure, and provide identification on environmental influences (both internal and external). The present system also includes processes to analyse the workplace, including office layouts, workspace configuration, and any equipment, tools, hardware, and software that the organization may use. At the same time, the present system includes processes for establishing benchmarks of other high performing businesses and organizations for comparison.

The present system adapts to a world of work that constantly changes, including changes to an organization's human capital requirements. The present system is capable of performing human resources analysis, that can be conducted across all levels of an organization and across all work components, to address the fact that at any given point, the number and type of employees an organization need are changing based on the strategies employed to meet the organization's business goals. The present system includes processes to determine what needs to be done, as well as determine what kind of workers, or how many of them, the organization needs to accomplish its business objectives. The present system provides a verifiable way to collect, measure, and analyse the human capital needed to achieve an organization's mission, vision, and goals.

The present system tries to answer questions like, which industries will survive, how will work places look like in the future, are buildings needed and where and what do they have to look like, which infrastructure for future work does it need, and what about human resources, will there be work for human, what type of work, and where and which skills are needed? These are just some of the important questions that are answered from and for organizations utilizing the present system. The present system aims to helps to make future work for industries and human beings, and also for the environment. The present system helps to design the future of work with its different aspects within one approach and solution and therefore saves time, money, resources and efforts. The present system also leads to less mistakes and collateral damages, regarding cost, e.g. as investment in human resources capital and the like for the organization.

The present system also tries to integrate the progress of every individual employee with the progress of the organization. The present system helps to cater to specific needs of every individual employee. The present system tries to analyse and assess the skill level of every individual employee, roles and responsibilities imparted, and trainings and improvement programs to be conducted based on the skill level possessed by an individual employee at present and skill level required from the individual employee in future in accordance with the changing nature of the organization's mission, vision, and goals.

The term " organization " as used herein collectively refers to a business entity, a business organization, an enterprise, a company, etc. The organization may be a unit of human resources that is structured and managed to meet a need or to pursue collective goals. Typically, all organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are, generally, open systems as they affect and are affected by their environment. Hereinafter, the terms " organization " and "business" have been interchangeably used. It may also be appreciated that the "organization" may also, sometimes, be referred to as a "company" , a "firm", an "enterprise", an "establishment", an "agency" or an "institution" without any limitations.

Throughout the present disclosure, the term "server arrangement" relates to an arrangement of at least one server that, when operated, performs the aforementioned steps (a) to (f) for adapting an organization to future workforce requirements. The term "server" generally refers to an application, program, process or device in a client-server relationship that responds to requests for information or services by another application, program, process or device (a client) on a communication network. The term " server " also encompasses software that makes the act of serving information or providing services possible. Moreover, the term " client " generally refers to an application, program, process or device in a client-server relationship that requests information or services from another application, program, process or device (the server) on the communication network. Importantly, the terms " client " and " server " are relative since an application may be a client to one application but a server to another application. The term " client " also encompasses software that makes the connection between a requesting application, program, process or device and a server possible, such as an FTP client. It will be appreciated that the communication network can be an individual network, or a collection of individual networks that are interconnected with each other to function as a single large network. The communication network may be wired, wireless, or a combination thereof. Examples of the individual networks include, but are not limited to, Local Area Networks (LANs), Wide Area Networks (WANs), Metropolitan Area Networks (MANs), Wireless LANs (WLANs), Wireless WANs (WWANs), Wireless MANs (WMANs), the Internet, radio networks, telecommunication networks, and Worldwide Interoperability for Microwave Access (WiMAX) networks.

Furthermore, throughout the present disclosure, the term " database arrangement" , sometimes simply referred to as "database", relates to an arrangement of at least one database that when employed, allows for the server arrangement to perform the aforementioned steps (a) to (f) for adapting an organization to future workforce requirements. The term "database arrangement" generally refers to hardware, software, firmware, or a combination of these for storing information in an organized (namely, structured) manner, thereby, allowing for easy storage, access (namely, retrieval), updating and analysis of such information. The term " database arrangement" also encompasses database servers that provide the aforesaid database services to the server arrangement. It will be appreciated that the data repository is implemented by way of the database arrangement.

For illustration there will now be considered an exemplary network environment, wherein the system that, when operated, adapts an organization to future workforce requirements, is implemented pursuant to embodiments of the present disclosure. One such network environment has been illustrated in conjunction with FIG. 1 as explained in more detail later in the description. The exemplary network environment may include a plurality of electronic devices (hereinafter referred to as " entity devices ") associated with a plurality of entities, the server arrangement including the at least one server, the database arrangement including at least one database, and the communication network. The server arrangement may be coupled in communication with the entity devices via the communication network. In such a case, the entity devices can be understood to be the " clients " for the server arrangement. It is to be noted here that it is not necessary for the server arrangement to be coupled in communication with all the entity devices simultaneously at all times. Furthermore, the server arrangement is coupled in communication with the database arrangement (for example, via the communication network). Examples of the entity devices include, but are not limited to, mobile phones, smart telephones, Mobile Internet Devices (MIDs), tablet computers, Ultra-Mobile Personal Computers (UMPCs), phablet computers, Personal Digital Assistants (PDAs), web pads, Personal Computers (PCs), handheld PCs, laptop computers, and desktop computers. It will be appreciated that the aforementioned server arrangement can be implemented in several ways. In an example, the at least one server of the server arrangement could be directly coupled in communication with a given entity device associated with a given entity, via the communication network. In such an example, the at least one server could perform the aforementioned steps (a) to (f) for adapting an organization to future workforce requirements. In another example, the server arrangement could have a distributed architecture wherein the server arrangement could comprise a plurality of servers that are coupled in communication with a given entity device associated with a given entity, via the communication network. In such a case, there can be a first server (namely, a "front-end server ") that is directly coupled in communication with the given entity device, and at least one server (namely, at least one "back-end server ") that is coupled in communication to the first server. In operation, the first server can be accessed by the given entity using the given entity device, via the communication network. Furthermore, in such a case, the at least one back-end server, either alone, or in combination with the front-end server, could implement the aforesaid steps (a) to (f). In yet another example, server arrangement could be implemented by way of a cloud server arrangement.

Herein, the server arrangement and the database arrangement form a computer system for executing the aforementioned method with the aforementioned steps (a) to (f) for adapting an organization to future workforce requirements. The computer system may include a processor and a memory. The processor may be one or more known processing devices, such as microprocessors manufactured by Intel™ or AMD™ or licensed by ARM. Processor may constitute a single core or multiple core processors that executes parallel processes simultaneously. For example, processor may be a single core processor configured with virtual processing technologies. In certain embodiments, processor may use logical processors to simultaneously execute and control multiple processes. Processor may implement virtual machine technologies, or other known technologies to provide the ability to execute, control, run, manipulate, and store multiple software processes, applications, programs, etc. In another embodiment, processor may include a multiple-core processor arrangement (e.g., dual, quad core, etc.) configured to provide parallel processing functionalities to allow computer system to execute multiple processes simultaneously. One of ordinary skill in the art would understand that other types of processor arrangements could be implemented that provide for the capabilities disclosed herein. Further, the memory may include a volatile or non volatile, magnetic, semiconductor, solid-state, tape, optical, removable, non-removable, or other type of storage device or tangible (i.e., non- transitory) computer-readable medium that stores one or more program(s), such as app(s).

Program(s) may include operating systems (not shown) that perform known operating system functions when executed by one or more processors. By way of example, the operating systems may include Microsoft Windows™, Unix™, Linux™, Android™ and Apple™ operating systems, Personal Digital Assistant (PDA) type operating systems, such as Microsoft CE™, or other types of operating systems. Accordingly, disclosed embodiments may operate and function with computer systems running any type of operating system. The computer system may also include communication software that, when executed by a processor, provides communications with network and/or local network, such as Web browser software, tablet, or smart hand held device networking software, etc.

The present system can be deployed to third parties, for example an organization, as part of a service wherein a third party virtual private network (VPN) service is offered as a secure deployment vehicle or wherein a VPN is built on-demand as required for a specific deployment. A VPN is any combination of technologies that can be used to secure a connection through an otherwise unsecured or untrusted network. VPNs improve security and reduce operational costs. The VPN makes use of a public network, usually the Internet, to connect remote sites or users together. Instead of using a dedicated, real-world connection such as leased line, the VPN uses "virtual" connections routed through the Internet from the company's private network to the remote site. Access to the software via a VPN can be provided as a service by specifically constructing the VPN for purposes of delivery or execution of the process software (i.e., the software resides elsewhere) wherein the lifetime of the VPN is limited to a given period of time or a given number of deployments based on an amount paid. In other examples, the present solution as a service can also be deployed and integrated into the IT infrastructure of the organisation.

In the aforementioned step (a), the server arrangement of the present system is configured to define work clusters associated with the organization. In one or more embodiments, the work clusters may be defined according to one or more of core and support processes, sectors and process groups associated with the organization. In other words, the work clusters may be built around the existing departments and verticals of the organization. Further, based on analysis (as discussed later), the organization may need to define future families of work clusters to better meet the future workforce requirement of the organization. For example, with increase in use of automation and virtual assistants, the organizations are becoming increasingly bi-polar with jobs sorting out into two major clusters, i.e., an organization may have a low-wage, lower-skilled, routine work cluster, which may be qualified to do the routine work; and a high-paying, creative work cluster requiring a combination of complex technical skills like problem-solving and critical thinking, and strong people skills like collaboration and clear communication. A work cluster is a construct which is defined by a set of information such as tasks, goal, added value, size and correlation or inter-relation to other work clusters in the organization. In some embodiments, the server arrangement may further be configured to define meta-clusters associated with the organization; for example, based on the trend analysis (as discussed in the subsequent paragraphs).

Optionally, the work clusters defined by the server arrangement are rendered on a user interface via the display associated with the entity device. As mentioned, the work clusters defined by the server arrangement depends on a set of information. Herein the information may be provided by a user associated with the entity device. Optionally, the work clusters are defined via a frame module in the server arrangement. The frame module prompts the user to define one or more work clusters relevant to an organization associated with the user. In an example, the user is prompted to input the one or more relevant work clusters via the user interface manually. In another example, the user is prompted to select from a list of pre-defined work clusters that are relevant to the organization. In yet another example, the user may be prompted to subjectively define a relevance for a particular organization by choosing a number on a scale of say, 1 to 10 with 1 being the lowest relevance and 10 being the highest relevance.

Throughout the present disclosure, the term "user" as used herein relates to any entity including a person (i.e., human being) or a virtual personal assistant (an autonomous program or a bot) using a device and/or system described herein. It will be appreciated that the term "user" is not limited to a single entity. The user may be a group of individuals or an organization that utilizes the server arrangement for generating a transformation plan. Further, the term "user interface" as used herein refers to a structured set of user interface elements rendered on a display screen. Optionally, the user interface (UI) rendered on the display screen is generated by any collection or set of instructions executable by an associated digital system. Additionally, the user interface (UI) is operable to interact with the user to convey graphical and/or textual information and receive input from the user. Specifically, the user interface (UI) used herein is a graphical user interface (GUI). Furthermore, the user interface (UI) elements refer to visual objects that have a size and position in user interface (UI). A user interface element may be visible, though there may be times when a user interface element is hidden. A user interface control is considered to be a user interface element. Text blocks, labels, text boxes, list boxes, lines, and images windows, dialog boxes, frames, panels, menus, buttons, icons, etc. are examples of user interface elements. In addition to size and position, a user interface element may have other properties, such as a margin, spacing, or the like.

In the aforementioned step (b), the server arrangement of the present system is configured to analyse trends, fetched from the database arrangement, related to each of the work clusters. Trends can include future or predicted outlooks or pathways of a particular industry. This information can be important during assessment and evaluation of a business, particularly the development and future of the business. The trends can include various outlooks and pathways of industries collected and entered into the industry data of the database from a variety of sources, including industry reports, sector analyses, news sources or other sources of industry information. A trend is an observed or predicted pattern of change within an aspect of an industry, such as changes in production, earnings, employment, etc. These changes can be decreasing or increasing indicating if the trend is upward or downward. Using the trends, potential future industry behaviour can be predicted and accounted for in business development and management through an action plan that is generated (as discussed later) considering the trends of the industry within the evaluated business operates. Trends can be a repeatedly observed change in an industry as indicated by repeated use of a term within new articles referencing a particular industry. Trends can also be realized by analysing objective and subjective data of an industry and applying statistical analysis to generate a trend line applied to numerical representations of the data to predict if there is an increase or decrease across various aspects of the industry. For example, data regarding earnings for the industry can be analysed and a trend line can be generated to fit the data, wherein the trend line can indicate that the need of human resources for a particular department within the organization may rise or decline and also what may be the degree of change over time, and further may provide information whether the change would be rapid, slow or non-existent. It may be appreciated that the trends can be continually updated using new information and historical information to predict and analyse changes in an industry. Additionally, the server arrangement can analyse business data to predict or forecast trends. This can include processing performance and other business data, including market share data, in relation to time to predict or forecast the future outlook for a particular industry. The various data, performance and other business data, can be plotted versus time and a trend line fitted or other statistical analysis can be performed on the data to assess or predict if future values of the data will be less than, greater than or the same as the current values of the data, i.e., what is the trend for a particular business aspect based on the known data for that aspect. Further, the calculation or generation of trends can be refined within the system to narrow the considerations, such as to a specific geographical area. This can allow for a more detailed and specific geography-based prediction rather than a generalized larger or global industry trend.

In one or more embodiments, the server arrangement may analyse megatrends, also sometimes referred to as global trends associated with the industry of the organization. The megatrends or the global trends are the tremendous forces reshaping industries and with it, the world of work, for example the economic shifts that are redistributing power, wealth, competition and opportunity around the globe; the disruptive innovations, radical thinking, new business models and resource scarcity that are impacting every sector. For instance, the megatrends may include new technological breakthroughs, demographic shifts, rapid urbanization, shifts in global economic powers, resource scarcity and climate change, and the like. For example, in technological breakthroughs, automation, robotics and AI are advancing quickly, dramatically changing the nature and number of jobs available. Similarly, demographic shifts, such as longer life span of individuals, is believed to affect business models, talent ambitions and pension costs for an organization.

Flerein, the industry data, stored within the database, can include objective data and subjective data. Objective data can include data that is quantifiable with a numerical value, such as overall industry sales, the change in industry sales and other figures. Subjective data can include data that is not readily or easily quantifiable. Often, subjective data will require further analysis or processing to generate a numerical value for the data that can then be used in the business assessment and evaluation process. Example subjective data, can include public perception of the industry and other intangible or non-value based data regarding the industry. Typically, an algorithm can calculate, a person can assign, or other suitable method can be used to assign a value to the subjective data for later use in assessments and evaluations. Subjective data can be collected in the form of survey or questionnaire responses that can then be analysed and quantified using a scoring rubric or algorithm. In an example algorithm, various key words or terms can be assigned numerical values relating to their importance or impact when included in a response. The algorithm can read the response and assign a score to the response based on the included key words and their associated numerical values. Other alternative scoring algorithms can be used to assess and quantify the subjective data without any limitations.

The database arrangement stores industry data within the database which may be associated with a particular individual organization. The business data can include performance data, market share, objective data and subjective data for an individual organization. This business data can be used in the analysis and evaluation of an organization, providing comparison data that can be used to assess the business relative to other businesses that meet comparison criteria. The industry data can be identified during the assessment or evaluation of a business in relation to the industry in which the business operates.

Performance data can include performance characteristic data and/or calculated or assigned numerical values for various performance characteristics of the organization. The performance data associated with various organizations can be parsed, calculated or compiled using objective data and subjective data of the various businesses from a variety of sources, such as public financial reports, news sources, and other data sources. That is, the performance data of a business can include information that can be used to calculate or assign values for performance characteristics as needed and/or the performance data can include pre-calculated or assigned values for various performance characteristics of a business. Various performance data for an organization can be entered into the business data associated with that organization, this performance data can then be retrieved in order to perform various evaluations and assessments of an organization, using the business data for comparison.

Market share data and/or information can also be included as part of the business data stored within the database. Market share data can include the market share of a particular business within in an industry assessed in various forms of scale, such as the industry overall or varying scales of the industry geographically, including locally, regionally and nationally. The market share data can be used when evaluating and assessing a business in relation to other businesses within an industry or other assessment and evaluation parameters. Market share data can be entered into the business data of the database manually if known or a calculation or algorithm can be used to assess the relative market share of particular businesses within a defined set of parameters, i.e., industry and/or geographical.

Objective data can be included in the business data of the database. Objective data can include reported or public quantifiable data, such as financial data, market data and employment data. The objective data can be stored within the database as an amount and tied to specific variable of a business, such as a value associated with the number of employees, or a value associated with the earnings of a business. Subjective data can also be included in the business data of the database. Subjective data, as discussed previously, can include data that does not have a predefined quantity associated with it. Subjective data can have a numerical value associated with it after processing and/or analysis, according to a process or method of doing so, as discussed previously. The subjective data can be stored as part of the business data of the database, in an unscored/unquantified form and/or in a processed form with a score or quantity associated.

The various business data stored, such as the performance data, the market share data, the objective data and the subjective data, within the database is associated with a particular business. Any relevant or known information regarding a business can be entered into the business data of the database. While it can be desirable to have all the information regarding a business stored in the business data of the database, it may be difficult or impossible to do so and gaps or empty fields may exist in the business data. However, as the available information changes or more information becomes known, the business data of a particular business can be updated to reflect those changes. During an evaluation, business data of a particular business can be retrieved from the database to create comparison business profiles. Optionally, the trends can be fetched from a plurality of databases and analysed for the work clusters defined by the aforementioned frame module. Further, the frame module also determines trends for each of the work clusters. The trends may be analysed in accordance with quantitative, scientific analysis and industry benchmarks to determine the current status of each of the work clusters. The analysed trends may be rendered on the entity device to be visualized by the user. In the aforementioned step (c), the server arrangement of the present system is configured to determine future resource requirements for each of the work clusters based on the analysed trends utilizing a multi-dimension logic. In one or more examples, the future resource requirements may include required future families for the work clusters associated with the organization. Herein, the multi-dimension logic is based on plurality of pre-defined attributes. In one embodiment, the multi-dimension logic may employ 90 pre-defined attributes which may include leadership qualities, work flexibility, working hours, organization's agility, innovation ability, and the like. These pre-defined attributes are defined to describe the workforce situation and need. Herein, each dimension of the multi dimension logic is based on a set of pre-defined attributes from the plurality of pre-defined attributes. That is, each dimension of the multi- dimension logic may employ one or more of the said 90 pre-defined attributes. In one or more embodiments, the dimensions of the multi dimension logic correspond to one of work digitization and industrial automation; work retention and engagement; work style; work time, place and frame; work culture; workforce personality; workforce qualification; and workforce diversity. The terms as used herein have their usual meaning unless specified otherwise. Optionally, the server arrangement includes a concepter module to determine meta-profiles of the future workforce requirements. The concepter module generates a meta-profile for each of the clusters in the form of future families of each of the work clusters. The term meta- profile as used herein refers to definitive information that is rendered to the user along with a name of a suggested future family for a given work cluster. In an example, the different future families in the HR cluster include, but are not limited to, digital recruiting, organizational talent development, culture architecture, strategic candidate scouting, community management and storytelling, employee life contact, future HR management, employee life cycle administration, learning architecture, labour law coordination and strategic workforce planning. Notably, the user may choose to select from the suggested future families, remove the non-relevant future families or add new future families manually via the user interface. Furthermore, the user is also allowed to switch from one relevant work cluster to another relevant work cluster and choose the required future families for each of work clusters.

Optionally, the server arrangement includes a designer module that further defines in detail the selected future families in the concepter module. The details of the future families developed in the concepter module are described in the designer module. Herein, the details of each of the future families are described in accordance with the 8-dimension logic and the pre-defined attributes of each of the work clusters. The user is allowed to define a relevance of each of the attribute for a particular future family. Further, the designer module also determines the relationship between the one or more future families, so as to define a broader and clearer picture for each of the work clusters. In an example, the family "digital recruiting" is related to the family "digitization and automation" because as digitization increases or decreases in an organization, digital recruiting will also escalate or deescalate accordingly at the same rate. In the aforementioned step (d), the server arrangement of the present system is configured to evaluate current state for each of the work clusters utilizing the multi-dimension logic. The current state, herein, represents the " status quo " of the organization. Basically, the current state may provide information about the current resources employed and implemented in the organization. The purpose of using the same multi dimension logic for evaluating the current state for each of the work clusters is to be able to make a comparison of the resultant dataset from the evaluation with the derived future resource requirements of the organization. It may be understood that, herein, again the multi dimension logic is based on same plurality of pre-defined attributes, with each dimension of the multi-dimension logic being based on a set of pre defined attributes from the plurality of pre-defined attributes; and the dimensions of the multi-dimension logic correspond to one of work digitization and industrial automation; work retention and engagement; work style; work time, place and frame; work culture; workforce personality; workforce qualification; and workforce diversity.

It may be appreciated that the current state of the organization may be extracted from internal and audits reports. In some examples, such reports may be in form of at least one of: scanned handwritten data, scanned digitally written data, scanned machine-readable data, encoded data, audio data, image data, audio-visual data, digital data (for example, such as machine-readable text), and machine-understandable data. In such case, the natural language processing may be performed on the reports by way at least one of: optical character recognition, machine translation, topic segmentation, word sense disambiguation, lemmatization, parsing, word segmentation, morphological segmentation, analysing lexical semantics, speech recognition, speech segmentation, summarization, and the like. Optionally, the server arrangement comprises a profiler module that determines all the current families associated with each of the defined work clusters. The profiler module determines the current families based on the information gathered from a particular organization for which transformation plan is to be generated. Herein, the information may be acquired from an associated database or is to be inputted manually by the user via the user interface. In an example, the different current families for HR work cluster include, but are not limited to, head of personal management, consultant for occupational safety, personal development, speaker of staff planning, staff of officer recruiting, personal officer of labour law, expert HR controlling and HR business partner. Optionally, each of the determined current families along with the underlying statistical data are rendered on the user device via the user interface. In the aforementioned step (e), the server arrangement of the present system is configured to determine gaps between the future resource requirements and the current state for each of the work clusters based on pre-defined rules. The gaps may represent the discrepancies between outcome narratives of the future resource requirements and the current state of business practice as identified. The pre-defined rules, as used herein, may refer to qualitative and quantitative computing methodologies to identify future risks as well as action to guarantee an efficient transformation process of the organization and the workforce aligned with the future requirements. It will be appreciated that the gap analysis may further be expanded to identify upcoming potential risks based on the multi-dimension logic.

During gap assessment, implications of business transformation are elucidated. If a particular outcome narrative or its implications are not aligned with the goals of each participating entity, the corresponding data from the resources is re-visited to ensure decisions embodied therein have been applied correctly to a current hypothetical circumstance. The identified gaps may be in the form of number of human resources required in a given department of the organization. For example, with the industry trends pointing towards increased role of automation in production, the identified gaps may suggest the need of increasing human resources who can help with automating processes associated with the production, like design engineers, CAD/CAM operators, IT professionals and the like; while at the same time cutting down on the number of factory line workers. A gap assessment serves as a basis to design and implement a prioritized transformation program of improvements to address identified barriers in the organization, as discussed in the subsequent paragraphs.

In one or more embodiments, the gaps are determined as per a desired granularity for each of the work clusters. That is, a user may be able to control or select the level or scale up to which the gaps may be determined. For example, in some cases, the gap analysis may be required to be performed only at a high level, and in such case, the granularity may set to be "low"; and in other cases, an in-depth gap analysis may be required to be performed, and in such case, the granularity may set to be "high".

Optionally, the server arrangement comprises an analyser module to compare the detailed analysis of the designer module with the detailed analysis of the profiler module. The analyser module assesses the gaps between the future workforce requirements and the current status of the workforce. The gap analysis is performed on each of the one or more families to determine future risks associated with each of the future family in the work cluster. Optionally, the risk analysis is presented to the user via the user interface in the form of a graphical representation of a customizable risk board. The customizable risk board may present the analysed risk in two ways, one for all the 8-dimensions and the other specific to each dimension of the future family. In an example, the risk board may be presented as a digital meter such that a higher value on the risk board indicates a higher risk based on the analysis of a future family. In the aforementioned step (f), the server arrangement of the present system is configured to generate a transformation plan based on the determined gaps. The transformation plan comprises action points for each of the work clusters to be carried out to mitigate the identified gaps. In other words, gap assessment between the future resources requirement and the current state of business practice developed in step (e) is used to identify actions to address gaps, which is subsequently followed by the development of a transformation plan in step (f). Herein, the action points, in the transformation plan, comprise alternative action scenarios and measures related to at least one of future workspace planning, work times and required skills. In the present embodiments, the transformation plan is generally focussed on: strategy & organisational development, organisational design & structure, digitization & automation, workspace planning/design, work forms and models, work culture and leadership, people & development, processes & tools.

The generated transformation plan with its concrete action points and measures, procedures, specific goals, and continuing evaluation processes are based on gap analysis, as described above. A transformation plan implements specific goals, actions, procedures, and evaluation processes to transform the organization's growth potential into the best version possible. Oftentimes, conventional action plans focus on evaluating the internal operations of a business and building a plan solely on the internal evaluations with perhaps some publicly known market analysis of competitors. With the present approach, gaining access to comparative data is extremely helpful in evaluating each work cluster's strengths and weaknesses and then building a transformation plan and executing the plan. It will be appreciated by a person skilled in the art that an assessment seeking to objectively identify what is most likely to help create and drive the changes (as implemented herein) is more beneficial than an approach that simply relies on opinion.

As may be understood, conventional business management includes the internal comparisons and projections. Generally, conventional business management sets goals based on the evaluations of the business' internal operations. The purpose of the transformation plan is to broaden the scope of analysing the business, with the tools of accessing a wide range of information from other business' financial, marketing, operations, profits, management, technology, and the like. The action items included in the present transformation plan help to bridge a gap between the individual business' current level of belief or understanding of the business' future and potential and the possibilities of what the business could achieve with a large network of information and evaluation tools and ideas based on trends in the industry.

The transformation plan, as discussed in the above paragraphs, provides an organization with solutions sets that include environmental performance supports such as work design, policy and technical manual updates and information technology improvements; motivation/incentive supports such as revised pay and benefit packages; and/or assignment/selection performance supports, such as competency- specific position descriptions. As briefly mentioned above, many businesses have a limiting vision of their growth and success potential based mostly on the conventional approach of analysing a business by itself. When the business' true potential for its success and growth is discovered, the business can develop clear action items, procedures, specific goals, and continuing evaluation processes to reach the true potential. Almost always, a business' true potential exceeds the business' current belief of its potential. Changing the core belief of a business by raising its belief in its the growth and success potential significantly increases the likelihood that, with the help of the network of data and other knowledge, the business will achieve much higher growth and success than if the business did not have a transformation plan.

In an alternative embodiment, the system is further configured to adapt an employee of the organization to the future requirements of the organization. Throughout the present disclosure, the term "employee" as used herein refers to an individual hired by an organization to do a specific job. Generally, the employee is hired by the organization after an application and interview process resulting in his or her selection as an employee. Each employee has defined roles and responsibilities and is expected to perform specific tasks in accordance with the defined roles and responsibilities. Each employee works within a functional area or department such as marketing or Human Resources. The employee has a workstation or an office in which he or she accomplishes the tasks assigned. The organization supplies the employee with the tools and equipment necessary to perform work such as a computer, telephone, cell phone, laptop, desk, and supplies. The employee may work as a part-time employee, full-time employee, or a temporary employee, as agreed by both the employee and the organization. The employee barters his or her skills, knowledge, experience, and contribution towards the organization in exchange for compensation such as money or other incentives from the organization. It will be appreciated that the term "employee" is different from the term "user" as the employee may have access to only the employer module, while the user as aforementioned has access to all the modules such as the frame module, the concepter module, the designer module, the analyzer module, and the profiler module. In one or more examples, the employee may also have rights to access all the modules such as the frame module, the concepter module, the designer module, the analyzer module, the profiler module, and the employer module.

Notably, the progress of the organization depends on the progress of the employees, and it is therefore essential to consider one or more factors associated with the progress of the employees. The one or more such factors include, but are not limited to, one or more skill sets possessed by the employee, different aspirations and expectations (financial and skill-based) of the employee from the organization, work conditions, work load on each of the employee, improvements they wish to accommodate in the functioning of the organization and so forth. It will be appreciated that such a system aims to create an active network of feedback from the employees as well as assess an active status or position of the employees that further assists in formulating the transformation plan for the organization. In addition to the transformation plan for the organization, the system also aims to generate an employee plan for every individual employee of the organization. Optionally, such an evaluation of individual employees is executed by an employee module that is configured to execute a series of steps to generate a detailed employee plan for each individual employee of the organization. Optionally, the employee module is configured to retrieve information pertaining to each of the individual employee of the organization. Notably, the information retrieved for each of the individual employee of the organization may comprise several factors such as, one or more skill sets possessed by the employee, different aspirations and expectations (financial and skill-based) of the employee from the organization associated therewith, health conditions, expected maternity period (in case of female employees), work load on each of the employee, improvements they wish to accommodate in the functioning of the organization and so forth. Furthermore, the information also relates to personal assessment of the individual employees including the roles and responsibilities imparted and the tasks to be fulfilled thereby, the optimal framework conditions for the completion of the given tasks, expectation from the working environment, assessment of competencies and so forth.

Optionally, the employee module is associated with a user interface that enables the employee to register one or more information associated with oneself. Herein, the information may be provided by the employee via the entity device associated therewith. In an example, the employee is prompted to input one or more relevant criteria such as tasks assigned, competencies, expectation and so forth as aforementioned. In another example, the employee is prompted to select from a list of predefined goals, expectations, competencies, feedbacks etc. Optionally, the information pertaining to a particular employee is accessed from the database arrangement of a particular organization that stores information such as employee name, employee code, employee pay scale, employee role, and also additional information such as tasks assigned, competencies, expectation that may have been collected via a survey program or a feedback session and so forth as aforementioned. Optionally, employee module is further configured to analyse the information related to each of the employees retrieved from respective employees and/or the database arrangement. The information pertaining to employees is analysed to predict the pathways for improvement or incentives for employees, to predict worth of the employees, to evaluate employees on a number of factors as desired by the organization in future, and so forth. The information is also analysed to determine the development and future of the organization integrated with the progress of the employees. The information is analysed to evaluate a current performance matrix for each of the employees in the organization using the multi-dimension logic as discussed previously. The " current performance matrix " herein refers to " status quo " of the individual employees across all departments in the organization. Basically, the current performance matrix may provide information about all the current human resources employed in the organization. The purpose of using the same multi-dimension logic for evaluating the current performance matrix of each of the employees is to be able to make a comparison with the " status quo " of the organization as well as the future requirements of the organization. Optionally, the employee module is in communication with the profiler module to fetch the details corresponding to different current families defined in the organization. In an example, the different current families for HR work cluster include, for example, but are not limited to, head of personal management, consultant for occupational safety, personal development, speaker of staff planning, staff of officer recruiting, personal officer of labour law, expert HR controlling and HR business partner.

Optionally, the employee module is further configured to analyse the information related to each of the employee to determine the future goals or expectations of the individual employees. It will be appreciated that since the primary aim of the employee module is to align the performance of the individual employees with the progress of the organization, therefore the employee module is in communication with the concepter module and the designer module to fetch details related to future workforce requirements, in particular the meta-profiles for each of the defined work clusters in the form of future families of each of the work clusters. In an example, the different future families in the HR cluster include, but are not limited to, digital recruiting, organizational talent development, culture architecture, strategic candidate scouting, community management and storytelling, employee life contact, future HR management, employee life cycle administration, learning architecture, labour law coordination and strategic workforce planning. Optionally, future performance matrix is determined for each of the employees in accordance with the roles and responsibilities defined in the future families of each of the work clusters. It will be appreciated that the " future performance matrix " herein refers to expected roles and responsibilities from each of the employee of the organization in a given period of time, to cope up with the future vision and goals of the organization as well as the changing trends (mega-trends or global trends) in the industry. Optionally, the employee module is further configured to determine gaps between the future human resource requirements and the current human resources in the organization. The gaps may represent the discrepancies between outcome narratives of the future human resource requirements and the current state of business practice as identified within the organization. In particular, the gaps represent the performance distance between the current performance matrix and the future performance matrix for each of the employee in the organization. The gaps are identified based on pre-defined rules, that may refer to qualitative and quantitative computing methodologies to identify future requirements as well as actions that are required for efficient transformation process of the employee such that the performance and goals of the employee is aligned with the transformation process of the organization. It will be appreciated that gap analysis identifies the expected future performance of the current employees as well as a detailed analysis of which employees need to be hired in the future possessing a particular skill set, or what training programs are required for current employees to achieve a particular skill set. The gap analysis also determines which employees are best suited for a particular role based on their current performance matrix. During gap assessment, implications of employee transformation are elucidated across all current families and future families as determined. In an example, the gap analysis is equivalent to risk analysis that determines the risks in the upcoming future due to changing industry trends and is presented it to the user via the user interface in the form of a graphical representation of a customizable employee risk board based on the performance analysis of the individual employees. Optionally, the employee module is further configured to generate an employee transformation plan based on the determined gaps. The employee transformation plan comprises action points for each of the employees across the organization to be carried out to mitigate the determined gaps. In other words, the gap analysis between the current performance matrix and the future performance matrix is used to identify the competency gaps for an individual employee, which are subsequently followed by the development of the employee transformation plan. Herein, the employee transformation plan comprises a hypothetical improvement plan for a particular employee that needs to be followed to achieve particular skills or particular performance rate. In particular, the employee transformation plan is focussed on one or more professional trainings, skill development such as skill required for using a particular machinery or a software tool introduced in the organization, effort time required, and so forth. It will be appreciated that a unique employee transformation plan is generated for each of the employees defining specific concrete points including procedures, measures, trainings, evaluations based on the gap analysis, etc. The employee transformation plan implements specific goals, actions, procedures, processes to improve the performance of the employee in the best version possible. The comparative data from gap analysis provides an insight into the strengths and weaknesses of the individual employees and then formulate the unique employee transformation plan. The purpose of the employee transformation plan is to bridge a gap between the current performance matrix and the future performance matrix of the employees such that the goals and achievements of the employees are aligned with that of the organization. Optionally, the employee transformation plan is rendered on the entity device associated with the employee via the user interface. In one or more embodiments, the server arrangement is further configured to represent the transformation plan in one or more of augmented reality (AR), virtual reality (VR) and mixed reality (MR). Such techniques may efficiently, accurately, and automatically represent and/or display business data in a relatively engaging manner for the user. For example, in case of virtual reality (VR), it is regarded as having three features, namely immersion, navigation and interaction. Immersion is the use of sophisticated output devices to create the illusion of being inside the computer generated virtual reality world. For example, a head mounted display with a high resolution two dimensional colour monitor in front of each eye can be used along with advanced three dimensional display techniques to create the illusion to the user that the user is inside the computer generated display. Such techniques may help the user to better appreciate, for example, the workplace design, work environment suggestions, etc. as proposed in the transformation plan.

Optionally, the server arrangement is configured to implement artificial intelligence (AI) techniques to dynamically adapt the transformation plan in accordance with the dynamic nature of the organization and the business industry. The term " artificial intelligence (AI)" as used herein refers to any mechanism or computationally intelligent system that combines knowledge, techniques, and methodologies for controlling a bot or other element within a computing environment. Furthermore, the artificial intelligence (AI) is configured to apply knowledge and that can adapt it-self and learn to do better in changing organizational and industrial environments. Additionally, employing any computationally intelligent technique, the artificial intelligence (AI) is operable to adapt to unknown or changing environment for better performance of the transformation plan and the employee transformation plan. The artificial intelligence (AI) includes fuzzy logic engines, decision-making engines, preset targeting accuracy levels, and/or programmatically intelligent software.

Artificial intelligence (AI) in the context of the present disclosure relates to software-based algorithms that are executable upon computing system and are operable to adapt and adjust their operating parameters in an adaptive manner depending upon information that is presented to the software-based algorithms when executed upon the computing hardware. Optionally, the artificial intelligence (AI) include neural networks such as recurrent neural networks, recursive neural networks, feed-forward neural networks, convolutional neural networks, deep belief networks, and convolutional deep belief networks; self-organizing maps; deep Boltzmann machines; and stacked de-noising auto-encoders. An "artificial neural network" or simply a "neural network" as used herein can include a highly interconnected network of processing elements, each optionally associated with a local memory. In an example, the neural network may be Kohonen map, multi-layer perceptron and so forth. The processing elements can be referred to herein as "artificial neural units," "artificial neurons," "neural units," "neurons," "nodes," and the like. A neuron can receive data from an input or one or more other neurons, process the data, and send processed data to an output or yet one or more other neurons. The neural network or one or more neurons thereof can be generated in either hardware, software, or a combination of hardware and software, and the neural network can be subsequently trained.

Optionally, artificial intelligence (AI) employ any one or combination of the following computational techniques: constraint program, fuzzy logic, classification, conventional artificial intelligence, symbolic manipulation, fuzzy set theory, evolutionary computation, cybernetics, data mining, approximate reasoning, derivative-free optimization, decision trees, or soft computing.

The present disclosure also relates to the method as described above. Various embodiments and variants disclosed above apply mutatis mutandis to the method. Optionally, the multi-dimension logic is based on plurality of pre-defined attributes, with each dimension of the multi-dimension logic being based on a set of pre-defined attributes from the plurality of pre-defined attributes. Optionally, the dimensions of the multi-dimension logic correspond to one of work digitization and industrial automation; work retention and engagement; work style; work time, place and frame; work culture; workforce personality; workforce qualification; and workforce diversity.

Optionally, the work clusters are defined according to one or more of core and support processes, sectors and process groups associated with the organization.

Optionally, the gaps are determined as per a desired granularity for each of the work clusters.

Optionally, the action points comprise alternative action scenarios and measures related to at least one of future workspace planning, work times and required skills.

Optionally, the method further comprises:

- retrieving information pertaining to each of the employee;

- analysing information pertaining to each of the employee to determine a current performance matrix and a future performance matrix;

- determining gap between the current performance matrix and the future performance matrix; and

- generating a unique employee transformation plan for each of the employee. Optionally, the transformation plan is represented in one or more of augmented reality, virtual reality and mixed reality.

DETAILED DESCRIPTION OF THE DRAWINGS Referring to FIG. 1, illustrated is a schematic illustration of a network environment 100 wherein a system that, when operated, adapts an organization to future workforce requirements is implemented, in accordance with an embodiment of the present disclosure. As shown, the network environment 100 includes a plurality of entity devices (depicted as entity devices 102A, 102B and 102C), a server arrangement 104, a database arrangement 106, and a communication network 108. The plurality of entity devices 102A-102C are associated with a plurality of entities. In an example, a given entity can be a computer system available with an administrator of the organization responsible for inputting business and industry data related to the organization. In another example, a given entity can be an automatic server which automatically shares and/or can be used to fetch the business and industry data available with the organization. Notably, the system comprises the server arrangement 104 and the database arrangement 106 coupled in communication with the server arrangement 104. As shown, the server arrangement 104 is coupled in communication with the plurality of entity devices 102A-102C via the communication network 108. It will be appreciated that for sake of simplicity and clarity, the server arrangement 104 and the database arrangement 106 are shown to include a single server and a single database respectively. However, the server arrangement 104 and the database arrangement 106 can also include a plurality of servers and a plurality of databases, respectively.

It will be appreciated that FIG. 1 is merely an example, which should not unduly limit the scope of the claims herein. It is to be understood that the specific designation for the network environment 100 is provided as an example and is not to be construed as limiting the network environment 100 to specific numbers, types, or arrangements of entity devices, servers, databases, and communication networks. A person skilled in the art will recognize many variations, alternatives, and modifications of embodiments of the present disclosure.

Referring to FIG. 2, an exemplary flowchart depicting the steps 202-212 involved in a method 200 for adapting an organization to future workforce requirements is illustrated, in accordance with an embodiment of the present disclosure.

At a step 202, the work clusters associated with the organization are defined. The work clusters are defined according to one or more of core and support processes, sectors and process groups associated with the organization. A work cluster is a construct which is defined by a set of information such as tasks, goal, added value, size and correlation or inter-relation to other work clusters in the organization. In some embodiments, when the process belongs to HR, IT, Production and the like, the server arrangement is configured to automatically recommend the work clusters, and corresponding future families, which may have been stored in the database

At a step 204, trends related to each of the work clusters associated with the organization are analysed. The trend analysis for a particular organization comprises of megatrend analysis and industry analysis. As discussed earlier and expanding thereon, megatrend refers to a shift in behaviours or attitudes that stretches across years, geographies and industries and has a global impact. A megatrend is not a short-term trend, but rather a trend with longevity. For megatrend analysis a huge amount of historical data, is collected and analysed. For instance, the megatrend analysis can be based on accelerated globalization, scarcity of natural resources, demographic change, technological progress, growing influence of capital markets, increasing urbanization, polarization of societies, gender shift, environmental and climate protection and the like. Furthermore, such a megatrend analysis is critical for a company, to seek a sustainable growth and remain relevant as competition increases in near future and new ideas disrupt the entire industry. Moreover, megatrend analysis enables businesses or industries to better anticipate market developments and act accordingly.

In addition to analysing the megatrends, the industry trends are also analysed statically and analytically. The approach that is followed for industry trend analysis is that the historical data for the particular industry is collected and analysed. For instance, such historical data may include number of people working in specific departments across the industry, profits, revenues, production, logistics and the like. The megatrends and industry trends are analysed simultaneously to evaluate the relevant trends and in order to deduce the implications of the trends on work, people and organization.

At a step 206, future resource requirements for each of the work clusters are determined based on the analysed trends utilizing a multi-dimension logic. The future resource requirements broadly constitute the target vision of the organization and the required workforce to achieve the target vision. In an embodiment of the present disclosure, the implemented multi-dimension logic is an 8-dimension logic. In such case, the multi-dimension logic is based on a set of attributes which are separated into 8 dimensions that are relevant for a work cluster. The 8- dimesions correspond to one of work digitization and industrial automation; work retention and engagement; work style; work time, place and frame; work culture; workforce personality; workforce qualification; and workforce diversity. The attributes behind the dimensions are correlated and cover topics from work space, IT-Devices, tools and work time according to work environment and work requirements. It may be contemplated that, in other examples, the multi-dimension logic may have more or less than 8 dimensions without affecting the scope of the present disclosure. At a step 208, a current state for each of the work clusters is evaluated utilizing the multi-dimension logic. In other words, a status quo of the organization is evaluated using the aforementioned multi-dimension logic. This involves evaluating the current work cluster for the organization based on qualitative and quantitative criteria. It will be appreciated that evaluation of current status of the organization is important in order to determine dynamics of the organization.

At a step 210, gaps between the future resource requirements and the current state are determined for each of the work clusters based on pre- defined rules. The gap analysis is performed between the target vision and the status quo. The gap analysis provides a methodology to assess difference in performance in the status quo and determined future work cluster. Also the upcoming risks are also evaluated based on the gap analysis. Furthermore, the analysis of the gap is presented or displayed on a client device, such as one of entity devices 102A-102C.

At a step 212, a transformation plan based on the determined gaps is generated. The generated transformation plan comprises action points for each of the work clusters. The transformation plan is formulated using a set of pre-defined rules, content and definitions. This set of pre-defined rules can be modified and adapted according to needs of a particular industry or organization. In some examples, one or more alternate scenarios are also evaluated and alternative action plans are also prepared. Moreover, one or more transformation plans are presented or displayed on a client device, such as one of entity devices 102A-102C. In some examples, a decision is made whether or not the industry or organization has some special requirements which are specific to the particular organization. If the industry or organization has some specific requirements, the transformation plan or the action plan is adapted accordingly. Further, in some examples, a decision is made whether or not there is a change in the trend of the industry in the recent past. In such a case when there is a change in the trend of the industry in the recent past, all the steps from step 202 to step 212 are repeated, i.e., executed all over again, in order to adapt to the recent change in the trends and hence formulate and present a revised transformation plan.

The steps 202 to 212 are only illustrative and other alternatives can also be provided where one or more steps are added, one or more steps are removed, or one or more steps are provided in a different sequence without departing from the scope of the claims herein.

Referring to FIGs. 3 to 10, various exemplary user interfaces for an application or a computer program product for adapting an organization to future workforce requirements, in accordance with one embodiment of the present disclosure. FIG. 3 is an exemplary illustrative view of a user interface 300 which enables the user to input data, such as business data and industry data associated with the organization. The user interface 300 allows the user to enter the theses or fields which are relevant to the organization. Further, the user interface 300 can automatically populate data relevant to the organization, as extracted from various online sources as well as from the database. The user interface 300 further allows the user to select and de-select the populated data based on the requirement for current analysis of the organization.

FIG. 4 is an exemplary illustrative view of a user interface 400 depicting the resultant graph in the form of a histogram of the trend analysis. As may be seen from the user interface 400, the horizontal 'X' axis represent various trends associated with the industry and the vertical Ύ' axis represent the various departments of the organization. Further, a scale 402 is depicted which represents the range of the trend level starting from 'undetermined', then 'low', 'medium', 'high' to 'very high'.

FIG. 5 is an exemplary illustrative view of a user interface 500 representing result of the megatrend analysis, and more specifically representing the family specific view of the megatrend analysis. In the present exemplary user interface 500, the depicted family specific view represents the "Digital Recruiting" family in the "Human Resources" department.

FIG. 6 is an exemplary illustrative view of a user interface 600 representing a sustainable organizational HR structure. The different work profiles that are suggested based on the megatrend analysis may include digital recruiting, culture architecture, strategic candidate scouting, HR data and reporting, strategic workforce planning, candidate live contact, learning architecture, and future HR management. Each different work profile is a future family or work cluster. The user interface 600 has three input elements in each work profile, namely, "SHOW", "CHANGE" and "CLEAR" which enables the user to obtain descriptive details of the selected work profile, make modifications to the selected work profile or entirely remove or clear the selected work profile, respectively.

FIG. 7 is an exemplary illustrative view of a user interface 700 representing current profiles of the organizational HR structure. The different work profiles are representative of the current status of the HR structure of the organization. The different current work profiles are namely, head of personal management, consultant for occupational safety, personal development, speaker of staff planning, staff officer recruiting, personnel officer of labour law, expert HR controlling and HR business partner. The user interface 700 has three input elements in each work profile, namely, "SHOW", "CHANGE" and "CLEAR" which enables the user to obtain descriptive details of the selected work profile, make modifications to the selected work profile or entirely remove or clear the selected work profile, respectively.

FIG. 8 is an exemplary illustrative view of a user interface 800 representing co-relation or inter-relationship between future families or work clusters. Such relationships can be determined from the trend analysis, as described earlier. The user interface 800 helps the user to visualize the relationships and further take decisions in order to consolidate or segregate the current work clusters for formation of future families of work clusters. FIG. 9A and FIG. 9B are exemplary illustrative views of user interfaces 900 and 902 representing gap analysis per attribute. As discussed earlier, the gap analysis is performed based on a comparison between previously determined future families or work clusters and the current work profiles. Flerein, the exemplary user interface 900 represent the gap analysis between future work clusters and the current profiles for the leadership culture in the organization. Further, the exemplary user interface 902 represent the gap analysis between future work clusters and the current profiles for the flexibility in the workplace.

FIG. 10 is an exemplary illustrative view of a user interface 1000 representing a customizable risk board. As may be seen, the user interface 1000 shows the upcoming risks based on the previously obtained gap analysis in the risk board for each family. As shown, the customizable risk board presents the upcoming risks for the "Digital Recruiting" family analysed in all dimensions. Further, the customizable risk board also presents the upcoming risks for a particular dimension, herein workforce automation and digitization. It will be appreciated that a higher numeric value indicates a higher risk associated with a dimension of a future family. Referring to FIGs. 11 to 14, various exemplary user interfaces for an application or a computer program product for adapting an organization to future workforce requirements, in accordance with another embodiment of the present disclosure.

FIG. 11 is an exemplary illustrative view of a user interface 1100 which analyses or develops the future work clusters by pre-defined theses. In the present exemplary user interface 1100, the future work cluster analysed is future FIR work cluster. Further, the user interface 1100 allows the user to enter the theses or choose from a set of pre-defined theses which are relevant to the work cluster and the organization as a whole. Further, the user interface 1100 can automatically populate data relevant to the organization, as extracted from various online sources as well as from the database. The user interface 1100 further allows the user to select and de-select the populated data based on the requirement for current analysis of the organization.

FIG. 12 is an exemplary illustrative view of a user interface 1200 depicting the recommended future families or recommended work clusters. In the present exemplary user interface 1200, a list of future families or work clusters are recommended for the Fluman Resources (FIR) department. The recommended future families are enlisted along with the associated description for each family and the core tasks assigned for the particular family. The user interface allows the user to accept the recommendations and take these recommended families or work clusters into its own future organisation design. Further, the user interface 1200 allows the user to abort the ongoing process and also go back to a previous user interface.

FIG. 13 is an exemplary illustrative view of a user interface 1300 representing the higher ranking profiles which are recommended to the user. In the present exemplary user interface 1300, a list of higher ranking profiles are recommended for the Fluman Resources (FIR) department. Further, the user interface 1300 allows the user to agree to the recommendation via "TAKE" option provided in the interface.

FIG. 14 is an exemplary illustrative view of a user interface 1400 displaying the transformation plans, including concrete actions points or measures based on the previously defined processes in accordance with the inputs provided by the user. Further, the user interface 1400 allows the user to recalculate the transformation plan, if required therein. It can be seen that the transformation plan is represented as bullet points in the user interface 1400. In some examples, the user interface 1400 may provide option to download the transformation plan in the form of a document for perusal of the user. Further, in other examples, the user interface 1400 may provide option to represent the transformation plan in one of VR, AR and AR for perusal of the user.

FIGs. 15A and 15B are exemplary illustrative views of a user interface 1502 and 1504 displaying comparison of two different employees in different tasks assigned. Flerein, the user interface 1502 shows a comparison for the role of "Branch Manager" for two different tasks, given as, "attribution general" and "digitization" across all dimensions. The comparisons reveal that the "Branch Manager" is better suited to perform attribution general tasks than the digitization task. Similarly, the user interface 1504 shows a comparison for the role of "Team Leader" for two different tasks, given as, "attribution general" and "digitization" across all dimensions. The comparisons reveal that the "Team Leader" is better suited to perform attribution general tasks than the digitization task. FIGs. 16A, 16B and 16C are exemplary illustrative views of the user interfaces 1602, 1604 and 1606 respectively, displaying a descriptive analysis of comparison between current performance attributes and future performance attributes of the employees. Herein, the user interface 1602 shows cooperation requirement from an undetermined stage "0" up to a very high stage "4". The user interface 1604 shows the general work experience of the employee starting from a basic beginner level to the expert level. The user interface 1606 shows comparison of work life states of an employee across a particular family.

Modifications to embodiments of the present disclosure described in the foregoing are possible without departing from the scope of the present disclosure as defined by the accompanying claims. Expressions such as "including", "comprising", "incorporating", "have", "is" used to describe and claim the present disclosure are intended to be construed in a non ^¬ exclusive manner, namely allowing for items, components or elements not explicitly described also to be present. Reference to the singular is also to be construed to relate to the plural.