• Insufficient essential skills and capabilities among the employees pose a major threat to the growth prospects of these organizations.
• Finding, hiring and retaining the right people has been a continual challenge for the organizations. This has a direct bearing on how the organization sustains itself as well as on its performance.

Talent Management is a framework that helps improve organizational performance by identifying, developing and encouraging the best people. This involves helping the employees who are already working at the organization to flourish, as well as developing practices that attract the finest talent from outside. Talent management has emerged as one of the fastest-growing disciplines in the field of management. It also forms a major focus of developing successful human resource management systems because of the advantages that it offers the organization.

Factors Affecting Human Resources and Talent Management

Strategically managing human resources forms an essential part of an organization鈥檚 efforts to achieve efficient output and sustained success. Systematically identifying, managing and nurturing talent forms what is known as Strategic Human Resource Management (SHRM). Strategic HRM is influenced by external and internal factors.

• External factors

The external factors that influence Strategic HRM include the market forces and demands, social, cultural and regulatory aspects of the market that the organization works in. This is the reason why some places and companies are able to develop better talent than others. As talent management strategies are directly linked to strategic HRM and eventually to the perception and success of an organization, it becomes crucial to develop better frameworks and systems for it. This is because an accomplished talent management system ensures a workforce working in the most optimum conditions.

• Internal factors

The internal factors that influence human resources management in an organization are diverse and include organizational structure, as well as the administrative culture. They also include the nature of the services and the products that form the organization鈥檚 output, as well as the size, profit, returns, budgets and composition of the workforce. Mismanaging any of these can lead to losses. It can also dent the image of the company, leading to problems in future recruitments.听 has shown that all these internal factors are important while designing a talent management strategy. Such a strategy should therefore be knowledge and learning-oriented, inclusive and responsible towards its workforce. It should also allow its workforce to develop capabilities that help them adapt to the market鈥檚 dynamic requirements.

• Creating a healthy administrative culture

A socially responsible HRD strategy with a prudent talent management framework can help the employees and the business improve ethical considerations. By educating employees about these ethics and norms, a talent management strategy not only helps in avoiding scandals and other issues, but also helps the organization to prioritize corporate social responsibility. This helps to develop a more positive work environment, resulting in increased productivity. It also helps to build a positive image for the organization.

Besides improving and enforcing ethics, a talent management framework also enables the company to nurture and incentivize creativity, open communications, effective knowledge management. By identifying and rewarding the right talent, a strongly positive effect is observed on attracting talent with the best capabilities, as well as retaining the talent that the organization already has.

• Developing resilience

Human Resource Development Strategies (HRD), including Talent Management, have also been proven important in identifying the dimensions of an organization鈥檚 capacity for resilience. This is especially important under economic uncertainty and market fluctuations. Therefore, a robust HRD strategy can help build organizational resilience by bringing agility and adaptivity to the organization鈥檚 administrative structure. Besides the routine functions, a comprehensive HRD resilience can be attained through learning, training and developmental approaches. These can enable the employees to fully utilize their potential, allowing them to cope with the constantly shifting market trends and needs.

There are significant incentives that come with adopting effective talent management and human resource strategies. These are particularly useful to organizations with an international scope, as these organizations have to recruit talent from different geographies that differ in multiple aspects like institutional mechanisms, political developments, labor legislations, culture, local market factors as well as the positioning of the organization on the labor market.

Adopting an Effective Strategy for Human Resources

Managing the workforce is a critical responsibility of any organization. Besides, a proper talent management framework can help increase employee satisfaction, as well as enable the organization to recruit highly skilled people.听Thus, an effective talent management strategy –

• Identifies and encourages those who perform the best. The best performers are motivated to keep working as the organization has much to gain through retaining them. A talent management strategy that considers the business context also utilizes them to depict an embodiment of the organization鈥檚 core principles to inspire other talents to perform better.
• Sources and positions well-qualified backups for key positions. This is essential as the organization cannot afford to keep these positions vacant for long if a talent departs.
• Allocates resources to the talents based on their performance, which is consistently evaluated. Good performance is rewarded and incentives are provided to inspire others. A talent management framework also identifies the performances of the talents.

Attaining all these objectives is based on some fundamental principles of a responsible talent management system. These consist of inclusivity, corporate responsibility, equity and equal employment opportunity. By foregrounding these principles in the talent management strategies, multilevel sustainable outcomes such as decent work, employee well-being and organizational well-being can be achieved.

This is followed by the realization by the employees that their needs are being taken care of. As employees take recognition of this, they tend to take part in the ownership of their organizations.听This means that the employees-

1. Connect to the organization on a more personal level, instead of looking at it as just an avenue to earn income.
2. A personal stake in the organization increases motivation, leading to increased productivity and better performance. Well-managed employees put greater focus on the value that they can add to the overall output.
3. As the organizational efficiency increases, so do its profits. An inspired workforce acts as brand advocates themselves and helps to attract other top-tier talents.听

A well-planned talent management framework can therefore bring enormous dividends for the organization.

Through cloud-based talent management tools like 麻豆原创鈥檚听, a business can enable its employees, managers, and HR professionals to manage the talents regardless of where or when they are working. SuccessFactors allows developing and adopting a comprehensive and data-driven talent management strategy. This strategy spans the entire employee lifecycle through different tools. These include Recruiting, Onboarding, Succession and Development, Performance & Goals software, Strategic compensation program, Learning Management System, Sales Performance Management (SPM),

These tools allow your organization to-

• Hire the best candidates through results-oriented recruiting practices and embedded engagement and automation.
• Bring your supporting systems, processes, and people into an intuitive digital experience, accessible from anywhere, on any device. This helps in conveniently setting up new hires coupled with improved engagement and retention throughout the employee lifecycle. You can also manage employee onboarding, cross-boarding, offboarding, internal transfers and rehiring programs through a single solution.
• Identify, develop, and retain your high-performing talent. It also allows your organization to engage employees with meaningful career development opportunities, close talent gaps, and nurture leaders. This can help your organization to develop the talent you need to achieve business goals, while providing visibility and planning capabilities to support future growth.
• Help employees expand their skills and advance their careers with ongoing employee development and leadership development through Talent reviews and calibration tools.
• Evaluate and recognize top talent, align your strategies and goals, and improve employee performance through ongoing coaching and feedback. This helps ensure that well-performing employees are valued and rewarded, which keeps the employees engaged and motivated.
• Align the needs of your employees, your business, and your budget with your business strategy through improved individual and business performance with personalized, timely rewards and recognition programs.
• Support employee training and reduce compliance risk with a modern learning experience.
• Deliver territory assignments and align sales quotas with agility, fairness, and transparency.

One of the most convenient features of the talent management programs is the 鈥榮tart anywhere, go anywhere鈥� approach they afford to the users. This approach allows an organization to implement the full suite or the various solutions in any order. For example, an organization can start at the most vulnerable point and adapt as the company鈥檚 needs grow. Or it can implement and execute this strategy from scratch and design the talent management process around this framework.

A well-integrated and holistic talent management system can help an organization attract, develop and retain talent, which remains one of the most significant challenges faced by enterprises worldwide.

The post How can Talent Management Help Your Business? appeared first on 麻豆原创 India News Center.

In our guide, we will demystify the distinction between talent acquisition and talent management, and HR鈥檚 role in ensuring both recruitment and management of talent is always aligned to company鈥檚 growth strategy.听

What is Talent Acquisition?

Talent acquisition is essentially a systematic process that a company carries out to identify and acquire those skilled employees who meet its professional requirements.听

The stages in talent acquisition:

• 颁谤别补迟颈苍驳听Awareness听about Employee Branding value proposition听
• 叠耻颈濒诲颈苍驳听颁辞苍蝉颈诲别谤补迟颈辞苍听for the brand
• Interest听where employees start to send applications
• Selection听of the right candidate who fits the job requirement and company values/culture听
• Hire听of the right candidate after closing on compensation

This recruitment funnel combines the key steps HR uses towards talent acquisition for filling the job roles of a company to achieve short term or long-term goals. The core responsibilities of talent acquisition include future resource planning, diversifying the employment force and employer branding in the market.

There are two ways through which a talent acquisition team operates within an organization. Either it is a part of the human resources department, or it is a separate entity. At times, this important process is outsourced to a third-party agency.

What is Talent Management?

Talent management, on the other hand, is a constant process with the key objective of ensuring highly motivated employees. It focuses on management of employees that includes developing their skill sets and engaging them continuously to improve their performance. When done right, can help companies to have very productive and engaged employees.听

What is Recruitment?

Recruitment is a process carried out by a company to identify the potential candidates for a job profile and select them for the role. It is done by attracting potential candidates and screening their suitability through interviews. The span and scale of the recruitment process depends on the size of the company and the number of existing employees.听听While large companies have a team of recruiters to carry out the job, in small companies, the entire work is the responsibility of just one person, the HR manager. The recruitment is conducted through different media, like printed or digital advertisements, social media links and job boards.

Differences between Talent Acquisition and Talent Management

Talent acquisition and talent management cannot be used interchangeably but are two phases of 鈥榖efore鈥� and 鈥榓fter鈥� of a candidate joining the company. Of the two processes, talent acquisition focuses on hiring the right candidates based on their potential and skills, while talent management takes over after a candidate joins the company. keeps track of the training and development of the new employees. Programs are designed to improve performance through constant upskilling which also keeps them engaged. It is this factor which differentiates it from the process of recruitment as well. However, the talent management team requires a lot of involvement of HR, either directly or indirectly.

Differences between Talent Acquisition and Recruitment

Many people might perceive the term 鈥榯alent acquisition鈥� to be a new and fancier way of calling the conventional process of recruitment of a company. It is because the essence of both still lies in hiring new people for the organization. While the overall objective of talent acquisition is more or less the same as recruitment, there are a few crucial differences in their processes and approaches.

While recruitment is all about fulfilling the momentary purpose of filling a particular vacancy and is a short-term goal, talent acquisition is a much longer and strategic process. It鈥檚 long term and involves:

• Planning and strategy

Compared to recruitment, talent acquisition uses a comprehensive strategy that seeks to understand nature of business, current and future workplace, and workforce requirements.听

• Workforce distribution

Understanding the pulse of different departments and workforce teams within a company is important for talent acquisition teams. Parameters like skills, experiences and competencies required for a position are analyzed better when a proper plan is in place, one of the key aspects of talent acquisition.

• Employer branding

In today鈥檚 digital world, brands are using newer ways to interact and connect with consumers and even talent (think LinkedIn, Glassdoor, etc.). Talent acquisition takes a broader approach to creating a positive image of the company and its work environment and goals. The end-goal: inspire trust in potential candidates and new hires.

• Talent scoping

Quality content comes from more detailed research. This is possible through data collected from talent management software. Having a talent acquisition team enables organizations to source talent from diverse locations and map them to the right job role.

• Analytics

Using key metrics for proper tracking and analysis, the talent acquisition team can fill existing vacancies. They can also have a database of potential candidates to connect with for the future.

The Common Skills Required for Talent Acquisition and Talent Management

While talent acquisition and talent management are entirely different processes, certain skills are common for both.听

• Communication skills

Given the people-centric nature of these job roles, the ability to communicate well, both speaking and writing, is important. It鈥檚 also important that professionals in these two functions (talent management and acquisition) can negotiate and mediate between a job seeker and the company. Of course, new modes of digital modes 鈥� social media recruiting, gamified assessments, and mobile-centric processes 鈥� have redefined the communication processes too.

• Active listening skills

Unlike before, millennials and Gen Z have the advantage of having more platforms and media to express an opinion. This has made active listening an important skill, that needs to go beyond a simple telephonic or first-level interview. A talent acquisition specialist or a talent management specialist should assess the potential candidate鈥檚 diversified presence in the online world and collect information from their social media accounts using dedicated talent management software. Active listening is beneficial for generating an assumption of perspectives of a candidate, thereby easing the decision-making process.

• Planning skills

Information gathered through communication and active listening will help both talent acquisition and talent management professionals to be more effective and plan smarter. For a talent acquisition specialist, overall planning needs to be more strategic that aligns with business needs of various stakeholders. Hence, the objective would be to fill the immediate vacancies and build an active pipeline of potential candidates for future hires.

• Learning skills

Both talent acquisition and talent management professionals should be willing to learn new technologies and have a natural curiosity that will help them acquire new skills. These traits will ensure that both the professional and organization are open to new ways of working and can more easily drive transformational processes. Open cultures are generally synonymous with innovation and hence are easily able to attract millennials.听

• Relationship building skills

To ensure long-term associations, both talent acquisition and talent management specialists should prioritize candidate experience and qualities. Both these aspects can form a basis to build a relationship. It is also instrumental in the establishment and promotion of a brand as an employee-friendly company and creating a sustainable engagement between all the employees of the company. The focus should be more on networking and relationship management, which is possible using recent developments in artificial intelligence.

• Social skills

These days, organizations are looking for professionals who display both IQ and EQ in equal measure. Such individuals can drive a balanced and harmonious work environment conducive to employee wellbeing and productivity. These nuanced skills are important as they enable talent acquisition and talent management specialists to empathize and take the right steps to solve employee challenges.

• Analytical skills

Leveraging data through analysis and derived insights can help talent acquisition professionals to find gaps in the hiring process, tweak it and save time and costs, making the process itself more effective. Being able to understand granular data and correlate it to the bigger hiring picture will help streamline the hiring process.听听

• Tech skills

Digital transformation is a part of organizational strategy, and in recent times the pace of digitalization has been faster than ever before. In such circumstances, it鈥檚 critical for talent acquisition and talent management professionals to be comfortable with technology, use the right talent management software and tools such as applicant tracking systems and performance management platforms.

• Social media skills

Social media has become an important part of the hiring process considering that today鈥檚 digital native generation spend a significant amount of time online. From posting job ads on LinkedIn and other online platforms, companies are now focused on digital media to ensure they reach a wider pool of potential hires. A talent acquisition specialist and a talent management specialist need to be well-versed in using social media to connect with millennials and Gen Z while amplifying company vision, mission, and culture to build an attractive employee value proposition using social platforms.

• Multitasking skills

Unlike earlier, where human resource processes were transactional and functional, today it is strategic. Talent acquisition and talent management professionals need to be well-versed in juggling their job roles, prioritizing tasks and being part of the larger ecosystem when it comes to driving business objectives. Essentially, this means both these specialists need to be able to multitask and become achievers, instead of being doers alone. Whether it鈥檚 helping the organization to achieve business goals through hiring the right resources or ensuring these resources are productive and engaged by constantly providing new learning and development (L&D) opportunities, both talent acquisition and talent management professionals need to have strong multitasking skills.听听

Role of HR

HR has a significant role in both talent acquisition and talent management, though the processes that are followed for each vary. For talent acquisition, HR carries out several tasks, such as assessing the available talent and discussing the required talents. The other tasks in talent acquisition performed by HR are analyzing the gap between availability and requirement of talent and building strategies and measuring the success rate of the plans created to bridge the skills gap.

For talent management, it鈥檚 a different process. It includes analyzing skills gap in the existing talent pool and mapping it against the 鈥榠deal鈥� profile, creating L&D plans that nurture and manages this talent. HR also analyses the talent strategy and succession planning; creation of a talent plan for the long run; reviewing of talent available in the organization and L&D plans which also includes team-building exercises, workshops, and benchmarking activities.

Which is more productive 鈥� talent acquisition or talent management?

Though talent acquisition and talent management use different processes they are interlinked. Organizations need to invest in hiring the right professionals for the talent acquisition and management teams. Considering that there鈥檚 a talent deficit for certain job roles and in certain industries, it鈥檚 imperative to have both these teams in place. Having dedicated talent acquisition and talent management teams, especially in large enterprises, makes the hiring process (recruitment and retention) more effective and impactful.

In today鈥檚 business environment where inclusion and diversity are an integral part of organizational culture and values, having a well-knit team of talent acquisition and management professionals will ensure policies are well thought out and implemented. It also means that these teams collaborate to constantly refine processes and systems, a must in an ever-evolving world.听

As Workplace 4.0 becomes more pervasive, talent acquisition and talent management teams need to work together to keep attrition levels in check and minimize impact on the organization. What the new working models (hybrid working and work from anywhere) are also doing: making organizations question whether talent acquisition and talent management should continue to work as two different functions, or should they be combined under one. It鈥檚 an ongoing debate and one that will evolve over the next couple of years.

And what does this mean for talent acquisition and 蝉辫别肠颈补濒颈蝉迟蝉?听

Perhaps, it鈥檚 the right time to develop transferable skillsets and explore new learning opportunities to be prepared when the great shift occurs!

The post Talent Acquisition vs Talent Management vs HR appeared first on 麻豆原创 India News Center.

In the past two years, in particular, HR鈥檚 strategic role and its organizational importance has come to fore. From talent management to its role in ensuring business as usual by liaising with IT teams to provide collaborative tools and increase technology adoption is well-documented. What this has also led to is the increased use of data to derive insights resulting in better talent management (both hiring and retention). But leveraging data and analytics hasn鈥檛 been adopted as much as it should. Manual intervention is still time consuming, costly and at times ineffective. Consequently, human resource teams are beginning to realize the importance of people analytics and more data driven management in all aspects of HR functions.

HR takes a central role in business strategy

There has always been a distinctive difference in the conversations that happen in HR vis a vis other functions (sales, marketing, finance, etc.) . Typically, the former tends to be more anecdotal in nature, while other functions are mostly always data-driven. This strengthens pre-existing notions of Human Resources as an intuitive function. Of course, the role of HR in talent management strategies need to find basis in individuals. But by nature of diverse work cultures and office dynamics, HR strategies aren鈥檛 always accurate and subjected to bias. And while data is an intrinsic part of HR operations, it usually finds its place in descriptive reports (number of people organization-wide, geographic spread, etc.鈥�) 听rather than as a tool that can be leveraged while planning business strategies.

According to Deloitte, the focus on big data will challenge HR leaders to build a people analytics team, bring together multi-disciplinary skills, and develop a long-range plan to 鈥渄atafy鈥� HR.

People choosing People Analytics

While data analytics is just that, crunching data to get a better understand of what the numbers imply, people analytics is a whole different game. People analytics refers to all talent data and its application which helps human resources base their talent management strategies on data. It also allows HR to spot trends and predict talent strategy.

In fact, people analytics becomes the bridge which connects HR metrics to business outcomes. amalgamating pre-existing HR data with real time activities. This approach would help create a database through which HR can model and predict outcomes helping businesses attain maximum returns on investments on human capital.

According to Deloitte research, 70% of respondents surveyed had invested in people analytic tools while over 50% planned to invest in such tools. Digitization in the workforce, owing to the pandemic, has also prompted high performing organizations to be two times more likely to implement people analytics software over low performing organizations. In part, this due to the cost-effective software and because of its ability to offer unique insights to shape the employee experience, which has proved to be of paramount importance in recent times.

Employees are your first customers

While most businesses agree that it is crucial to have a customer-centric model for more success, they often fail to realize that employees are the first customers, who in turn can ensure customer satisfaction. The company goals 鈥� whether they are revenue related or cost and market share related, eventually comes down to employee satisfaction.

Employee engagement and satisfaction are the pillars on which a company can build its overall business goals. And this has become of even more importance during the pandemic where feel burnt out from working remotely. Factors influencing this include-

• the added three hours of work due to the remote operations
• the mental fatigue of the pandemic.

Thus, with the increasing uncertainty, ranked employee experience as their first priority with people analytics playing a major role in improving it. Implementing people analytics will help HR to be strategic in how employees are utilized. When combined with design thinking and the employee鈥檚 persona, people analytics can give insights about how to avoid high attrition improve internal communications as well.

Benefits of People Analytics in HR

People analytics can be utilized by the HR department from the beginning of employee recruitment to the stage of onboarding. It lends itself in easing of the business operations in the following ways 鈥�

1. Removes Bias – The data from people analytics helps in making insightful decisions about talent management by removing inherent bias that exists in an individual. The Artificial Intelligence (AI) process removes the aspect of subjectivity and guesswork which is usually associated with the talent recruitment process. With candidate interviews also becoming digital, the AI software can analyze it through its metrics of personality 鈥� thereby providing an objective view of the qualities possessed by the talent vis-脿-vis the criterion of the company.
   Juniper Networks, for example, not only analyses where their top performing employees come from using apps like LinkedIn, but also the company they join post exit. Having such insights will allow organizations to better manage their talent.

2. Personalization of Data 鈥� On onboarding talent, people analytics software also makes provision for the personalization of each employee鈥檚 data. This allows the employer to have a more individualistic understanding of each talent which also helps them give more personalized and effective feedback and recommendations. This goes a long way in talent retention.
   For example 鈥� Wal-Mart uses people analytics to hone talent capabilities and help them get a better understanding of their career paths and roles. With around continuing to work at Wal-Mart for over ten years, their dedication to the company is a testament to the effectiveness of People Analytics.

3. Facilitating smooth Management – Through the personalization and data visualization, the people analytics software can also keep records of time management, performance, feedback and work life balance which can help HR department implement plans for their employees鈥� well-being better.
4. Maximizing ROI – With employee satisfaction being taken care of, these key talent metrics can be aligned with the financial and managerial decisions of the company to account for maximum return on investment in terms of talent.
   The company Royal Dutch Shell, for example, would ask the employees to play video games, analyzing the data from that to ascertain which employees have the best ideas and incorporating that in employee suggestions.
5. Integrating Organizational Capabilities – Through the streamlining of HR processes the people analytics software can also integrate different organizational capabilities along with talent management like digital collaboration tools, IT architecture and business strategies. This is further helpful in developing leadership pipelines, reducing employee turnover, increasing productivity and create effective learning and business plans.

People analytics in a post-pandemic future

With technology transforming every day, people analytics throws up endless possibilities. Real time analytics and data can help companies understand the mental and physical wellbeing of their employees. People analytics should be viewed as an enabler that can allow HR teams to be strategic about their functional role. For example, analytics help managers get an estimate about the drop in productivity and delays, thereby allowing them to plan alternative strategies beforehand. Such insights become critical during times of disruption.

And in the new normal when hybrid working and remote working is the norm, it is vital that HR help organization to look at new metrics that matter. For instance, gauging employee satisfaction and engagement levels becomes as important as figuring out if customers are satisfied. This can be achieved through:

• Employee journey mapping and design thinking.
• Feedback from virtual focus groups also helps organizations understand the type of virtual workspace wanted by the employees.

For example 鈥� Google uses People Analytics to check and improve the pulse of the employees. This is done through surveys and feedback of its talent with a rate from the employees

People analytics has upgraded the HR analytics from an analogue and intuitive to a digital and predictive world. Through its uses in talent management, the people analytics tools have become the meeting point of HR and business operations. And, as organizations and people move past the pandemic, where things becoming increasingly technologically oriented, people analytics and new tools will become integral to HR strategies.

The post Closing the gap between HR and Business Operations appeared first on 麻豆原创 India News Center.

To get a CEO鈥檚 perspective on the evolving paradigm of the talent agenda the event held an exclusive CEO Dialogue. Chaired by Ester Martinez, CEO & Editor – in – Chief, People Matters, this esteemed panel included thought leaders from leading organizations –听Kulmeet听Bawa, President & Managing Director, 麻豆原创 Indian Subcontinent,听Dilip听Shanghvi, Managing Director, Sun Pharma, and C. P.听Gurnani, CEO, Tech Mahindra.听听

While discussing the COVID situation, the power-packed panel revisited the talent transformation agenda and reflected on how it has once again become the center of board room concern. They acknowledged the role of technology in helping businesses reinvent themselves to continuously realize value听as they听inch from recovery to growth.听

Following are the key听highlights of this insightful discussion:听

Revisiting听The听Talent听Agenda听Through听The听Pandemic听Lens听

Kicking off the discussion with his thoughts on COVID, C.P.听Gurnani听termed it the accelerator for one of the greatest workforce transformations of our lifetimes.听Emphasizing听the听lasting impact of recent听changes to the ways we work, exercise, shop, learn, communicate, or where we work, he stated听鈥淗R听today means how it affects me as an individual and my 13,000 associates.听鈥�听

Reflecting on the听initial phase of the lockdown, he mentioned “The first few months were about arranging chairs, tables, renting out hotels near workplaces and creating a secure environment.听It听was听like听mechanically responding to an emergency听鈥撎齝reating war rooms to provide essentials.听But very soon we realized that transformation is essential as much for听customers, for managers听to manage a remote workforce, and as much for the workforce to balance their personal & business lives.听Technology has provided the fabric and the听answer, but听knowing what the challenges are and being able to address them is the need of the hour.鈥澨�听

Kulmeet听shared, 鈥淭he world has听changed听and we are grappling with certain issues. While we miss the coffee corners, office huddles, personal connections, and travel, we听have听witnessed听a prominent听silver lining in the form of much higher levels of productivity听and a lot more time with our customers and teams, which is phenomenal to me.”听听

Commenting with his perspective of the future of talent agenda, he added听鈥淭here听has been a clear emergence of a听brand-new听culture, that demands a听lot more agility and nimbleness. From a talent perspective, this means employees need to possess a lot more digital dexterity and mental resilience.听We as leaders & HR as an organization will need to be a lot more conscious of how we bring in this new talent and hone them to be successful. Secondly,听the changes we are听seeing today require a whole new paradigm in terms of leadership. We need to break away from the traditional hierarchical chain-of-command model听to cater听to the huge millennial and Gen Z workforce听that we are bringing on board听and balance their need for instant gratification.鈥澨�听听

Speaking on the challenges faced by employees,听Dilip听Sanghvi added, 鈥淎nother important challenge we faced was – because we have people working across different time zones, the boundaries between personal and professional time were blurry. We had to set clear expectations, otherwise, people are left with no time to work, guide recharge or relax.”听听

颁谤别补迟颈苍驳听Positive听Employee听Experiences听That听Enable听Productivity听听

The more employers focus on what鈥檚 best for their people, the greater each employee鈥檚 experience will be. This means actively catering to your people鈥檚 needs and, more importantly, actually caring for them.听听

On 麻豆原创鈥檚 and his personal experience听as an 鈥渙n-screen leader鈥澨齩ver the last 13 months,听Kulmeet听said,听鈥淓mployees听today truly trust organizations that care for them.听At听麻豆原创 our topmost priority has听always听been the health and safety of our employees and the broader community.听I am touched by the spirit today, where I see every 麻豆原创 India employee听is听going beyond their charter by miles to deliver on the shared vision that we set up for ourselves as teams.听鈥溙�听

Commenting on the need to create moments of truth that holistically support employees, C.P.听Gurnani听added, 鈥淭his war has been imposed on us and has meant that听we听need to get into a wartime General mode. But you can鈥檛 be a听General who听is not concerned about an employee’s spiritual, emotional, physical, and mental health.听Today more than ever, the future of work is the future of worker well-being.鈥澨�听

听

In an effort to help employees manage the stresses of听work-life integration,听Tech Mahindra听has听appointed 鈥淲ellness Officers鈥�. Clearly communicating the company鈥檚 intention address its people鈥檚 emotional and physical requirements.听He added,听鈥淐OVID听has been a method of redefining business. My business is executed by people, they are my flag bearers and if I听can help them to redefine themselves, I will automatically be redefining my business and winning the hearts of my customers.听鈥�听

Echoing the sentiment across the panel,听Dilip听said, 鈥淭he last few quarters have been some of our best. This is the result of the significant contributions of our employees听and听helps us to look at business very differently, and听learn continuously.”听听

The Role of Technology听as a Strategic Enabler听听

Technology is rewriting the rules. In the hybrid workplace, it听is no longer playing a supporting role.听Instead,听it has proven itself to be the听critical听driving force enabling employees to achieve听overall operational听success.听听

On technology鈥檚 increasingly important role,听Dilip听Sanghvi听said,听鈥淭he听greatest contribution听of technology in improving processes has been its ability to remove subjectivity from evaluating performances. Making it a transparent process听that rewards people based on their contributions and success in an unbiased manner.听The speed with which technology has enabled us to work in this changing environment is only going to accelerate.鈥澨�听

Reflecting on听its critical role听in underpinning the talent strategic changes seen in the past year, C.P.听Gurnani听pointed out,听鈥淭he shift towards digitalization has been accelerated by a minimum of 5 -7 years.听I鈥檓 convinced that if听employees听had听not听embraced technology the way they did, some of the results we are seeing would never have been possible.听It is employees that grew, learned, and used the tools that were made available.鈥澨�听

鈥淎s employers and company leaders听we听will have to continue to invest in our people听and听give them a learning environment, where they can听create a听significant听impact听not only in the short-term but also in the medium and long-term.”听听

Talking about the emergence of a new mindset and its importance in the experience era,听Kulmeet听added, 鈥淲hile we talk about digital-first, I have witnessed that the digital-only strategy is coming up rather quickly. The questions we get asked today are no longer about the 鈥淲hy鈥�, but about the 鈥淗ow?鈥� – How do we do this faster? Or holistically? How do we do this cloud-first so that we are more agile?鈥�听

In the 鈥渆xperience era鈥� of ubiquitous, personalized experiences in the online world, technology is facilitating a real-time merger between science and art, between content and data. Commenting on听the need听for a renewed focus on fostering human connection, he explained,听鈥淲hile听most leadership tenets remain the same, some like the need for communication, enhanced need for empathy, and authenticity from leaders has gone up from a technology standpoint. We must humanize ourselves through various technological channels and forge the kind of bonds that听help us grow closer as people.鈥�听

Fostering Human Connections听in听a Changing听Workplace听

“We need to nurture a culture of trust within our organizations, by rolling out trust-based models. At 麻豆原创, we are in the process of implementing an initiative called “Pledge2Flex”.听 We hope it will help us dive deep into a flexible workplace model, agnostic of geographic boundaries and time zones.听It is time we ensure that the amount of flexibility should move at the same pace as what the world is demanding.鈥�听

Discussing the needs of a changing workforce,听Dilip听mentioned, 鈥淢anaging the new millennials needs a new mindset. A transparent model that gives them freedom, respects their abilities, trusts their judgments while rewarding contributions, and gives honest feedback can be the best way听into the future of work.鈥�听

Concluding the session with some advice on听creating听a high-performing workplace, C.P.听Gurnani听suggested, 鈥淢anagers need to adopt a parental style of leadership, where you understand your employee will need some help to uphold values, his/her contributions and his/her relationship to their own family. I believe it is our job to keep the workplace happy and听I can only do this by communicating and listening.听All my advice听boils down to 3 words 鈥� Listen. Understand. Act.听听

Also read about the keynote address at HR Connect 2021听

The post CEO’s Perspectives on the Changing People Paradigm听听 appeared first on 麻豆原创 India News Center.