In relation to the human future of work, just how optimistic are you about the future and the company’s talent practices to cope?
Is the organization excelling at knowing who the best people are, and then directing their efforts at most important business priorities? How good really is the company at implementing JIT and JFM (just in time, just for me)?
Yes, there’s positive correlation between company organizational health, people practices and company performance – if Australian companies moved up just one decile in people performance relative to their peers; resulting boost in labour productivity would be worth $$ billions.
Path to improvement for any company starts with introspection; recognising the views from the middle of your organisation may well be less sanguine than views from the top. Difficulty arises from implementing talent practices – and there’s this tendency to identify company leaders/managers as the biggest culprits.
However, a lack of support for leaders is most consequential, esp. in relation to new ways of working, talent engagement and talent strategy. Company managers still need to use (and value) “clear structures, roles, responsibilities to streamline work” esp. now as automation and RPA are upon us and performance evaluations are dead (or dying). Those two changes alone heap serious amounts of pressure onto leaders, managers to perform, as they need to draw on people-management/interactive skills. Capabilities, capacity of which becomes paramount while they try to identify, guide, reward their team who deliver continuous improvement.
Leaders have to get fluent in practices, improving their own leadership skills to operate well in demanding new environments. Better prepared to act on the data, what they learn from employee feedback, in any form along with what should be happening as result of external benchmarking too.
This is one of our specialties. Helping to guide leaders to become more aware of, and to own, consequences of their decisions and actions.
Real commitment to talent cannot be built through half measures.
While adoption of more skills-based training might be expensive, not half as much as having your entire business totally disrupted and losing market share as a result.
Companies who are dynamic; regularly reallocating their talent across to different areas of the business to match their strategic priorities, will be more than x2 likely to outperform their competitors.
Good practice implementation also involves leaders having a genuine desire to want it to succeed. So, when the narrative or verbal messaging isn’t backed up by leader actions – becomes obvious, leading people to question “hey, is this or our talent even much of a priority for the business?”
Talent practices span a range of areas; recruitment, employee engagement, talent strategy to talent development, work/team efficiency to new ways of working. Companies are taking closer stock of these; esp. talent practices as more demanding, diverse millennials come of age.
Focused on developing new or the right behaviours which support innovation and encouraging employees to safely give upward feedback.
Looming skill gaps on the horizon from disruptive technologies adds yet another layer to the VUCA. At least, many senior execs are honest enough to admit their organisations are simply unprepared to address these anticipated skill gaps.
Also unhelpful when preoccupations take priority over good recruitment practices, or there’s not endeavor to change recruitment processes to improve workplace diversity (despite growing evidence linking gender, ethnic, cultural diversity to improved business outcomes.)
Any movement to new models requires a rethink: different strategy; hardcore change, and a shift in mindsets of people. Especially if seeking to boost productivity in the most tangible way. Review regularly your organisation’s talent performance and build coalitions to support talent development more broadly, this will signal true value to teams as well.
Accountability for organization-wide talent priorities is linked to tangible business objectives; and honestly, core strategic inner circle most responsible for driving people strategy can’t do it alone; and they would only benefit from expert guidance and fresh perspectives.
One of the pathways is for our change and employer brand specialists to help businesses by hosting an agile Talent Strategy & Systems workshop. Critical considerations HR and talent acquisition teams need to capture, categorise across areas of Strategy, Staff, Structure, Systems, Shared Values, Skills, and Styles. Fast-paced, energetic collaborative workshop facilitates deeper understanding of the most important aspects in relation to the existing company direction, new ways of working, the effectiveness of current people/ talent strategies, adoption of new technology platforms, projects, people practices, and EVP touch-points.