The experiment at Svartedalens, set to continue until the end of 2016, has attracted interest across Scandinavia and beyond, as workers and managers ask whether they might learn something from it themselves. Svartedalens is attempting to avoid shortcomings by keeping the changes tightly focused and monitored. Only assistant nurses are involved, and the city's human resources management system is generating high-quality data, according to Bengt Lorentzon, a consultant on the scheme. Another care home is being used as a "control", so Svartedalens can be compared with a workplace that has stuck to an eight-hour day.

Lire aussi: Sweden introduces six-hour work day Employers across the country including retirement homes, hospitals and car centres, are implementing the change http://www.independent.co.uk/news/world/europe/sweden-introduces-six-hour-work-day-a6674646.html

When examining each business that has reclassified, we tend to discover a mix of three distinct operational characteristics: - the ability to scale service with a high customer-to-worker ratio; - build a specialized workforce required for high-quality service; - and deliver services to the customer with a greater focus on convenience than timeliness.

Gig-enabling apps are a distraction from the uncertainties that affect far more people: Will workers get paid enough and are their jobs safe?

Robots could replace 15 million British workers in the "third machine age", according to the Bank of England's chief economist. That's almost half of the 30.8 million people currently employed in the UK. The figure comes from a Bank of England study into the potential impact of widespread automation in different industries.

Intervention d'Antonio Casilli (Télécom ParisTech/EHESS) dans le cadre du séminaire EHESS "Etudier les cultures du numérique", 2 nov. 2015. slides

Telecommuting can increase employee satisfaction and decrease turnover. It can also be lonely.

Two papers came out last year that examined important issues around jobs and wages. Both are in top journals. Both were written by first-rate researchers, none of whom specialize in studying the impact of technology. And both came to the same conclusion: that digital technologies were largely responsible for the phenomena they examined. Paper 1 Equally admirable are the graphs the authors draw to illustrate their main findings. Here's the one for jobs (the one for wages has a pretty similar shape). It gives the changes in employment share - which you can think of as changes in the the 'market share' of jobs - between 1980 and 2005. And it shows vividly that low-skill and high-skill jobs gained market share over that period, which those in the middle of the skill range lost. Paper 2 We document, however, that the global labor share has significantly declined since the early 1980s, with the decline occurring within the large majority of countries and industries. We show that the decrease in the relative price of investment goods, often attributed to advances in information technology and the computer age, induced firms to shift away from labor and toward capital.

Attirer et retenir les talents est devenu pour les grandes entreprises un enjeu majeur pour faire face à une concurrence toujours plus exacerbée. Ce sont eux qui détiennent la clef des succès futurs : la capacité à innover.

Comment Internet a-t-il bouleversé le travail des salariés ? Le droit du travail est-il adapté ? Avec Jean-Emmanuel Ray, professeur de droit ; Jérôme Chemin de la CFDT-cadres, et Christine Ballagué, vice-présidente du Conseil National du Numérique.

Technology at Work: The Future of Innovation and Employment, is the latest Citi GPS report from the Oxford Martin School and Citi. It explores trends in automation and points to sluggish job creation caused partly by increasing automation, and argues that secular stagnation in the digital age can only be avoided by a shift towards inclusive growth. Technology at Work marks the start of a new programme of research supported by Citi, the Oxford Martin Programme on Technology and Employment.

The Hamilton Project explores the debate about how computerization and machines might change the future of work and the economy, and what challenges and opportunities this presents for public policy.

In this new reality, a smaller share of Americans enjoy the fruits of an expanding economy. This isn't a fluke of the past few years - it's woven into the very structure of the economy. And even though Republicans and Democrats keep promising to help the middle class reclaim the prosperity it grew accustomed to after World War II, their prescriptions aren't working.

Technology has been accused of making many a job disappear, like the production line or the accounting office. And it is not done yet. A company often resembles its communication and technology system. In the era of cloud computing that the tech industry is moving into, that seems to suggest that companies will have smaller departments, quickly analyzing data and endlessly experimenting.

Work organization has undergone major evolution over the past 40 years, but we are only at the beginning of this path. If an enterprise today, with its current organization, wishes to stay in the market and ensure the personnel are committed, it must start by taking into account what these persons really are: individuals with weaker professional and personal binding to the company, though constantly building new links round the successive projects proposed. Digitalization allows for remote work in a sort of cooperative nomadism. The general trend to adopt project-mode organization may lead to the arrival of project contracts. Up to recent decades, the enterprise was characterized by a unity of place. Enterprises tomorrow will be characterized by a unity of time, that needed for a project, for a small and large scale contracts, but with no unity of place, inasmuch as the workers can be thousands of kilometres away, in third party office premises or at home, in a remote tele-work mode. Working no longer consists of collaborating with colleagues in a given place built for this purpose, but rather networking with others and organizing a shared sociability. The question is: will the very concept of enterprise survive?

Oops, déjà posté précédemment (pour la version française)! (ceci est la version anglaise)

A group of economists, tech entrepreneurs, and academics discuss whether technological advances will automate tasks more quickly than the United States can create jobs. December 2014

Like the cultural and professional shifts that arose from white collar, blue collar, and pink collared workers, we are now in the era of the "uncollared worker." The rise of this new uncollared workforce will fundamentally and permanently change the future of work. While some have argued that this shift amounts to little [...]

Ce billet est plus une réflexion sur la nature du travail et de l'entreprise qu'un exercice de prospective. C'est le prolongement de mes travaux sur l'Entreprise 3.0. J'ai maintenant acquis la conviction que le modèle de l'Entreprise 3.0 est le seul qui résistera à l'avalanche de complexité et de changement du 21e siècle. Il est facile de se persuader que les modèles antérieurs, hiérarchiques et Taylorisés, sont incapables d'absorber ces épreuves. Il est plus intéressant de se poser la question de la capacité de cette « nouvelle entreprise » à résister à l'érosion technologique du nouveau monde qui commence à se dessiner - d'où le sous-titre provocateur de ce billet.

The social network has already shaken up the way professionals are hired. Its ambitions go far beyond that. ... It is even difficult to quantify the impact of LinkedIn on labour markets so far. In theory, making it easier for people to find better jobs could affect the rate of job turnover within firms: recruiters say they have noticed little impact, and that other factors (such as the economic cycle)-seem to matter more. But no one really knows.

David Graeber est professeur d'anthropologie à la London School of Economics. Son dernier livre The Democracy Project : a History, a Crisis, a Movement, est publié par Spiegel & Grau. Ici traduit et résume ici son article paru dans Strike en aout 2013.