Even so, many companies have either not invested in human capital analytics or fully realised the expected impact of past investments. A recent Harvard Business Review (HBR) study revealed how HR can build a workforce analytics strategy that uses people data to inform talent and company-wide decisions.

Start with a strategy for using HR and people data

To be valuable, HR data analysis must be geared toward answering a specific question. Such questions can be extrapolated from the five main types of actions McKinsey identified that companies would need to take in building the workforce of the future.

Retrain: What are the specific employee skills that we need to increase proficiency in, or do we need to focus on new skills?

Redeploy: Do we need to shift parts of our workforce by redefining work tasks or redesigning processes?

Hire: Do we need to acquire individuals or teams with the requisite skills, increasing the workforce?

Contract: Do we need to leverage external workers, such as contractors, freelancers, or temporary workers?

Release: What skills are no longer needed? Can we remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or in some cases, laying off workers?

Connecting people data analytics to a clearly identified business process, goal, or metric yields the greatest operational benefits and business value. The HBR study also found that digital companies were front-runners when it came to adopting automated techniques for the talent chase, and analysing HR data to retain their highly skilled and mobile workforce.

Continuously analyse HR data in business context

Too often, people data remains siloed in HR systems and used primarily by HR departments. In the HBR study, 89 percent of the 180 executives surveyed said that HR or people data was most valuable to an organisation when combined and analysed in conjunction with financial, operational, and other enterprise data. What鈥檚 more, 92 percent of respondents believed that all business leaders 鈹� not just HR executives 鈹� needed to review and analyse HR data.

The study found that the business benefits of sharing people data company-wide included faster visibility to better predict hiring and retention needs, improved budgeting and planning capabilities, greater agility in staffing projects, and the ability to proactively address potential hiring compliance.

For example, the Coca-Cola Company鈥檚 Botting Investments Group (BIG) data strategy focuses on a platform that integrates and analyses HR data daily to identify reasons for attrition, including the trend amongst 鈥渕illennials moving in and out, and not just assume they鈥檒l stay for five years or miss the opportunity to give them a better package and get them to stay longer. These are the questions we want to answer. We want to see the bigger picture. That鈥檚 the kind of HR department the enterprise needs, and HR wants to be.鈥�

Be prepared to make organisational and tech changes

Embedding analytical capabilities and recommendations into the organisation鈥檚 decision-making processes and workflows increases both the accessibility and actionability of people analytics.

Perhaps most importantly, we need to recognise that while the fundamental business of running a business hasn鈥檛 changed with the balance sheet the ultimate measurement tool, the role of HR has significantly transformed from administrative transactional processor to strategic advisor. This transformation is still, in part, aspirational at many organisations today. It’s time to jettison long-held perceptions about HR as just a cost center. Senior leadership and every business team including HR need to get on board with modern workforce analytics. Using integrated HR and people data will allow organisations to link both the people and finance perspectives in all mission-critical decisions, operations, and planning 鈹� a must for survival for organisations both today and of the future.

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While the COVID 19 pandemic demonstrated that many organisations great and small could in fact accelerate digital adoption for their customers and employees alike, successfully tackling some of the technological aspects of the future work, the human element still often considered ancillary is equally critical.

What are the Human Factors that organisations need to consider?

Well-being and belonging and ethics were ranked at the top of , with 80 percent and 79 percent of organisations, respectively, considering them fundamental for their success. Recent suggests that these factors are valued even more today post-pandemic; With well-being and belonging falling under the 鈥榩urpose鈥� umbrella, companies must try to embed meaning into every aspect of work, every day.

And ethics under the 鈥榩erspective鈥� umbrella, embracing an orientation that focuses on creating future, as well as current value, suggesting companies must pay careful attention to facilitating standards of behaviour and interaction to generate social cohesion, build shared trust and be more cognisant of choices on organisational norms and culture.

Recent research also suggests that remote work in some capacity will remain as an irrevocable consequence of the pandemic, having some employees work outside the office will require reinventing processes and policies reflecting the increased autonomy and flexibility, changes include leveraging small, independent teams, changes to performance management and learning strategies and associated investments and even investments in physical office space as leases expire.

Prior to the pandemic, identified five main types of actions that companies will need to take to build the workforce of the future: retrain, redeploy, hire, contract, and release.

Retrain – Raise the skill levels of employees by teaching them new or more advanced skills.

Redeploy – Shift parts of the workforce by redefining work tasks or redesigning processes.

Hire – Acquire individuals or teams with the requisite skills, increasing the workforce.

Contract – Leverage external workers, such as contractors, freelancers, or temporary workers.

Release– Remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or, in some cases, laying off workers.

Clearly, building successful workforces of the future will require Leadership and Human Resources to adapt, including a change in mindset and talent strategies to orchestrate the changes. But even with a change in mindset and recognition of the human factors that will shape success in the future:

How do organisations formulate and execute these strategies?

This is the intersection with Technology, business leaders should be considering human capital and technology together not separately. Human experience solutions that allow employees to engage, learn, and connect easily, provide continuous feedback supporting measurement of employee sentiment; And collect and aggregate both qualitative and quantitative data from the many multiple sources both within and external to the organisation and present it as metrics that support actionable insights are crucial.

Organisations of the future must link both the People and Finance perspectives in all mission-critical decisions, operations, and planning. 鈥樷�� outlines how 麻豆原创 solutions can support your organisation to better adapt to the new ways of working. For more Future of Work perspectives please on 24th March.

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According to the report, 鈥溾��, the vast majority of Australian HR executives surveyed claim their organisation effectively found new ways of working in response to the pandemic (80%) and believe they are well prepared to address the changing work environment (78%).

HR challenges and opportunities in 2021

However, other findings indicate Australian HR executives may be underestimating upcoming people challenges as changes to the workplace continue to accelerate. 聽Almost half of Australian leaders (47%) see increased employee demand for remote work as one of the top long-term impacts of the pandemic, with 64 per cent saying they expect flexible work policies will be more important to an organisation鈥檚 ability to attract or retain talent going forward. Yet less than a quarter (23%) agree the majority of their workers can work remotely and have the necessary technology and environment to do so effectively.

Only 14 per cent of Australian HR executives surveyed plan to invest in return-to-work technologies over the next 12 months, including test and tracing and remote worker management technologies, despite almost half (49%) expecting that maintaining productivity in the new dispersed work environment is going to be an ongoing challenge.

Australian leaders are also not viewing reskilling talent as a top priority, with only a third (34%) claiming they expect to invest in learning programs for reskilling and upskilling over the next year. Among the top countries to invest in reskilling are Mexico (50%), India (46%) and Spain (40%).

“Modernising HR is a critical piece of any organisation’s digital transformation journey, and it’s become even more important as we continue to adjust in the wake of the pandemic,” says Angela Colantuono, VP and head of 麻豆原创 SuccessFactors ANZ, which partnered with Oxford Economics and the Society of Human Resource Management to conduct the study.

Preparing for the future of Work

“There has been a huge amount of resilience and agility demonstrated in recent months as workplaces have adapted, but driving ongoing business results demands a continued focus on agile processes, learning and reskilling, and a culture that embraces every individual and values their feedback.”

Staying on top of employee sentiment is another area where executives鈥� feedback points to a mismatch between expectations and intentions. While more than 44 per cent of global respondents said that establishing a culture that supports remote employees will be a challenge going forward, and most acknowledge that their workers have had very different experiences depending on if they are salaried, hourly, office or field workers, Australian leaders are significantly less likely than other countries to be conducting regular pulse surveys to gather employee feedback (25%). Many may be left in the dark about employee sentiment as the workplace continues to evolve.

鈥� surveyed HR leaders in 10 countries, including Australia, Brazil, Canada, China, India, Mexico, Spain, the United Kingdom and the United States. The data in this press release represents more than 300 HR leaders in Australia.

Download the . To find out more about 麻豆原创 SuccessFactors Human Experience Management solutions, visit the .听

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is distinct to Customer Experience and can be defined as having four key areas which organisations seeking to understand Employee Experience should address:

• People and Culture 鈥� People around me help me thrive at work.
• Workplace Experience 鈥� The resources to do my job well.
• Individual Experience – The company cares about me.
• Transition Experience 鈥� I can grow through tines of change.

For many companies the path from HCM to HXM may seem a daunting task. Some do take the who reaped the benefits with the most engaged teams boasting higher personnel retention and higher revenue growth per person. We have also observed our customers taking incremental steps.

Sometimes the starting point at an organisation is one of distress. Where experiences including technology experiences are stressful, disjointed, complex, or frustrating for employees. Employees may have difficulty finding what they are looking for, or maybe it is so confusing, the experience leaves them far from feeling valued, (sound familiar)?

Step one is to alleviate the distress, ideally by creating frictionless interactions. Frictionless interactions are experiences where employees find what they need at the right time through the right channel. Basically, finding what you want, when you want it.

The application of the right resources including people (who) process and technology (when and how) are key to providing frictionless experiences. For example, the imbedding of such as AI, machine learning and chat bot functionality to provide suggestions and guidance to employees, supports frictionless experiences and enables employees鈥� experience at work to be like the experience they have as consumer.

However, even these experiences are really the minimum baseline today and are not enough when it comes to really motivating your workforce.

Moments that Matter, are the events which delight and maybe even inspire. These events could centre on a work experience such as a joining a new team or completing a project or learning achievement. Or they could be of a personal nature such as a leave of absence. Traditionally HR attempted to understand these through an annual employee survey, in keeping with the technology at the time.

However now technology can support an interactive ongoing listening strategy from an employee鈥檚 first day and throughout the changes in their career. Supporting and prioritising the moments that matter the most to your workforce is a key part of addressing employee experience.

The holy grail in the maturity shift from HCM to HXM is Sustained Enthusiasm. Where employees are engaged and inspired in their day- to-day work. Sustained enthusiasm is the result of employees at working at their best and is driven bottom up and not pushed down from HR. This requires that all facets of employee experience are addressed.

The bottom line is that employees are not restricted by the environment or the technology around them, but rather freed up to exercise creativity and provide a higher level of customer satisfaction to accelerate business growth.

on how your business can transition to Human Experience Management. Register for the being held on 27th March.

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After a loud and impressive video montage of his achievements 鈥� climbing Everest, crossing the arctic in an inflatable boat, or teaching President Obama survival skills in Alaska 鈥� the soft-spoken, sincere nature of the man onstage at the 2019 SuccessConnect event in London was all the more apparent.

When Bear Grylls speaks about his successes and failures, what drives him, and what he believes is everybody鈥檚 remarkable potential, you know he means it. Here are three strategies for personal survival that he imparted to the crowd.

Grit Matters, Not the Outcome

In the world of聽human resources聽(HR), we often talk about qualities like grit and a growth mindset because of the results they give us. What Bear Grylls reminded the audience was the ways in which qualities like grit can make us stronger 鈥� no matter what happens.

When Grylls spoke about his second attempt to join the British Special Forces (he failed the first time), he described a gruelling, nonstop hike in a remote corner of Britain in which he and a few colleagues were marched up and down mountains carrying heavy packs through cold and rain, in light and in darkness.

At the end, there was a promised convoy to take them home and an offer of acceptance if they could tough it out. When the convoy drove off unexpectedly, just steps from him and his fellow recruits at the end of the trail, all but Grylls and one other gave up on the spot. Something inside him, said Grylls, chose to march over one more hill, not quite because he believed the promise of the officer that it would be the final hill, but because he had resolved for himself that he would not give up this time.

In the end, Grylls and his fellow recruit only had to take a few more steps before they were offered membership. It was the willingness to keep going, the grit, that counted, not the test of yet another hill.

Strength Can Come from Unexpected Places

As a public figure, Grylls is defined by physical strength and endurance. On his many shows, viewers have seen him, scorched, starved, fatigued, and nearly frozen while subjected to just about any extreme physical situation imaginable. But it was not a purely physical challenge that transformed him into a celebrity.

While still in the military, a freak accident during a parachuting exercise left his spine broken in three places. He was told he would never walk again. During his convalescence, Grylls said he could not turn to the one quality which had, until then, given him a feeling of mastery over life: the strength of his body.

Instead, he had to look to his friends, family, and faith to guide him through what he still calls the darkest time in his life. These newfound forms of strength not only expanded his mind and fortified his spirit, they also allowed him to fully recover. Within a year of the accident, Grylls climbed Ama Dablam, a forbidding 22,000-foot Himalayan peak. It was after that achievement that he became a public figure.

Success is Never the Whole Story

We all compare ourselves to the successful people we see in the media and in our own lives. When I asked for advice on how to be more adventurous in my own life, Grylls surprisingly spoke about failure. It is the flipside of the coin for those who are willing to attempt great things; by definition, things with outcomes that are uncertain. If you make this a habit, explained Grylls, you are bound to rack up some negative outcomes: 鈥淭he thing is, people forget about the failures once you have succeeded.鈥� Behind his success is 鈥渁 whole ton of disastrous expeditions and failed TV projects and books that never have worked. But those are [part of] the story.鈥�

Hearing about the necessity of failure from the youngest person ever to summit Everest was all the encouragement I needed to look at my to-do list, pick the one task or project that I had been avoiding, and make that my next action.

It is true that Grylls鈥� challenges are in an area that is radically different from what most of us face every day. But anyone can benefit from his ingredients for success: grit, knowing where true strength lies, and never forgetting that failure is never the final word.

This article first appeared on the 麻豆原创 Global News Centre.

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