We previously wrote a blog on creating a well-being strategy that can be found here. Now is an excellent time to look at your employer brand; how are you perceived by your employees, potential candidates and how do you compare to your competition? There is an opportunity from this situation for companies to reposition or establish a winning employer brand and attract top talent.
A larger talent pool will exist after the pandemic due to staff being let go, companies now not being restricted by geographical location for talent and because companies failed their employees during COVID and have permanently damaged their reputation by both employees and consumers. We recently presented on this topic, looking at how companies can reposition their employer brand to attract top talent post-COVID We discuss the importance of a good employer brand and easy ways to start implementing a plan today.
Occupop is a powerful hiring tool that connects people, creating strong teams and builds long-lasting relationships. Our dynamic features put the power in your hands, allowing you to easily engage with the best candidates and manage the entire process on one smart recruitment solution. Check out how it works here. Occupop co-founder, Dave is head of sales with an extensive background in recruiting, technology and recruitment best practice.
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Thank you. Your message has been received. Stay Abreast of Compliance Issues 7. HR 7 Critical Strategies to Prepare for the Future of HR To become a trusted workforce advisor, HR must focus on seven critical areas, including business strategy, analytics and, of course, people. By Susan Milligan October 29, Reuse Permissions. Page Content. Leadership and Navigation. You have successfully saved this page as a bookmark. OK My Bookmarks.
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Using Data to Build Inclusive Teams. The employee experience is a topic that has been on the HR agenda for a while now. You can think of it as the HR equivalent of the customer experience. According to Jacob Morgan, the employee experience relates to three environments: culture, technology, and physical space with all three acting as enablers for a great employee experience — or not. With plenty of people finding themselves working from home right now, all of these environments are challenged.
The same video and messaging software we mentioned earlier can, of course, be used for this. While providing a fitting employee experience might be challenging right now, if as an HR department you do a good job, this will have a positive effect on your employees and the way they feel about the company — and perhaps even make those who were thinking of leaving before, stay.
If we look beyond Corona, the employee experience will continue to be a key topic for HR. As such, being able to understand your employee experience by mapping the employee journey becomes a valuable skill for HR professionals. This one is in line with the previous areas we mentioned and therefore part of our key areas that will become even more important for HR professionals post-corona.
In fact, the employee experience is a key element of design thinking applied to employees. Without such clarity, managers can become myopic about how the company runs—and thus about what drives strategy implementation and what stands in its way. They might think only of structure as the driving force behind actions and decisions, and neglect systems or skills. Or they might understand the company primarily in terms of its values and pay inadequate attention to the influence of systems on how work—that is, strategy execution—actually gets accomplished.
Senior management should ask HR to play the role of an architect called into an already-constructed building to draw up its plans. The architect makes measurements; calculates dimensions; notes windows, doors, and staircases; and examines the plumbing and heating infrastructures. Next, HR must be accountable for conducting an organizational audit.
Blueprints can illuminate the places in a house that require immediate improvement; organizational-architecture plans can be similarly useful.
They are critical in helping managers identify which components of the company must change in order to facilitate strategy execution. When the answer was no, HR was able to guide a discussion of how to obtain or develop what was missing. The third role for HR as a strategic partner is to identify methods for renovating the parts of the organizational architecture that need it. In other words, HR managers should be assigned to take the lead in proposing, creating, and debating best practices in culture change programs, for example, or in appraisal and reward systems.
Fourth and finally, HR must take stock of its own work and set clear priorities. At any given moment, the HR staff might have a dozen initiatives in its sights, such as pay-for-performance, global team-work, and action-learning development experiences.
But to be truly tied to business outcomes, HR needs to join forces with operating managers to systematically assess the impact and importance of each one of these initiatives. Which ones are really aligned with strategy implementation? Which ones should receive attention immediately, and which can wait? Which ones, in short, are truly linked to business results? Because becoming a strategic partner means an entirely new role for HR, it may have to acquire new skills and capabilities.
Its staff may need more education in order to perform the kind of in-depth analysis an organizational audit involves, for example. Ultimately, such new knowledge will allow HR to add value to the executive team with confidence. In time, the concept of HR as a strategic partner will make business sense. For decades, HR professionals have been tagged as administrators.
In their new role as administrative experts, however, they will need to shed their traditional image of rule-making policy police, while still making sure that all the required routine work in companies is done well. In order to move from their old role as administrators into their new role, HR staff will have to improve the efficiency of both their own function and the entire organization. Within the HR function are dozens of processes that can be done better, faster, and cheaper.
Finding and fixing those processes is part of the work of the new HR. Some companies have already embraced these tasks, and the results are impressive. In all three cases, the quality of HR work improved and costs were lowered, generally by removing steps or leveraging technology.
Many HR processes can be done better, faster, and cheaper. HR executives can also prove their value as administrative experts by rethinking how work is done throughout the organization. For example, they can design and implement a system that allows departments to share administrative services. At Amoco, for instance, HR helped create a shared-service organization that encompassed 14 business units.
HR can also create centers of expertise that gather, coordinate, and disseminate vital information about market trends, for instance, or organizational processes. Such groups can act as internal consultants, not only saving the company money but also improving its competitive situation.
Work today is more demanding than ever—employees are continually being asked to do more with less. And as companies withdraw the old employment contract, which was based on security and predictable promotions, and replace it with faint promises of trust, employees respond in kind. Their relationship with the organization becomes transactional. They give their time but not much more. That kind of curtailed contribution is a recipe for organizational failure. Companies cannot thrive unless their employees are engaged fully.
Engaged employees—that is, employees who believe they are valued—share ideas, work harder than the necessary minimum, and relate better to customers, to name just three benefits. In their new role, HR professionals must be held accountable for ensuring that employees are engaged—that they feel committed to the organization and contribute fully. In the past, HR sought that commitment by attending to the social needs of employees—picnics, parties, United Way campaigns, and so on.
HR must now take responsibility for orienting and training line management about the importance of high employee morale and how to achieve it. Orienting and training line management about how to achieve high employee morale can be accomplished using several tools, such as workshops, written reports, and employee surveys.
Such tools can help managers understand the sources of low morale within the organization—not just specifically, but conceptually. But more than that, HR should be responsible for educating the line about the causes of low employee morale. For instance, it is generally agreed by organizational behavior experts that employee morale decreases when people believe the demands put upon them exceed the resources available to meet those demands.
Morale also drops when goals are unclear, priorities are unfocused, or performance measurement is ambiguous. HR serves an important role in holding a mirror in front of senior executives. HR can play a critical role in recommending ways to ameliorate morale problems.
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