Fascinating challenges of future – cracking the human code
While many organisations have started to recognise the talent changes that the future will demand, just a few of them have initiated concrete steps to harness the power of digital and technology and how these steps can translate into a successful human capital action roadmap.
While many organisations have started to
recognise the talent changes that the future will demand, just a few of them
have initiated concrete steps to harness the power of digital and technology
and how these steps can translate into a successful human capital action
roadmap. The changing environment, propelled hugely by digitisation and
artificial intelligence, has potential to offer tangible benefits to business
leaders—and perhaps be even more positively embraced by their employees.
One of the leading retail and commercial
banks improved customer experience, particularly through the use of digital
technologies. To fuel this agenda, the bank recognised an opportunity to build
more digital culture internally and improve the sense of community and
engagement within its retail business, promoting collaboration between
different stakeholder groups and enhancing its adoption of social collaboration
and Yammer, the enterprise social software tool. That led to conceptualisation
of the 30-Day Challenge—an initiative underpinned by neuroscience principles
and behavioural change insights, supported by a robust communications strategy,
and deployed using Yammer to help drive enterprise social adoption and a
sustained shift in behaviour.
To further support engagement in the
initiative, participation was gamified through leadership boards and rewards.
In addition, the retail leadership team was engaged and coached on driving
participation within their populations. Following the 30-Day Challenge,
employees gained a greater understanding of how to use social media as well as
the shared experience of being part of a social community. Furthermore, almost
two-thirds of participants reported that the challenge caused them to think
differently about how they deliver customer service.
In such a scenario, designing a robust
solution around hyper-personalisation of your talent strategy, creating a work
culture that fortifies innovation and empowerment will generate positive
employee experiences.
Turbocharging metamorphism of work and
workplace
Market and marketplace dynamics, coupled with
digital disruption, have created new, very complex, but fascinating business
challenges for c-suite executives and leaders. In today’s connected world the
issue at the core of many business challenges is workforce and talent
lifecycles.
The impact of this digital on work and
workforce of the future, is going to be on five fronts:
* How work is organised: Traditional ways of
organising work are getting disrupted and replaced by open operating models. We
have started seeing creation of liquid workforces and open talent marketplaces,
which are leading to the emergence of flatter organisational hierarchies,
creation of a new social enterprise with extended workforces and re-structuring
of work-tasks, that is able to harness collaboration between the fluid and
networked organisation.
* What work is performed: It’s estimated that
intelligent machines will outnumber humans by 2030. Work is being redefined and
reshaped as workplaces leverage analytics and intelligent technology to augment
employees’ ability to experiment, iterate and adapt to make better decisions.
* Who performs the work: Organisations today
are able to tap into global talent pools anytime, anywhere. To operate
successfully in such an environment, digital literacy, new baseline skills and
more global and flexible mind-set will be required.
* Why, when, and where people work: Digital
employers will need to offer new talent value proposition that is able to
present democratised, customised work experiences to talent. To engage and
develop a workforce that has grown up in the on-demand and shared economy,
organisations will have to transform their physical and virtual workspaces to
create a working environment that fosters collaboration and innovation.
* How work is led and managed: Today, leaders
are faced with the complexity of facing incessant pressure in an always-on
digital world and having to manage multiple paradoxes at a time. Leaders are
key to creating a boarder organisational capability that is able to respond
more quickly to uncertainty and volatility.
Re-imagining talent strategy
Organisations have the opportunity to take a
leading role in transforming workplaces by creating more engaging workforce
experiences across the talent lifecycle. With millennials putting a huge
emphasis on balancing work and life, wellness is becoming a big agenda. For
example, organisations can utilise recruitment apps, game-based assessment and
selection tools in hiring and performance management. They can establish
platforms that enable workers to manage their tasks across multiple devices or
physical locations. They can also mine their employee data and apply analytics
to understand what employees truly value—much as they do now to understand
customer preferences.
They can adapt online features that are
popular among consumers—such as peer reviews and personalised
recommendations—to learning programmes in the workplace. Short, sharp bursts of
learning content, delivered via online, virtual or mobile channels can be as
effective as, if not more effective than, traditional training methods. And
gamification and real-world online simulations will strike a chord with those
who have grown up with ubiquitous, always-on gaming applications.
Retaining the core
At the same time, whatever path an
organisation chooses to take based on its readiness, maturity and context, it
should create a core that is centred around employee experience—to counter the
digital overwhelm. Organisations need to do things differently and re-think and
re-design their approach to talent. Only those that redefine how they identify,
source and develop their talent will thrive and emerge as leaders.
Regards
Pralhad Jadhav
Senior Manager @ Library
Khaitan & Co
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