Managing Talent in a Digital Age
Online employment portals have proven to be a conundrum. On the one hand, they provide enormous data for talent recruitment, yet on the other make retention of said talent difficult due to the other opportunities provided to the people. Most US adults have entered their details on some such job portal or the other with LinkedIn, Career builder and Monster.com being the most popular ones. In addition, there are sites such as Upwork, Freelancer.com and Toptal which source freelance talent or vendor services. Employers on the other hand regularly scour their company pages on Glassdoor to read reviews on their company culture and employee satisfaction levels. Digital tools not only help in new recruitments but also in developing their skill sets. Companies no longer need to go through individual CVs to fill-up any position but can leverage Big Data capabilities to scan through en number of profiles and short-listing a few for further individualized scrutiny. In the new era, the labour demand has also transformed so career sites need to match talent according to the needs. Employee performances can be maximized by providing them training and development through a mix of online tools and face-to-face sessions. They can help in sustaining creativity. Crucially, they must also enhance employee engagement.
15 Ways you can foster change while Managing Employee Well-being
In the digital age, transformation is a constant which companies and their employees need to live with. This has created tremendous amount of stress among people who fear getting replaced or made redundant. That is why some methods have been identified which allow this transformation to take place while also ensuring employee welfare. One of them is to make sure all people dealings are transparent and a proper feedback loop has been created. An Employee Ambassador Council must be created so that a representative may represents the problems and challenges facing them. The company culture must remain constant so that the new recruits simply align with the existing work norms. An environment of experimentation is best aligned to generating business innovations. Even if this means that some people get rewarded for their failures during honest attempts, it is a good gesture. Whichever way people react, the company must take note to act later. Changes must not be sudden but predictable for which a culture needs to be created that is attuned to the trends in place. Employees must be empowered enough so they feel co-employees. The team members must never hesitate when seeking additional resources of any form for improving business results. A feeling of trust must exist across the organization. The company must have proper talent management programmes in place to train and retain existing personnel. In this way, the employees will also get empowered to accept the change. Knowledge must never reside within silos but be available in the open within the organization. Employees’ well being must remain top priority for the firm. And finally, to top it all up, the company must be in a position to act on innovations at any point of time and not suffer from any inertia.
Global Human Capital Trends in the Digital Age
Management consulting giant Deloitte has issued a rallying cry for HR teams across the world to transform their work patterns and for organizations to alter their models. This is following the 2017 Global Human Capital Trends study that was anchored by them to assess the future of human resource management in a vastly transforming digital world. While more than half the companies assessed, are changing their HR models, only about a third are using Artificial Intelligence (AI) tools to deliver solutions. . Further only forty one percent of respondents confirmed that AI has been aligned with work processes and a mere seventeen percent of HR top executives are ready to work with a team involving both humans and robots. While there is an identity shift, it is not being able to keep pace with changes otherwise. Heavy duty management training needs to be imparted to re-skill existing workforce to be able to leverage AI based tools.
Talent Management and the Customer Experience
The most important pain point for organizations these days is talent management, its development and retention. More than the sales and customers who buy products, it is the internal staff that most dictates the brand’s success or failure. There are four aspects within this that need to be paid top attention. The first of them is talent recruitment. There needs to be a process where constantly, year round the search is on to get the right people. For this the existing personnel must be empowered as brand ambassadors. Once, this is done the final selection must be made. At the next stage, the company needs to finalize its payment plans. A common fallacy committed by lots of businesses is to divert resources away from what they are best at. A great customer sales rep for example needs to interact with people even after a promotion or two and not be sent off to the back-end.
How Cisco disrupted its approach to Talent
IT giant Cisco has undergone an internal transformation on its talent management, acquisition and further retention strategies. First of all, it revamped its outlook and positioning on social media. It created specific handles or pages for Twitter, LinkedIn and Glassdoor. Personal stories of employees engaged are shared on social media in order to attract further hires. It was also realized that the recruiter was the first person any job aspirant came into contact with in the company. So in many ways, the recruiter was a brand ambassador for the organization. Thus recruiters were provided improved training and empowered to make best use of existing tools. The third tactic that Cisco applied was utilization of cloud based data to source authentic business intelligence on the talent markets. The best of candidates and the ideal fit were sourced using key data points. A specific algorithm has been developed to gauge this latent talent from cloud sources.
To Motivate Employees, show them how they’re helping Customers
Most professionals feel highly motivated and excited when they begin their jobs, yet feel certain sense of disengagement by the time the same job enters the half year mark. This is an inherent cycle observed among professionals across generations. One way to improve employee motivation is to show them instances of how their work has led to improvements for other people. This is possible in some fields such as education, healthcare or in the restaurant business. However, in other jobs where the interaction of the workers with the final consumers is remote, this motivation tool rarely comes into practical fruition. For this some trainers have adopted a method of to elicit improved productivity out of these factory floor workers. At an experiment some videos were shown of the impact of their work to one group and the same video was blocked for the other. It was soon realized through this business research conducted by a group from the Wharton School that the group which had access to the final video saw a spike in motivation levels in contrast to the other one. This clearly shows that inherent satisfaction is one of the key tools to motivation at the workplace.
Uber is finally realizing HR isn’t just for Recruiting
As is common with several startup and unicorn organizations, Uber also faced this situation where it prioritized talent recruitment over all other HR functions. HR was deemed as subordinate to operational pressures and the task was to support the recruitment efforts for an exponentially expanding organization. Yet, this culture led to several other key aspects being ignored for which Uber has seen trouble. This includes legal compliance, audits and management training especially leadership development. Thus checks and balances must be established early on so that HR functions are seen as strategic enablers rather than simply support. Essential aspects must be first implemented before being drawn to fancy terms such as agility, workplace design or being part of lists denoting best places to work. Control, services and decision support must go hand in hand.