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Two major trends – demographic shifts in the working-age population, and the proliferation of web technologies – are having a profound and generally unrecognized effect on the nature and characteristics of work, and on opportunities for the mature workforce. Key features of the workplace point to seven broad work trends. These trends have significant implications for organizations and for older workers. Six interdependent organizational changes are central to the far-reaching effects on enterprises and operating approaches. These changing work characteristics require certain essential behaviors for mature workers to be successful in the contemporary work environment. Such a dynamic workplace provides opportunity to introduce new thinking and propose new models. Realigning organizational and workforce interests calls for developing solutions beyond the individual level, reorienting enterprise capabilities, and reframing of the organization development practitioner role as work ecosystem advisor. High-leverage strategies and systemic interventions, such as multiconstituent initiatives and action research, can be used to influence constructively the multifaceted world of work.

This chapter provides a comprehensive exploration of global demographic trends and challenges, specifically focusing on Asian countries and the demographic landscape of Bangladesh. This chapter highlights the implications of rapid population growth, aging populations, and urbanization, analyzing their socioeconomic impacts on education, healthcare, and employment. By contextualizing these trends within the broader framework of sustainable development, this chapter sets the stage for understanding the intricate relationship between population dynamics and the empowerment of marginalized communities through family planning strategies.

Purpose: The hospitality industry faces several contemporary issues and challenges that have the potential to impact its growth and development. This study aims to identify and analyse contemporary issues and challenges facing the hospitality industry, including trends, regulations, and Tech salutation.

Need for the study: The hospitality industry plays a significant role in the global economy with its diverse services, including accommodation, food and beverage, events, and tourism. However, the sector faces several contemporary issues and challenges that have the potential to impact its growth and development. This study will provide an overview of the most significant problems and challenges facing the hospitality industry today.

Methodology: The researchers used secondary data for the analysis of the chapter. The researchers reviewed journal papers, books, book chapters, government websites, handbooks, reports, internet, and official records for identification of issues and challenges in the hospitality industry.

Findings: The study identified several contemporary issues and challenges facing the hospitality industry, including the impact of technology and COVID-19 on operations and customer experience, changing consumer preferences for sustainable and ethical practices, labour shortages and retention issues, increasing competition, and changing regulatory environments.

Practical implications: The hospitality industry faces numerous contemporary issues and challenges that impact its sustainability and profitability. Industry stakeholders must understand and address these challenges to remain competitive and relevant in a rapidly changing global market. The findings of this study provide valuable insights into the contemporary issues and challenges facing the hospitality industry and suggest potential strategies for addressing these challenges.

Purpose: This study aims to review the existing literature on human resource management (HRM) as a major theme and sub-theme of human resource (HR) analytics. This chapter has the objective of analysing the trends in HR analytics.

Design/Methodology/Approach: It covered the publications between 2010 and 2021. There was a total of 500 articles sourced through ProQuest. The systematic literature review is applied as a research methodology. The metadata analysis was carried out to understand the trends, challenges, best practices, and scope of HR analytics. The authors have taken the help of keywords, journals, authors, domains, and topics for sourcing, screening, shortlisting, and finalising the article for review purposes.

Findings: It was found that research published in the early period concentrated on HRM’s theoretical and conceptual frameworks. In the middle phase, HR analytics gained momentum while the recent publications have reiterated on adopting various tools and technologies for optimum utilisation of resources and sustainable organisational development.

Practical Implications: This research will add to the literature in the HR analytics domain. It also provides a deeper insight to the researcher to explore and analyse more trends in the area that needs further exploration.

Originality: This study is relevant and comprehensive within the context of digitalisation, people analytics and competition management. It provides valuable insights to analyse the present scenario of the volatility, uncertainty, complexity, and ambiguity environment exploring new horizons for organisational efficiency and human capital.

This chapter takes a look at the future of project management. It starts with a historic view of the development of project management in the last five decades including the present. It shows that the role of the project manager has changed from an engineer manager to a business developer and a leader capable of dealing with multi-perspectives.

Projects are positioned in the context of changing organizational forms, including silo and network organizations. This leads to the conclusion that projects will play a key role in the future, especially in change management, business modeling, and value creation.

A section will discuss increased emphasis on learning and knowledge sharing, suggesting focus on the reflective and experimenting project manager, and planning as a social process.

A section will look at project management as a profession and point to the risk that the profession may become too narrow focusing on a well-defined body of knowledge. Current trends suggest that a broader view of projects be adopted including its strategic role and interplay with stakeholders, as has been discussed at length in this book.

We conclude the chapter by proposing a shift of paradigm.

In the light of the financial crisis and the radically changed conditions in the market place, international leadership development is facing new demands. The Danish-based International Leadership Institute Mannaz has researched the new conditions in collaboration with the Institute of Executive Development in the United States.

The research, conducted in 2008 and 2009, combines, in an innovative way, quantitative and qualitative inputs, from both current and future perspectives, from some 111 senior Corporate Executives, Heads of Human Resources and of Learning and Organisational Development in large international corporations headquartered in Europe and the United States; together with the thoughts of some 50 experienced practitioners involved in executive coaching as well as in designing, developing and facilitating leadership development programmes. Also we include a section summarising the key findings from recently published research from other leadership development surveys. Conclusions reveal that the crisis has propelled a long-awaited decline of the traditional classroom-based educational approach to leadership development. Instead, effective leadership development is suggested to build on experiential learning approaches rooted in real life, real time and allowing for more immediate impact and providing for considerably higher relevance and motivation. Coaching, leaders teaching leaders, stretch assignments, action learning, peer networking, customer insights and selective use of technology are seen as important contributors to the leadership development process going forward.

This final chapter delves into the future of digital supply chain management (DSCM) amid today's dynamic business environment, shaped by technological advancements and factors like automation, artificial intelligence (AI), sustainability, and resilience. It emphasizes the crucial role of digital technologies (DTs) such as AI, the Internet of Things (IoT), Industrial IoT, and the Internet of Everything (IoET), along with blockchain, in revolutionizing supply chain operations. These technologies enable agility, flexibility, efficiency, and responsiveness, crucial for supply chains to proactively adapt to market changes. The chapter explores the trends in DSCs, focusing on real-time data analytics, end-to-end visibility, sustainability, and resilience. It highlights the growing importance of transparency in supply chains, driven by consumer demand for sustainable practices and product origins. DSCM is identified as pivotal for prioritizing sustainability, leading organizations toward green practices. Despite the opportunities in DSCM, challenges like cybersecurity, data management complexities, geopolitical uncertainties, and talent shortages are acknowledged. To overcome these, the chapter stresses strategic foresight in DSCM and the importance of robust process management, risk management, and talent development. The future-readiness of supply chain professionals is discussed, highlighting the need for change management, development of social and deep work skills, collaboration, and ethical practices. The chapter concludes by underscoring the transformative potential of DTs in the digital era, urging organizations to embrace innovation, transparency, and sustainability in their supply chains, recognizing that the future of DSC is an imminent reality.

The purpose of this paper is to provide an overview of post-Soviet and demographic challenges faced by the government in Moldova that have posed as challenges to reform of the healthcare system. Since independence from the Soviet Union in 1991, Moldova has undergone significant challenges and reforms throughout the society. Healthcare has been no exception. Changes in family structures due to migration, a decreased birthrate, and an aging population have placed strain on the healthcare system which is working to both modernize and provide specialized care. Legislation has helped to streamline and reform the healthcare system but systemic challenges are still faced by at-risk populations including the elderly, women, and rural populations.

Information presented in this paper is based on a review of independent research, United Nations and government reports.

Findings show that progress has been made through legislative reform, new government programming, and most recently volunteer/nonprofit involvement in healthcare reform. Currently, the government is working to establish holistic patient centered care and to bridge the healthcare divide between rural and urban populations. Healthcare reforms include basic universal health care services and family support programming. Additionally, there has been a renewed emphasis on how environmental factors, like housing and nutrition, interact with health quality.

Moldova faces an increasing challenge of caring for elderly populations at the family and societal level due to the increased number of elderly, shifts in family structures, and international migration for employment. A discussion of the developing role of nonprofit and nongovernment organizations is included.

A consistent pattern that emerged out of the consequences of COVID-19 is that public transport was hit particularly hard compared to private cars and other modes. This raises concern regarding the future of public transport and the sustainability of urban transport. While the current clash of challenges, trends and disruptions makes the future more difficult to forecast than ever, this chapter highlights both long-term and emerging trends that are likely to influence public transport beyond the pandemic. As a foundation for the discussion, the chapter first briefly outlines the state and development of public transport before COVID-19, as well as the immediate effects of the pandemic. Before COVID-19, strong trends included initiatives towards sustainable urban transport, digitalisation and automation, and increasingly personalised services. The pandemic induced lockdowns, restrictions to use public transport and anxiety towards crowding, which influenced people to travel less and shift to other modes. There were clear socioeconomic inequalities in the ability to do so and a loss of accessibility. Many agencies and operators suffered financially as a result of lost fare revenues and limited governmental support. Emerging trends such as less commuting and financial struggles are likely to influence public transport for many years to come. However, the pandemic, and the induced behaviour and exposed problems that have followed, can serve as a call for substantial changes in urban transport planning. A continued development and integration of sustainable mobility services, with public transport as a central actor, is widely seen as key in this ambition.