2017 and Beyond – People Disruptions
Disruption is Good! Yet being disruptive is Bad! Who disrupts and what is disrupted is equally important. When organizations chose disruption as a way of growth, remain competitive, without aligning itself to its purpose, people, process or the markets, it behaves disruptively for the sake of doing so. We see the impact of client demands, social triggers, intellect – knowledge – issues around digital aspects of people management, at the internal and external environment of an organization causing disruptions. These disruptions in turn will shape the organization of this decade as critical, not fatalistic, for continuous discovery, learning, review and analysis.
For example, one common internal disruption is identity threat; How do multimarket competitors respond to talent management needs when the collusive equilibrium (cooperation – competition – comparison – creation – conflict – confrontation) is destroyed, and how do their responses influence the likelihood and timing of the restoration of cooperation or deal with violations; workforce plan – talent market disruption is another, expecting that the new economic value generated through attracting and retaining talent, new forms of pay, workforce plan will accrue.
Equally critical would be disruptions in conflicts (geo political, economics, nationalistic jingoism, protectionism, meltdowns of global villages) meaning – understanding – norming – forming systems that occur when organizations learn. Neural and machines would learn, people would teach them and then learn from machines and adopt a new interpretive scheme. There could be causal effects of socio structural, socio roles, socio models and dynamic form based disruptions contrasting it to the prior models of change, where the primary unit of analysis was the organizational entity/form – its roles, organizational structure – design symbolism – cultural views or its power structure.
There are clear indications of standard disruptive beneficiary, for organizations, where talent is attracted to institutions owing to their resilience or ability to generate competitive shock and benefit from general market disruption, expecting that the new economic value or impact of actions generated, by others, will accrue to them; an environment in which resourcing – millennials preferences, temporary positions are common – contracts the norm and organizations contract with independent – intellectual workers for short-term engagements; lack of preparedness and consequence effect – It means developing digital capabilities, see market forces play to your advantage, in which a company’s activities, process, technology, people, effects, artifacts, culture, and structure are in sync and aligned toward a set of organizational goals; the idea that business divisions are free to hire anyone, (local – global – mobility enhancers) and employees are free to apply to any division they like based on their internal or social – peer knowledge.
People Disruption 1 – Workforce of the Future
Workforce ROI – The development of a workforce ROI model includes the development of a competency framework by which the value of human capital can be measured (i.e. mapping workforce segments to the organization’s value chain. This should be a high-level measurement. This step has strong linkages to Human Capital Performance Analytics (HCPA) and could provide the opportunity to introduce the firms HCPA capabilities. This step begins to infuse a sense of metrics and measurement into the process. The organization’s philosophy of measuring people and people-related performance against competencies, the achievement of its goals and objectives should be introduced at this time. It is imperative to test the outcomes of any model with stakeholder information gathered in the initial step. This step has strong linkages to skill assessment and competency modeling capabilities. Depending on the choice of the dimension of talent segment to be evaluated, an opportunity may exist to introduce these competency services and the need to identify and begin with the talent segments with the greatest impact to the bottom line of the organization. Facilitate Typecast Variations – Freelancers would have formed themselves into cohesive work groups (communities) and would handle individual or group projects networking amongst themselves. Client in turn receives a service comparable to large professional service firms at significant lower costs. Freelancers comprise of employees on a mid-career transition into independent roles and belong to specialist sets of knowledge managers. Every employee can perform a role for a price. Price that is a combination of competence, values, dignity, respect and money. Get that MIX right. And we have a winner! Organizations would be in a position to leave behind a significant portion of low and high value add jobs to varying types of mid-career choice makers to help the company in turn focus on their core business areas and results.
People Disruption 2 – Diversity – Multi Culturalism
Differentiate But Integrate – Organizations are now strategically leveraging peoples’ differences to achieve competitive advantage/ better business results. There is a concerted effort to ensure that programs are established to attract and retain employees who bring in varying perspectives, point of view and perhaps contradictions, to enable them to deal with business exigencies and talent trends as they encounter. Many trend analysts from firms like KPMG Canada, McKinsey see the need to recognize the impact increased employee diversity could have on the organization. To be effective, they say, diversity strategies should to some extent reflect the customer base and geographies of the organization. Alignment with corporate strategy on diversity directions needs to be attained. Inevitably, many questions still remain. For instance, research on ‘domestic-diversity’ (Walker, 1991; Cox, 1993; Wilson) demonstrates that Valuing minorities helps them achieve better job satisfaction, job involvement, career achievement and lower turnover due to greater value congruence. However, are such findings applicable to internationally diverse organizations? Says, Dennis R. Briscoe and Randall S. Schuler (1995) Routledge. Agnostic is Real & Talent is! Writes Armina Kapadia, in Business of Staffing by Shermons (2016), “Stereotypes around gender preferences for certain jobs do not sell very well with Talent. Talent sees itself neutral and free of perceived gender limitations. The proliferation of women in mining and manufacturing jobs and in Senior Leadership positions sets out to prove this. Companies can opt for Diversity and Inclusion efforts to eradicate the gender gap, provide women a platform for equitable advancement and weeding out deeply held but unknown biases and leadership mind shifts to embrace differences as strategic advantage. Similarly, adequate detail to application of regulatory policies and employment standards related to equitable practices is important”.
People Disruption 3 – Social is Here to Stay
Social Adaptation and Culture – Experts believe that Social Adaptation, Culture Fit, Physical Endurance and Process Work Benchmarking are likely to gain popularity with organizations owing to its effectiveness in the 140-character world of today. (Shermons 2016). Social adaptation and culture fit provides the organization an opportunity to understand and appreciate how the candidate is behaviorally equipped to handle complex the social, global and cultural challenges. Many organizations find that while employees possess sufficient technical and functional competencies their ability to adjust and adapt to the cultural environment is a problem. Equal rights and affirmative action programs are all operational in many organizations. Sensitivity to each other is a critical team playing skill and needs to be nurtured and developed. In today’s professional world organizations also expect professional employees to deal with external players, clients, partners, members of the community, teachers, experts, customers, staff, vendors and other stakeholders in a civilized and socially acceptable and appropriate way and for which social and cultural appreciation is critical. Experts are particular about the fact that norms have be established and followed by organizational members without fail. Diversity, tolerance for ethnic communities, specially abled, LGBT, minority groups, expatriates and special interest groups in organizations necessitates male or female staff to learn to adapt, deal with respect and dignity. Social Process work benchmarking is an important measurement in organizations that deals extensively in managing business processes as a line of business. Social Adaptation and Culture Fit provide the organization an opportunity to understand and appreciate how the candidate is behaviorally equipped to handle complex social and cultural challenges. Many organizations find that while employees possess sufficient technical and functional competencies their ability to adjust and adapt to the cultural environment is a problem. In today’s professional world organizations also expect professional employees to deal with customers, staff, vendors and other stakeholders in an appropriate way and for which social and cultural appreciation is critical. Diversity in organizations necessitates male staff to learn to deal with respect and dignity with lady staff members.
People Disruption 4 – Only Technology Matters
Tech Enabled and Evolved – Technology enabled business environment and Intellect, as a basic unit is inevitable. The organizations are likely to be driven, managed and determined by those who possess the intellect to forecast, foresee and lead the corporate unit. The organization would be densely networked with singular and multiple variables (people groups, technology, vendors, customers etc.) and linked with the environment. HCM trend research states, “Technological progress has enabled how HR-systems contain more and more functionality that in turn bring people, technology and performance together. From wage-related HRIS or Payroll and benefit systems, which only needed to calculate wages, HR-systems are growing to a fully integrated, unified, best of breed HCM Platform solutions that are comprehensive and thorough tools supporting strategic decisions. The information contained in HR systems is expanding from wage-related to talent management to competency-related employee data. A trend is that HR ROI, Analytics and linkages to financial and non-financial information are more and more joined in order to determine the efficiency and effectiveness of the HR-function. In order to increase productivity, reduce operating costs, and free HR staff to focus more on strategic and value adding tasks, HR is increasingly offering self-service through respectively designed portals to managers and employees. A few top of the line HCM platform solutions provide a single source of truth as a promise to clients who wish to demonstrate openness and transparency to their employees in the way talent is attracted, developed, deployed, retained and managed in their enterprise. Global Initiatives speaks of the need to “redesign workplace to help knowledge people work in an integrated and connected architecture. Information sharing is not limited to users within organizations. By means of mobility, smart phone or IPADs, portals and recruitment self-services, potential employees can be reached and supplied with relevant information. Managers can use similar services to approve requests of a transactional nature or perform value adding transformational tasks such as provide on line feedback, coaching, testing, hiring, interviews or learning, 360 feedback or E training”.
People Disruption 5 – Need for Flexibility, Personalization & Customization
Flex it to Engage – For many professions, work is no longer defined by the office location, nor by the hours of the day, nor by the specific tool used by the trade. Many employees have home-based offices and may perform their tasks before or after the actual workday. Flexible workdays, part time decisions would become common with employees determining work goals, work content and work methodologies depending upon the technological infrastructure available for effective performance. Obviously what flows from this would be greater the technology infrastructure the better is likely to be individual output and contribution. Career paths would not be linear, would turn grossly flexible, lateral and would make horizontal growth that are knowledge intensive, real and visibly supervising an intellectual mind. Career paths would create comparable performance yardstick, meaningful measures and performance evaluation would insist customized evaluation process and tailor made compensation reward program. For example, Indian e-commerce sector is witnessing frantic activity, although many of the business models are replicas of American successes (eBay, Amazon). With growth, M&A and globalization dominating the business agenda, the HR function is expected to keep pace with the rate of change. Cloud for HR helps address this challenge by achieving economies of scale, reducing spend on technology infrastructure, streamlining processes and improving flexibility. It can act as a basic technological platform for the HR functions to roll-out its diverse set of services. SMACA – Thus the use of SMACA technologies has the potential of totally transforming the HR function. According to a recent research conducted by Economic Intelligence Unit, more than 69% companies are currently using web based or mobile HR platforms, and more than 49% companies are currently using business application via software as a service and cloud. While technology continues to evolve and transform the HR function, there also exists a lurking concern. Human touch points lay the foundation of a caring and empathetic organization. Dissolving this interface may have its own adverse effects. Thus HR needs to address this paradox and find its way through the technology labyrinth.
People Disruption 6 – Maslow Hierarchy of Needs has Changed
Entrepreneurial Individualism – Expectations and preferences of employees are becoming more diverse. Employees want more room to express their individualism, and they are expecting that HR services and programs should be flexible enough to accommodate their individual preferences. Monogrammed shirts with your name, as a brand is no longer the prerogative of the C Suite executives. Young executives are wearing made to order work wear that demonstrate their individualism. My work has to be fun, my life has to be fun and I want to do a job that’s fun. Generation Millennial often have varying concerns: because of their deep know how with technology, they believe they can work flexibly anytime, anyplace, and that they should be evaluated on work product, not on how, when, or where they got it done. The real revolution is a decrease in career ambition in favor of more family time, less travel and less personal pressure. However, this group consists of a large mass that lack consistency in their outlook towards work life. While their expectations from employer’s match with generic trends their work ethic to support such an expectation falls way behind. “Business education “alone” doesn’t build digital talent. Digital business leadership demands a heady mix of business and technology skills, and while some visionary academic institutions are evolving, many business schools aren’t building tomorrow’s digital leaders. a select few are leading by example: institutes like Cornell tech are reinventing the MBA program to teach a blend of business strategy and digital skills, with mixed classes of business and computer science graduates working together. But these institutions are still far from the norm. Personal motivation isn’t purely monetary. employees’ expectations of their employers and their careers are changing, but contrary to popular stereotype, this isn’t just an age thing. a recent IBM study showed that the attitudes and desires of Millennials aren’t fundamentally different to those of older employees. No matter what their age, most employees’ primary work motivation is to make a positive impact on their organization. they value collaboration, they want the freedom to work whenever and wherever they want, and they expect access to technologies that help them in the workplace, writes In, “Recruit And Retain Top Digital Talent” Martin Gill from Forrester Research 2015.”
Companies that have pushed itself to its limits, without understanding basics of disruption but have chosen to be disruptive, for the sake of being so, have often discovered that employees stretch to a point but at some stage, call it off and quit rates go up, perhaps whimsically, resulting in enormous internal turnover, business impact and disruption in engagement. The main characteristics of digital cultures include: presence of millennials, new outlook towards definition of skills, an expanded appetite for risk, rapid experimentation, heavy investment in talent, building social – emotive linkage to individual needs and wants, and recruiting and developing leaders who excel at “soft” skills. Leading a digital company does not require technologists, mere visionaries are required at the helm! To lead and manage disruptions.
We should not forget willful disruptions caused by leaders who, without concern for governance, for reasons best known to them – selfless, smart, intelligent, ethical or selfish, greedy, poor character and hunger for power. People would and will disrupt away from such organizations and leaders!
Dr. Ganesh Shermon is a Managing Partner for “RforC Talent Management Solutions” (North America) & earlier Partner, Country Head and Global Steercom (P & C) – KPMG LLP.Posted by ZuzukiSX4 Posted on 08 Nov
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