With frequent changing technology and its consumption pattern, businesses are facing challenges to keep up with the pace of changing work trends while making them adaptable, forward looking and solution oriented as possible.
As per the latest Human Capital Trends organizations requires dramatic changes in strategy for talent recruitment and retention, leadership and most of all making the organizations culture more open and adaptable along with keeping global workforces engaged, motivated and committed to their workplace.
What are Business Leaders Saying?
The urgency of the issue arises from Cultural engagement of employees, and then trickling down to leadership issues which were of high concern even in 2014. Organizations are still struggling to find a neutral ground to develop effective and long-term leadership programs that will benefit and engage the current global workforce and provide leaders for the future.
Leadership Gaps / why is Leadership a persistent problem?
It is the leaders or the managers, supervisors of every department that bring in strategy, provide direction and engage their employees. But, the problem keeps occurring as people are constantly shuffled into new roles. When people are moved to new supervisor roles, they need to realize it is not a new job; but a new career. Being a leader entails much more such as developing others in your team; leading a team; inspire and develop others skill sets is different from their regular functional jobs 86 percent individually to develop leaders for the organization. But the other 80% -90% of organizations would severely invest anything; they would guide them to undertake leadership courses in order to step up to a supervisor role. Investing in leadership means being open to new ideas, opinion and strategy, as effective leaders bring about changes in strategy and culture, as a strategic communication role with the whole organization.
Organizations can adapt to a continuous development program moving their employees into roles that could highlight their strengths and weaknesses. Assign external resources, coaches or give them external assignments outside the company, to learn things that they can bring to the company for further learning. But all this is initiated from and by the top management.
Learning & Development
Back in year 2000 when e-learning was first introduced and talked about, to a generation of 'info-learning' sites like Udemy, MIT Courseware, Coursera, Lynda, YouTube etc. have changed the paradigm of learning for the general audience or the 'consumer' as opposed to when one enters a corporate setup. The corporate learning has fallen behind the consumer learning environment. Secondly, the internet and social learning is all about engagement and paving ways to bring back the users to their site again. While the corporate learning environment is still stuck in the early 2000s with compliance and performance issues, therefore this year Learning & Development is the 3rd largest HR issue talked about by organization as opposed to being number 8 previously. People are randomly identifying and learning skills to give themselves a career boost as if the 'learning curve is the learning curve'. Also, a strong fun learning environment attracts talent that would like to stick around as well. And even the training industry lags behind with prior teaching experience and not having the tools to differentiate themselves nor create a major shift in the industry. Organizations simply need to learn from where and how the interned has boosted educational learning and apply that to corporate learning making their content readily available for people to learn from.
On Demand Workforce – Is HR ready?
Working trends have shifted gears to more of part-time workers than full-time work, one reason being people were struggling to make ends meet working through a recession time period, which has given way to freelance jobs. People with multiple skill sets have availed the opportunity of bidding themselves to multiple employers based on their skill sets. Companies are now juggling with the influx of contractual employees or project based employees, which would not be hired through the HR but would have been signed up through the procurement departments. Many companies outsource their research and development, innovation modeling to think tanks or experts in the field. This is the trend which is now following through, and HR needs to be kept in the limelight of this huge pool of contractual resources available.
Engagement and Culture
The good old work environment environment of sticking to a company for a good 15-20 years has just disappeared. Old brands, large companies have not evolved with their talent management, or how they would like to balance work and personal lifestyles, accommodating the newer generation and their work lifestyle, people want to work from home or while they are traveling flexible working hours where and when they are comfortable. People want and expect flexible benefits, gain as much as they can doing multiple things to keep themselves motivated be able to give feedback to organizations. The expectation of the newer work is very different from the traditionalist organizations; As compared to some of the large organizations really accelerating to adapt to the changing workforce.
Gone are those days when organizations could rely on their company brand name and forget about it. Now people working within the organization are all talking about the management and cultural issues that they work for. Therefore, companies need to be even more vigilant about building a strong engaging and learning environment for their employees.
Performance management and annual reviews were questioned at least 4-5 years ago, and now the appraisals have become so outdated. Large organizations spend almost 2 million hours a year to review annual evaluation process which does not include the day to day management tasks which affects sales and business overall. To date the best managers considered are the ones who would speak with their team on a regular basis giving feedback and seeing the progression. It is considered as the secret ingredient as it is one of the most important processes showing how the company values its employees and how employees are evaluated year after year. Some of the big organizations like Adobe are in the mindset of eliminating annual performance reviews. It is their way of helping leaders and managers to coach along rather than after build a continuously learning environment.
The role of HR is changing globally and is no longer considered as a department where you interact with people when being hired or when in trouble. 80-90% of HR functionality is based on dealing with Talent Issues, building leadership, coaching, putting in place an engaging learning environment. The other administrative functions such as payroll, time management etc. are now mostly automated in order to give the HR a more holistic strategic consultant role. Secondly, each organization is unique in its own business culture and processes, and HR practices can not be taken off from any other company. The need is to innovate and re-engineer processes that will be more aligned with your organization. HR has to adapt and understand the importance of technology and how it can be used for their benefit. The role of Chief HR officers is changing and most of them are coming from a non HR background.
People Analytics stuck in Neutral
A lot of HR organizations are now looking into people data, where are the employees coming from, what trainings and jobs history and educational history. Companies are now best applying this large pool of data to understand and predict their retention problems and thus reinventing and designing employee engagement programs. This kind of vast data is also helping in expanding HR's sources of talent and improving the quality of new talent hires. Data analytics is mostly used in sales and customer service areas and profiling the high performers and set new goals and quotas. Companies can start with current tools they have in hand, and show their employees on the return on investment for the business, business unit and how to develop on those skills to achieve their goals. HR must work with the IT people to rationalize and clean up and monitor the data being inputted to the systems. Companies are required to discriminate and search for the best solution.
People data everywhere
Bringing the outside in When companies are building on their data analytics strategy they need to consider all the information which can be provided from external sources like glassdoor and LinkedIn that is more up to date and accurate information into their infrastructure. For example, companies are really affected when their top employees leave the company. A lot of the data that is making your employees leave is not from inside your organization.
Redesigning & Simplifying Work
More and more companies are seeing their employees being overwhelmed with work, burnouts; information overload is high which is increasing organizational complexity. Companies are looking to de-clutter their work, in order to hire new people and retain them as well. This is moving towards the trend of agile work, while companies are relying on working with smaller teams, culture and trust, where there is less infrastructure and compliance required and relying on less systems. Companies that are progressing are the ones that are not using extensive systems but single application software that is easy to use, does not require extensive training and saves up on time. Pushing productivity is essential, for example a large manufacturing organization has implied not to help their managers set goals. But to reduce the number of things they do every day. So the new coaching models are sitting down with your team and enlist all that you are doing and working to reduce some of that work, so the focus can be on the most important tasks especially with customers rather than internally doing administrative tasks. So the trend is towards designing a solution to solve a problem in the least number of steps possible.
Machines as Talent – Collaboration not Competition
Technology is a continuous process that will replace some jobs; it is about accepting the shift that will happen. These technologies are there to make use of to our best advantage instead of getting afraid of them taking away our jobs. Job roles are changing and will continue to change. Companies need to be more vigilant where these technologies are coming from and collaborating with cognitive computing. It's not about not having jobs in the future, it's about embracing technology and being skilled to be able to use yourself with those technologies. HR needs to be able to access these technologies and people who are working with such new technologies.
Source: Deloitte HR Trends Survey, 2015
Rolling Arrays is Asia's leading HR Management Solutions Consulting firm, headquartered in Singapore with offices in 5 countries; having 50+ clients across Asia, proven expertise having successfully executed more than 100 projects and winners of "Best Cloud Partner Award" for two consecutive years.
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