Bengaluru, March 18, 2026: 麻豆原创 Labs India and SRH University Germany today announced the signing of a Memorandum of Understanding (MoU) to expand their strategic education partnership to India. The agreement establishes a framework for curriculum co-design, 麻豆原创 Certification integration and industry-embedded learning, strengthening collaboration between academia and enterprise technology leaders to prepare the next generation of digital talent.

The MoU was signed in Bengaluru by Sindhu Gangadharan, Managing Director, 麻豆原创 Labs India, and Dr. Thorsten Bagschik, Managing Director, SRH University, as part of the official Berlin Senate delegation visit to India.

The partnership builds on the 麻豆原创鈥揝RH collaboration launched in Germany in December 2025 under the leadership of Andre Bechtold, President 麻豆原创 Industries and Experiences, and extends the initiative to India, giving Indian students access to globally recognised enterprise technology credentials while embedding 麻豆原创 expertise directly into university programmes.

The initiative reflects 麻豆原创鈥檚 broader learning transformation strategy, which focuses on meeting learners where they already are by integrating industry-relevant skills into academic environments. 麻豆原创 aims to equip 12 million people with AI-ready skills by 2030, and collaborations with universities play an important role in building a strong global talent pipeline.

As part of the partnership, higher education students and faculty members will receive free access to 麻豆原创 Learning Hub, student edition, including 麻豆原创 learning content, practice systems, live sessions and up to two certification exam attempts per year. 麻豆原创 is also redefining certification through practical, AI-enabled assessments that focus on real-world problem solving rather than memorisation, enabling learners to develop skills that are directly applicable in enterprise environments.

By integrating 麻豆原创 learning content and certification pathways directly into university programmes, the initiative will help build a sustainable pipeline of enterprise technology professionals equipped with the skills required to support digital transformation across industries.

Sindhu Gangadharan, Managing Director, 麻豆原创 Labs India, said, 鈥淚ndustry and academia must work closely together to prepare talent for a rapidly evolving digital economy. By extending our partnership with SRH University to India, we are creating new opportunities for students to build enterprise technology skills that are directly relevant to the needs of global businesses. Initiatives like this are central to 麻豆原创鈥檚 ambition to equip 12 million people with AI-ready skills by 2030 and to build a strong pipeline of future-ready technology talent.鈥�

Dr. Thorsten Bagschik, Managing Director, SRH University, said, 鈥淥ur collaboration with 麻豆原创 reflects our commitment to delivering education that is deeply connected to industry. By integrating 麻豆原创 expertise and certifications into our programmes, we ensure that students graduate with skills that are immediately relevant in the global job market. Extending this partnership to India further strengthens the bridge between academic learning and real-world enterprise innovation.鈥�

This partnership builds on 麻豆原创 Labs India鈥檚 broader engagement with academia and skilling institutions to strengthen India鈥檚 digital talent ecosystem by building future-ready technology talent.

About 麻豆原创
As鈥痑 global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted 麻豆原创鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥�.

For more information, visit

麻豆原创 Contacts
Shikha Pushpan; s.pushpan@sap.com
Chandrika Jana; chandrika.jana@sap.com

The post 麻豆原创 Labs India and SRH University of Germany Sign MoU to Strengthen Digital Skills and Industry-Academia Collaboration appeared first on 麻豆原创 India News Center.

Unveiled at 麻豆原创鈥檚 flagship event, TechEd 2025, the Value of AI Report 2025, in collaboration with Oxford Economics, surveyed 1,600 senior business leaders across eight countries, including 200 respondents from India.

Organisations are already realizing tangible value from AI, with Indian businesses reporting an average return on investment (ROI) of 15% from AI initiatives in 2025, projected to reach 31% within just two years. Fuelling this momentum, businesses across the country are investing US$31 million in AI this year 鈥� outpacing the global average 鈥� with focussed spending on software, infrastructure, talent, and consulting.

鈥淎I is transforming how businesses operate, not just by automating tasks, but by enabling smarter, faster decisions across mission-critical processes,鈥� said Philipp Herzig, Chief Technology Officer, 麻豆原创 SE. 听鈥淎t 麻豆原创, we combine trusted business data with AI that reasons, acts, and learns 鈥� helping organizations tackle complex challenges in finance, HR, and supply chain with confidence. The real value of AI emerges when innovation meets execution, making intelligent systems a seamless part of how businesses run.鈥�

Key findings from the report:

Indian organizations are turning AI into measurable business value

• Indian businesses are investing US$31 million in AI across IT, infrastructure, talent, and consulting, ahead of the US$26.7 million global average.
• Organizational investments in AI are projected to rise by an average of 33% over the next two years. That investment is expected to drive ROI of 15% this year (an average of US$5.7m), which is expected to double in two years鈥� time to 31% ($15.3m).
• 56% are satisfied with current ROI on AI, and 58% expect AI initiatives to deliver positive ROI faster than other technology investments 鈥� the highest globally.

India鈥檚 Focus on AI Deepens, Driving Data-Led Growth and Impact

• Majority of businesses expect AI to be central to business processes, decision making, and customer offerings by 2030 with only 3% saying otherwise.
• Most businesses are scaling AI automation and experimenting with generative AI leading to AI supporting 23% business tasks today, rising to 41% in 2 years.
• AI has helped 36% of businesses address key challenges, driving better insights (44%), greater innovation (37%), and stronger customer engagement (36%).
• 78% are integrating AI into workforce planning through upskilling and reskilling to enable an AI-powered future.

Challenges to AI Adoption in India

• AI adoption remains fragmented, with 48% organisations reporting piecemeal investments and 27% pursuing department-led initiatives.
• AI skills remain a barrier to scale, with 64% organisations citing incomplete, comprehensive AI training.
• 67% of organizations remain concerned about shadow AI, with risks across inaccurate outputs (63%), data leakage (53%), security vulnerabilities (42%), and compliance violations (34%).
• While 42% of businesses report adequate data readiness for AI, more than half remain unsure about sharing and integrating data internally (52%) or with external partners (51%).

The Agent-Enabled Future of Business Transformation

• In the next two years, Indian businesses expect ROI of 7% (补辫辫谤辞虫颈尘补迟别濒测听US$2.8 million) from agentic AI
• 85% of Indian businesses rate AI agents as having moderate to high potential to transform operations with 50% agreeing that AI agents can add significant value to their business by managing complex workflows across business units.
• 49% businesses believe Agentic AI will significantly influence their strategic planning in the next two years.

Indian enterprises are driving real business outcomes by adopting AI. , a leader in the building materials industry, has cut procurement processing time by nearly 50% using 麻豆原创 Business AI and data cloud, and is now scaling these efficiencies across departments. Similarly, , a global technology player in electrification and automation, is boosting productivity in the industrial sector by streamlining workflows with automation and gaining real-time insights through the Joule copilot鈥攁ll powered by 麻豆原创 Business AI. Advancing this momentum, a leading technology services and consulting company is leveraging 麻豆原创 Joule for consultants to harness generative AI and help clients worldwide drive secure, resilient, and sustainable growth.

鈥淎I is central to how businesses create value. With over 600,000 professionals, India accounts for 16% of the global AI talent pool, making it a true AI powerhouse. This depth of digital talent is enabling enterprises to shift from pilots to performance embedding AI into decisions, operations, and customer experiences. At 麻豆原创, we see this as a pivotal moment to partner with Indian businesses, combining trusted data, embedded intelligence, and world-class talent to drive sustainable growth.鈥� said Sindhu Gangadharan, MD, 麻豆原创 Labs India and Head, 麻豆原创 Customer Innovation Services, 麻豆原创.

In a fast-changing business landscape, AI is already delivering real value 鈥� and the potential ahead is even greater. Innovations like Agentic AI are driving efficiency, agility, and growth. At 麻豆原创, we unlock AI鈥檚 full potential by combining mission-critical applications, trusted data, and embedded intelligence. Together, they create a flywheel of continuous improvement and long-term performance.

Explore how 麻豆原创 Business AI can deliver ROI for your business .

Visit the听. Get 麻豆原创 news via听 and .

For more information, press only:

Itisha Bhatnagar, +91 9654524719; Itisha.bhatnagar@sap.com

Priyanka Jain, +91 9811408100; priyanka.jain@bursonglobal.com

麻豆原创 麻豆原创 Room; press@sap.com

The post 93% Indian Businesses Expect Positive Returns on AI Investments Within Three Years, states 麻豆原创 Value of AI Report 2025 appeared first on 麻豆原创 India News Center.

麻豆原创, a leader in enterprise applications and business AI, became Europe鈥檚 largest company by market capitalisation this year. Since its inception in 1996, 麻豆原创 Indian operations have played a significant role in supporting growth and innovation across sectors. By partnering with leading organizations such as Mahindra & Mahindra, Asian Paints, Wipro Limited, Infosys Limited, Vahdam Teas, Ola, Wakefit, DeHaat, Jaquar, and many others, it has helped drive substantial economic impact nationwide.

Based on analysis of 麻豆原创 customers in India over a 12-month period from March 2024 to March 2025, the most popular AI use cases in India are:

• AI-generated visual insights, summaries, and translations
• AI-assisted process analysis
• Creating sales orders from unstructured data
• Predictive forecasting
• Natural language queries

“In any organisation, it is the profound insights derived from data that fuel mission-critical operations across finance, procurement, supply chain, workforce and beyond,” said Manish Prasad, President and Managing Director, 麻豆原创 Indian Subcontinent. 鈥淲e are empowering our customers as they evolve into intelligent, optimized businesses by embedding AI agents into all aspects of business operations. We are redefining how individuals work and changing the way businesses are run, all developing in India for the benefit of the world.鈥�

AI- 鈥楳ade in India for the world鈥�

India strongly supports 麻豆原创鈥檚 global target of 400 total embedded AI use cases across its portfolio, from over 210 generative AI use cases available today. 麻豆原创 Labs India, the company鈥檚 second largest Research and Development center outside Germany, is responsible for a large part of the development of 麻豆原创鈥檚 AI co-pilot, Joule.

The recent launch of 麻豆原创 Business Cloud introduced new data and AI innovations, helping companies move beyond simple automation, solve the most complex business challenges, and drive enterprise-wide efficiency, agility, and innovation.

Embracing the 麻豆原创 Business AI Advantage: WIPRO

Wipro Limited, a leading technology services and consulting company, revealed it chose 麻豆原创 Joule for Consultants to continue to bring the power of generative AI to empower its clients around the globe to build a more resilient, secure, and sustainable future.

鈥淥ur clients around the world are digitally transforming in the cloud,鈥� said Srinivas Sai Nidadhavolu, Vice President and Global Practice Head of 麻豆原创 at Wipro. 鈥淎s leaders in tech and consulting we have a rich legacy in both data and AI. But even for our internal teams we can embed generative AI to increase productivity through insights, drive more efficiencies by aligning with best practice, and ultimately make customer transformations simpler, quicker, and more effective. By using 麻豆原创 Joule for Consultants, we鈥檙e able to showcase the power of 麻豆原创 Business AI to our customers even while we work with them to make their transformation journeys successful.”

From Complexity to Clarity

麻豆原创 Business AI offerings seamlessly integrate into enterprise systems, empowering customers and enabling business leaders go beyond automation. With the introduction of agentic AI solutions in 麻豆原创 Business Suite, customers can benefit from AI that anticipates needs, adapts in real-time, and accelerates outcomes across business functions such as finance, supply chain, manufacturing, human resources, and customer experience.

麻豆原创 Business AI equips enterprises with the efficiency, agility, and innovation needed to lead across a range of key business processes. AI enables end-to-end process automation to make entire workflows self-driving, from procurement requests to invoice management. It empowers customers to make smarter decisions in real-time through AI agents collaborating across end-to-end processes. And it drives scalable return on investment on AI by harmonizing applications, data, and processes.

鈥淏y shifting the focus from hindsight to foresight, organizations are more easily able to balance risk with strategic growth, close talent gaps, build future-ready teams, and deliver proactive, hyper-personalized customer experiences,鈥� concluded Mr. Prasad.

The post 麻豆原创: Indian Businesses Are Embracing AI to Transform Core Business Functions appeared first on 麻豆原创 India News Center.

• 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.

To fashion the future of the workplace, CHROs must reimagine the basic tenets of organization. This calls for workplace models that are creative, adaptable and antifragile. Through the lens of a fast-approaching future, talent replaces labour. Networks of teams replace hierarchies. An ecosystem of collaborators replace competition. Ultimately, the workplace becomes more human: a nurturing space that can be in equal parts inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable.听

Reimagining Basic Tenets of Business

While the nature and purpose of the HR function have been evolving for years, the demands of the pandemic dramatically accelerated this transition. It is clear that in the next two to three years significant changes to the HR operating model are on the way. As the future unfolds, HR is becoming as relevant to business success as core functions like R&D, sales, or production. It now needs to ensure a company can still be operational during the pandemic.听

Future focused CHROs are stepping up to this new responsibility, leading a change that requires HR to transform itself, adopting the organizational principles and key performance indicators of core business functions. HR leaders need to drive more agile and fluid organizations, shift the role of business partners, and drive the employee experience鈥攁nd do it all with a clear leadership mandate. At the heart of this change is the adoption of technology, not just as a tool but as an enabler of thought, translating into action. In this article we break down the top concerns of CHROs, to carve a greater share of the future of human capital for stakeholders.听

Nurturing Culture for Human Experience听

An organization’s culture is simply a repeated set of actions that become a part of its practice. But shaping culture in a changing world is a steep challenge. There is ceaseless debate over who the custodians of culture are. It is easy to lose sight of the way this culture is actually shaped across the business. The truth does not lie in operating manuals or on-boarding decks or policy documents. Culture is shaped in moments that matter.听听

HR needs to shift its focus from a pure-process orientation to the customer journey and identify the moments that matter for the employees in their interactions with the company. Organizing around the employee experience by taking an approach similar to how retailers define customer journeys鈥攊n this case, by identifying the employee moments that matter most and deploying resources accordingly. For example, critical moments for employees could include the , onboarding, performance reviews, and promotions, and the roles and responsibilities of the HR function could be aligned around them.听

Leveraging Technology for a more Human Future听

For years now, CHROs have found themselves using technology as a cost-efficiency treadmill. Deploying analytics and big data to existing HR operating models was the go-to norm. Technology adoption entailed a worthy but uninspiring mandate: optimizing labour costs and reinforcing compliance using standardized measures.听听

Even in areas of HR that were loaded with cultural significance for the organization such as recruitment and learning, the emphasis with technology has been on productivity, and how to measure it. For CHROs, the question has now become whether processes have replaced the creativity and innovation they need to attract and develop talent, manage and reward performance, and optimize workforce strategy. If the future of work is to focus on the human, HR must employ technologies that are changing how consistent process execution and excellent employee experience are delivered.听听

The biggest workplace disruptor is next-generation automation technologies. Some estimates indicate that nearly half of all work could be automated with current technologies. For HR, intelligent process automation, can help deliver consistent people processes 鈥� something that has eluded many HR operations teams given the dynamic nature of the requests they receive. Cost savings also materialize through deploying such technologies as robotic process automation, and cognitive agents. Re-evaluating the level of automation of HR and providing a 鈥渉uman interface鈥� to employees where personal interaction adds value. In the past, HR has automated too many tasks. It needs to provide a real human interface at points in the employee journey where personal contact is generally expected. Elevating HR through digitalization by automating processes, especially traditional administrative tasks; by gathering, analysing, and acting on employee data to make more informed decisions; and by implementing mobile self-services to elevate the quality of delivery. CHROs must drive conversations that begin by thinking of solutions, data, and employee experience when talking about digitalization in HR.听

Unlocking Design Thinking for Human Experience

Imagine a world of work where management began with what people need rather than adhering to a process? As the future of work unfolds, CHROs are increasingly turning to Design Thinking as a tool to bring a 鈥淗uman-Centric Approach鈥� to their organizations. At every single step of the organization design process, teams are empowered and accountable to gather user insights. These insights pose a powerful question that begins with: 鈥淗ow might we…鈥� The power of this question is almost hidden at first. 鈥淗ow鈥� represents a solution-oriented approach, 鈥渕ight鈥� encourages optimism and 鈥渨e鈥� represents collaboration. Teams are encouraged to inspire new thinking by discovering what people need, and not retro-fitting need to what the organization already is.听

Stripped of the hype and jargon, design thinking in HR is simply a process that prioritizes the employee’s needs and then creates solutions around that problem. The learnings are based on empathetic observations of how human behaviour in specific environments and reactions to these happenings in that environment. Thus, the approach is a hands-on method of creating innovative solutions. The human element of thinking is at the centre of the design. Design thinking processes are created around humans, and not simply for humans. Therefore, it relies on evidence of how humans behave towards a product or service and continuously improves that experience.听

The method we all know and use to solve problems is to identify the concern, then investigate and find solutions. Design thinking doesn’t focus on creating one solution. Instead, it is a continuous process of adapting thought and approach to meet the end-user needs.听

When applied to the world of work, especially in a rapidly changing new normal, design thinking can lead us to answers that will help the HR function be in lockstep with the needs of the organization’s most precious asset – its people.听

Seeking Success鈥� Questions to be Answered while Creating a more Human Experience听

The future-focused CHRO must drive organizational transformation to create an experience that is more meaningful, simple, individualized and aligned to the business鈥� needs.听

Meaningful: How can we create meaningful experiences for employees?听

When it comes to the moments that matter, are you understanding employees鈥� emotions and perspectives at all touch points? Can you take action and focus experiences on what matters to the people who drive your business?听

Simple: How can this global complexity be replaced with guided simplicity?听

Is global compliance, local regulations, diversity, inclusion, and employee well-being getting in the way of more strategic work. Gaining full visibility into your entire workforce and automating processes is the key听

Individualized Learning: Can skills and agility be individualised for employee learning and development?听

When you move from traditional learning to create a culture of curiosity and growth you can build a strong, knowledgeable workforce. Leverage powerful technology to develop a workforce that can take on any challenge.听

Aligned: Whose responsibility is it to align HR and employees to improve experiences and drive business success?听

Alignment begins with the act of listening. Discover the importance of listening to 鈥� and acting on behalf of 鈥� employees to decrease employee turnover and negative customer experiences (CX), while minimising the risk of damaging your brand and alienating key investors.听

In Conclusion鈥�听

Transforming the role of HR is no cakewalk – but 颈迟鈥檚 efforts reap rich dividends. Driving more human centric and fluid organizations, shifting the role of business partners, and elevating the employee experience are central to evolving the HR operating model鈥攚hich benefits not only the function but also the broader organization.听

CHROs can enable business by driving this transformation in their own HR organizations: developing and reinforcing clear priorities towards the human experience. While clearly a trial by fire, the pandemic also provides an opportunity for HR to accelerate its shift from a service to a strategic function, helping to shape a more dynamic organization that is ready to meet the post-crisis future.听

The post A Future More Human appeared first on 麻豆原创 India News Center.

The Great Resignation in India

, as the trend has been hailed, resulted in more than 24 million American workers resigning from their jobs, in sectors as diverse as healthcare, transportation, retail, hospitality, education, and warehousing. Employees are not just quitting in the U.S.; closer home, the IT industry is witnessing rising attrition, as per an e-commerce major’s recent survey. A听听highlighted that the top 5 IT companies in the country hired as many as 1.7 lakh professionals in 2021 due to rising attrition and high demand for tech-skilled employees.听

What might come as a surprise is that The Great Resignation trend is not completely attributable to the pandemic; if anything, the latter merely exacerbated a movement that was already gaining momentum among employees and workers of the Global North. What’s at stake is the future of work and business performance. For one, if companies fail to hire highly motivated candidates and retain their star performers, it could lead to further disruptions in productivity and growth in a market that has already seen dramatic lows from Covid-19.听

Younger workforce driving change

In the backdrop of these cultural and organizational challenges, it is essential that hiring managers and companies bring their A-game to designing a better workplace culture. What is fueling the need for this change? In one word: GenZ! Often dubbed as the woke generation, the rising number of 18鈥�28-year-olds in the workforce is forcing recruitment managers and employers to think out of the box about incentives, workplace design, collaboration, and fostering a sense of belonging. This听听is looking for more involvement with their teams, flexibility in schedules and place of work (think, co-working spaces and hybrid or remote), and look to the organization鈥檚 mission and values to foster a sense of purpose at work.听

Disengaged employees

Besides a poor work environment, employees are quitting the workforce in large numbers for other reasons. This includes searching for better pay, hunting for job opportunities in other industries, looking for profiles that better fit their values, and most critically, to recover from burnout brought on by years of dysfunctional work environments, competition straight out of college, and long working hours. According to a听, only 36% of employees in the USA felt engaged at their current workplace. The situation in India is not likely to be better; rather, the chances are that it is far bleaker.

Here are the top 5 reasons why employees are disengaged at work:

1. Ambiguous career path

Uncertainty at work is the enemy of confidence and productivity. Include a clearly mapped growth path for an employee’s role and what kind of responsibilities they will handle in the future. The absence of a well-drawn profile map nudges many employees to quit.

2. Mismatched incentives and appraisals

We all want our talents and efforts to be appreciated and rewarded with tangible incentives (money, that’s obvious). But a younger workforce also expects benefits and perks that are non-monetary. This could be in the form of company-funded training, team outings, mental health coach, and appraisals that take place more frequently. When employees don’t get offered appropriate incentives in line with their efforts, it impacts productivity and leads to poor engagement.

3. Dysfunctional management

You know that adage, 鈥榚mployees don鈥檛 quit offices, they leave their managers鈥�? Never has it been more appropriate to describe the current trend of The Great Resignation than during the pandemic, when professionals continue to quit their jobs due to dysfunctional bosses. Unreasonable productivity demands, bosses compelling employees to stretch beyond regular work hours, use of foul or abusive language in the office, and lack of mentorship and support impact the morale of employees.

4. Negative work environment

Employees bring in their best selves to work when the environment is positive, optimistic, and supportive. HR policies and management practices need to align with industry best practices for workplace behaviors. This means discouraging negative chatter, unhealthy competition, avoiding favoritism, and being extremely mindful to avoid discrimination in hiring practices and during appraisals. The absence of such benchmarks has a direct impact on employee productivity and morale, leading to high quit rates.

5. Inappropriate cultural fit

An organization鈥檚 core values act as a signpost that guides beliefs, behaviors, communications protocol, and attitudes at work. Workplace culture needs to evolve with a predominantly younger generation sitting at the foundation of the organization. Not having a clearly defined value system can alienate employees and contribute to low engagement at work.

6. Positive impact on bottom line

If disengaged employees impact the performance of a company, then the flipside of the narrative should be true: happy employees have a positive impact on a company鈥檚 bottom line. The good news? There is a correlation! 93% of respondents in a听听agreed that organizational performance increases when employees feel a sense of belonging. That is why it is important for companies to lead with motivation, mission, and a management culture that is mindful while engaging with the younger workforce.

4 reasons why positive employee experience is critical for businesses:

1. Helps reduce attrition rates

Highly engaged employees are more likely to remain loyal to their organizations than disengaged ones. Money may be a motivating factor for employees to jump companies; however, businesses can overcome this problem by offering a positive work culture. Moreover, hiring and training new employees often come at a higher cost than retaining existing employees who are already familiar with work processes and are a cultural fit.

2. Leads to more productive employees

Happy employees will show better engagement and productivity at the workplace. Their enthusiasm will also rub onto other people who are likely to be motivated to perform better. Sparking engagement among employees is thus crucial to attain team cohesion and attain the desired business results.

3. Helps attract the best talent

The shortage of skills in the global job market is making it tough for employees to attract and retain the right talent. Businesses that offer听, offer employees learning opportunities, better incentives, and positively encourage employees to prioritize self-care are more likely to attract top talents in the job market.

4. Enables improved customer experience

Customer service can make or break the reputation and repeat value of a business. Happy employees, especially those who deal and interact with your customers directly, are responsible for setting a positive first impression. Such employees are likely to go the extra mile to offer the best experiences and solutions to their customers.

Redefining the employee experience

As businesses shift their focus from survival mode to recovery and short-term growth during the third wave of the pandemic, there is a need to redefine the employee experience. This is applicable not just for seasoned professionals, but for the millions of freshers for whom 2022 might well be their debut foray at work. According to a PWC听, 63% of CFOs want to redesign their products and services to generate revenue. However, this change will happen only when the organizational culture keeps pace with the zeitgeist of its employees.听

Here are听9 ways听to foster employee engagement:

1. Incorporate values and purpose-led work

Every company needs to craft core values that define its internal culture, purpose and larger mission. There are benchmarks that define organizations that earn the 鈥榞reat place to work鈥� title. Organizations thus need to create a work culture that is positive and friendly for the employees. Management is the best place, to begin with, as leaders can help build that desired culture.

2. Create an inclusive environment

In a听听individuals from 35 organizations, Culture Amp and Paradigm found that 鈥渁 single metric that was consistently and universally tied to a person鈥檚 workplace commitment, motivation, pride and recommendation was feeling a sense of belonging.鈥� Some of the ways that managers can foster a sense of belonging in their teams is by asking for their inputs and ideas during project planning phase, appreciating their efforts consistently, and demonstrating your faith in them by giving them the opportunity to lead a project, event, client pitch, or activity.

3. Make work-life balance a priority

Work-life harmony has become a priority not just for younger professionals, but a majority of the global workforce. A PWC survey says that 52% of听听plan to shift their employees to remote working permanently. Remote work has led to the blurring of lines between personal and professional lives;听听and burnout from being available on-call throughout the day for multiple meetings has eaten into employee morale and productivity. Managers need to design strategies and schedules that help improve work-life balance.

4. Maintain honesty and transparency

Maintain transparency while communicating with your employees in order to build trust and loyalty within your teams. This helps eliminate an environment of mistrust and shows that you genuinely care about your employees. For example, if an employee feedback survey had specific areas of concern pertaining to news about your company鈥檚 performance, ensure you address this in an open forum with facts and explanations. Your employees will appreciate your honesty and emulate the same form of communication with their teams.

5. Improve collaborative measures

Team cohesion helps improve trust, fosters a sense of shared values, creates a positive work environment, encourages productivity, and ultimately impacts a company鈥檚 bottom line. Organizations should encourage collaboration among employees, both, within the same department and amongst other teams across the company. Team building activities allow employees the opportunity to develop empathy, earn respect, and build morale as a unit. This in turn encourages employees to work as a well-oiled unit to achieve larger organizational goals.

6. Multi-faceted incentives

Understand what truly benefits your employees, which you can best do through surveys and feedback forms. This could range from on-job training and upskilling, insurance and mental health services, food coupons and weekly team outings, to gym memberships, performance-linked incentives every quarter, and opportunities to lead. Whatever option you choose, ensure it fits with the aspirations and needs of your employees. Companies also offer flexi-time work, unlimited medical leaves, and no questions asked casual holidays demonstrate to employees that they are valued.

7. Create development opportunities

Mentoring and training are critical factors that can help employees stay connected. Help your employees in their professional development by giving them the chance to advance their skills. This can take the form of regular workshops and courses related to their profile and areas of interest. Offering training and upskilling options during work hours can help employees understand their career path and opportunities better.

8. Reward your employees

The best time to reward an employee is not when they decide to leave so that you can retain them. Performance appraisals need to be timely and provide both monetary and non-monetary incentives to all employees. Keep an eye on your top performers and design reward programs that are based on their contributions, skill sets, and attitude. Grooming your top performers for future leadership roles is also an important aspect of keeping them motivated.

9. Virtual team bonding

A happy workplace is all about enthusiastic people who can help others grow along with them. Having regular office outings can help improve the bonding between the team and make them feel more connected with each other. Secondly, with remote work becoming the norm in metros and Tier 1 cities, HR needs to design virtual activities that help employees feel connected with their colleagues remotely and nudges them to be productive.

Course correction: Workplace of the future

Though the pandemic is a disruptor of things, it has also given organizations a chance to course correct. There cannot be a better opportunity to revamp the workplace and reassess what aspects of the culture works and what needs to be redefined or let go. Besides, the change in status quo also affords us the possibility to remove ambiguity from various aspects of the workplace and reinforce our values.

Most organizations may have done well till this stage of the pandemic. The key is to build on that by taking your team into confidence and building on their ideas and vision for the company鈥檚 growth. Their satisfaction is critical to helping companies achieve their organizational goals.

If you are looking for HRIS software to streamline core HR processes,听SuccessFactors Employee Central听can help.听SF employee central听also supports employee self-services for the entire organization. Get more details on听Employee Central Success Factors听.

The post Top 9 Factors Impacting Workforce Management appeared first on 麻豆原创 India News Center.

What is Business Resilience?

Business resilience is an organization’s ability to adapt its operations, absorb stress and ensure business continuity in the face of adverse situations or change. It is about having the foresight to recognize risk factors and causes of disruption and plan for them. Of course, many businesses currently practice risk management in some manner 鈥� mostly to better understand and mitigate exposure to specific, well-known hazards. Resilience must also encompass unidentified threats, as well as the adaptations and transformations that a corporation must do to absorb and even leverage environmental stress.

Contrary to popular perception, contingency plans for business resilience do not mean having largescale organizational resources and ample cash reserves to weather disruption. It is more about adapting than just response. And as old business ways collapse, technology has helped give a head start to organizations invested in building business resilience. Adopting lean, digital-first agile processes has helped them transform legacy business models, reinvent the way they work and reset their business strategy. One way to do so is by leveraging听, which delivers pre-built processes for everything from finance and sales to product management and purchasing on a single, unified solution.

However, while crafting business resilience plans, aspects like data recovery, securing IT systems, alternative modes of working, etc occupy a prime place in the minds of most leaders. The critical importance of employees to business continuity is often overlooked. Resilient businesses with loyal and productive employees have a higher chance of bouncing back after a crisis or unforeseen incident. Clearly, a business is only as resilient as its people 鈥� and this calls for outstanding employee experiences.

What is Employee Experience?

Employee experience can be defined as the continuing relationship between an employee and an organization. It begins right from the interview and onboarding process and continues to be shaped with every interaction that happens after that along the employee life cycle. It encompasses all that defines and influences an employee鈥檚 role in the company 鈥� such as the workspace, the role of managers, benefits offered, rewards and recognition, health and well-being and much more.听

Positive employee experiences lead to the employee delivering positive customer experiences, thus creating a virtuous cycle that feeds back into employees鈥� sense of achievement and purpose.

Businesses with robust employee engagement practices have a workforce that is invested in achieving organizational goals; one that is more likely to identify with the 鈥榦ne team鈥� vision driving business goals. This alignment between the employees鈥� identity and that of the company leads to improved productivity and profits and lower employee turnover.

Employee experience 鈥� the unseen factor in business resilience

A black swan event such as the pandemic has thrown the definition of employee experience out of the window, to be replaced with one that fits the new normal.听

As businesses shifted from survival to recovery and resilience mode, it became clear that redesigning employee experience is of paramount importance. Most businesses are either planning to or already replacing or refreshing services and product mixes to ride out the challenges of the chaotic past two years. To do that, it is essential to create conducive internal conditions, which translates to redesigning the employee experience to nurture creativity, a sense of purpose and fulfillment.听

This prioritization of the human factor at the workplace is evident in a听听conducted by Forrester Consulting on behalf of Elastic. The survey of CIOs and IT leaders in 10 countries听revealed that 60% of IT organizations are investing in improving employee experience to support remote workforce productivity and performance. To amplify the impact on employee experience, 57% of IT leaders are collaborating more closely with their HR counterparts.

How can a business create better experiences for employees?

At the end of the day, companies that don’t develop new and existing personnel at the same rate as their technology are unlikely to have the capabilities they need to advance digital transformation. This will result in their competitive advantage dwindling.听

Here’s how organizations can make the most of their talent and establish truly resilient companies.

• Provide flexible work arrangements

After an extended live experiment in working remotely, the craving for flexibility will be greater once employees return to physical office environments. Organizations that offer flexible working models 鈥� whether remote, in-person or hybrid 鈥� and the necessary support to make the transition easier have a better chance of retaining or attracting a skilled workforce. Flexible work arrangements provide access to a larger talent pool and create a more diverse and inclusive workplace that fosters creativity and increases employee loyalty. This, in turn, can add to business resilience.听

Some of the ways in which flexible work arrangements can be brought about at the workplace are job sharing, flexible working hours, compressed workweeks and flexible rostering.

• Enable work from home for those who desire it

Employers and employees have more or less perfected the work-from-home model. While employees are now reaching the pre-pandemic productivity levels and producing quality work from their home offices, remote working has cut the fatigue and sensory overload that accompanies the travel to and from the office.听

Because of the reduction in physical office space, distributed work models can save a lot of money, but establishing and maintaining a work culture and sustaining cooperation can be difficult. Successful firms have deployed efficient remote access and collaboration technologies that have made the employee experience flexible, standardized, secure, and simple to use while also allowing for increased productivity. Such a strategy can amplify employee engagement, productivity and retention, and will benefit the business in the long term.

• Practice empathetic leadership

The importance of compassionate leadership is felt keenly now, more than ever. Empathy was always considered a key trait of a good leader, who puts people at the center of business or technological decisions, from a work, personal or wellness level. When CEOs, managers, team leaders and others in decision-making roles put themselves in employees鈥� shoes, they are able to make informed decisions that have positive implications for the workforce. This enhances employee well-being, boosts their morale, increases their loyalty and sets in motion the wheels for business resilience and growth.

• Ensure communication is clear and consistent

As work models, expectations and processes churn rapidly, it is vital that communication channels between employees and the management remain open and clear. Employees should have regular updates on how the organization is moving forward. They need clarity on how the company will address issues related to workplace health, safety and well-being, flexible work models, etc. Timely and transparent communication will engender employee trust and build employee and business resilience.

• Ensure safety and well-being of employees

The COVID-19 pandemic and the resultant uncertainty and fear it created has affected the physical and mental health of employees across the world. While each individual responds to stress in unique ways, it is established that stress affects employees鈥� ability to empathize, be open-minded, engage with the organization, take up challenging tasks, and to learn and grow. Thus, the health, safety and well-being of employees should be the highest priority for all organizations as workplaces reopen. While some industries with high-risk jobs have long prioritized safety, Covid-19 mandates that all businesses, regardless of location, have safety practices in place to protect their employees and show that they care.

• Update R&R programs to reflect what employees really want

Companies need to revisit their Rewards and Recognition (R&R) programs considering the new reality. They must figure out what is more likely to motivate their employees, since monetary rewards may not hold the same sheen as before. Experiences are more important to new-age workers. Thus, personalized rewards aligned to individual preferences and lifestyle choices are more likely to appeal to them. Even acknowledging the dedication and hard work of employees through small acts of everyday appreciation can go a long way to make them feel valued.听

By using technology such as virtual working platforms and remote collaboration applications, companies can give their R&R strategies a digit redesign to deliver an employee experience that fosters pride and a sense of belonging.

• Provide training and upskilling opportunities

Building the most effective, resilient workforce necessitates not just new hiring but also the development of existing talent. As the way we do things changes because of digitalization, businesses have a big potential to make the most of their existing staff.

Many of the duties that today’s employees perform are monotonous and unfulfilling. However, if advanced machines take over most of the monotonous, repetitive work, employees can be reallocated and upskilled to more satisfying occupations that provide them with greater happiness.

Training and learning initiatives are important for the career development and growth of employees. Identifying unique skills or traits such as initiative, creativity, and problem-solving, and creating training programs to sharpen them, will benefit both the employer and the employee. Personalized learning journeys boost the self-esteem of employees and their feelings of inclusion and belonging. Future-ready organizations must invest in upskilling and reskilling initiatives in transferable skills that cut across domains, functions and businesses to remain competitive.

• Leverage technology to ensure high employee engagement

Employee engagement is better in organizations that provide effective collaboration tools and integrated digital workspaces to access apps. With a majority of the workforce staying connected to the firm for longer periods of time now, compared to before the epidemic, these measures allow improvement in employee productivity.

AI, machine learning and cloud-based tools have proven to be highly efficient for multi-regional teams to communicate, collaborate and work together. For example,听听is a single cloud ERP solution that connects every function across a company with proven best practices and in-depth analytics to build business resilience.

Companies that use digital analytics and data tools to identify and fulfill employee needs are more likely to succeed in the new normal.听听of solutions can assist leaders make informed decisions with access to real-time insights on a single, scalable platform 鈥� leading to standout employee experiences and business transformations.听

Conclusion

To summarize, resilience is required for firms to sustain global competitiveness since it equips them to recover from any organizational setback. It is tough to build a resilient workforce, but with proper planning and execution, as well as trust and open communication, one can succeed.

During the epidemic, firms that prioritized robust processes, agile decision-making, technological investments, and nimble organizational structures survived and even prospered. Those that redesigned work had lower attrition rates, improved employee experience, engagement, and productivity.

With the support of technological tools, data and people analytics, organizations can mine employee data, analyze it and come up with actionable insights and solutions to create employee experiences that are meaningful. Pivoting to an employee-centric approach when adopting technology will establish a work environment that fosters productivity and engagement.

To find out how to accelerate your journey to becoming digitally resilient and setting yourself up for success in the long run, learn how you can integrate听听into your operations. Listen, understand and respond to employee needs and experience gaps to ensure your employees, and your organization, stay resilient and productive in the long run.

The post Make Your Business Resilient With Great Employee Experience appeared first on 麻豆原创 India News Center.

According to Deloitte,听听aim for their business workforce to function in a hybrid paradigm. According to a听听conducted by Nasscom and Indeed, around 70% of IT organizations are attempting to make the hybrid model work. Working remotely increased employee satisfaction for 66 percent of respondents, according to the survey. Complementing these findings is a study by McKinsey, which found that employees want at least听听of remote work- pointing to a strong push for the hybrid model. This just goes to prove that the hybrid work culture is taking the center seat in the business world.

However, these mixed working environments could create inequities and aggravate existing ones. For employers to guarantee fairness, maintain cultural cohesion and maximize performance in hybrid work arrangements, they should consider practical dimensions when designing hybrid work plans and navigating innovative ways of working. In this, they can be guided by tech-based tools and business analytics services.

Why should you consider a hybrid work model for your organization?听

A hybrid workplace model is an excellent choice for businesses that cannot reach their true potential with the work-from-home system. Combining remote and office work has the potential to benefit your company in a variety of ways. Here are some of the several advantages to the hybrid workplace structure:

1. Provides flexibility听to employees: Hybrid models allow employees to work at their convenience. Employee satisfaction hinges on autonomy; employee happiness will rise if you give your team members complete autonomy and decision-making power over how, where, and when they work.
2. Enables increased productivity:听A hybrid strategy can empower people to work to their strengths, resulting in increased production. Teams can achieve a good balance of creativity and cooperation by promoting a culture that considers remote work as an alternative to completing deep-focus tasks in the office. Employees who require peace and quiet to concentrate or who thrive in an office atmosphere can work where and when they are most productive.
3. Allows organizations to hire for skills: Employers can hire people according to the requirements of the business without worrying about their location. They can employ more local and remote talent, freelancers and contract workers.
4. Is a cost-effective听option: With controlled work hours in the office space, employers can cut down on costs for electricity, transport, office supplies, and more.
5. Promotes collaboration: Many firms are better positioned to achieve meaningful innovation if their employees can collaborate face-to-face in the same area at least part of the time. It can be difficult for your firm to innovate and prosper when all staff work from home and can only meet digitally. Collaboration is made easier by traditional office-based work and its face-to-face interactions. It allows employees to mingle with their co-workers, chat during breaks, and share important ideas during casual in-person chats, all of which help them innovate.
6. Improves visibility into employee performance: Employee performance is critical to the overall success of an organization because it enables managers to identify the strengths, weaknesses, and potential gaps that need to be addressed. Because they allow employees to integrate in-office and remote work seamlessly, hybrid work environments usually use more shared technology and collaboration platforms. Managers can easily observe staff activity on various tasks using these platforms, giving them a better picture of what everyone is up to.

How can you effectively manage and lead in a hybrid workplace?听

There are many nuances associated with any new practice. Depending on the company culture, there will be aspects that each organization will have to personalize while adopting a hybrid work model. Leading a hybrid team necessitates adaptation to change and a willingness to try new things. However, with the help of effective management, this model can maximize productivity and be sustained over a long time.

Here are听some ways听to effectively manage a hybrid workspace:

1. Communicate efficiently:听听In a hybrid workspace, constant and genuine communication is more crucial than ever. Keep channels of communication open, engage wisely, anticipate and address concerns and offer support to all, regardless of their job status.Establishing confidence with workers and showing them appreciation is an important part of the hybrid work culture. Recognize professional and personal triumphs. This will go a long way in fostering teamwork and encouraging the employees to give their best.The HR department could use some business analytics service and break through the all-too-common email clutter by exploring ideas like interactive surveys or videos for internal communications.
2. 听Set clear goals, guidelines and roles:听A team cannot work properly if they don’t know what they are working for. Clear communication, regular meetings and discussions on the progress achieved can enable seamless work and smooth collaboration. Roles and duties must also be strictly outlined when operating a hybrid workplace.Guardrails regarding punctuality, security, and the proportion of home-to-office hours will all be spelled out in a hybrid company policy.听Establishing these open guidelines will prevent needless confusion and hassles.
3. Modify parameters for performance assessment: Leadership must be adapted to the specific requirements of a hybrid team to get the most out of them. Precisely because of the peculiar nature of a hybrid environment, how employees are assessed should also change when necessary.听Instead of measuring time, use milestones and deadlines to assess your team’s progress. One of the difficulties of remote work is 鈥榣ooking鈥� to be productive to management. Measurement, on the other hand, should not be viewed as a means of catching individuals out; rather, it should be used to guide staff toward achieving their objectives.Blanket policies and inflexible schedules can quickly kill the morale in a hybrid work setup. Avoid micromanaging or unnecessarily supervising remote employees since it will not only drain the supervisors’ energy, but will also demotivate the employees.
4. Encourage collaboration and engagement: Employees who work from home can feel excluded from their teammates, unable to develop bonds that would have been very easy in a physical, face-to-face setting. This can lead to an 鈥榰s versus them鈥� undercurrent among colleagues. The best method to combat this is to promote interaction and conversation.Consider alternatives to Zoom coffee conversations and happy hours, such as walk-and-talks, virtual coworking, music quizzes, open office hours, and buddy systems. This opens up opportunities for knowledge sharing and learning, even when working from home, which has traditionally been a challenge for younger employees who rely on older colleagues for guidance.Leaders and employees can add open (virtual) office hours to their calendars or status bars to encourage more spontaneous talks without disrupting people’s work. Anyone can phone that individual during defined time windows to bounce ideas off of them, chat about a problem they’re having, or just have a pleasant check-in.
5. Cultivate an environment听of learning:听Whether there is a pandemic or not, a manager or leader should see their primary job as assisting employees. The times today are stressful, to say the least, with a worldwide health crisis, economic uncertainty, and persistent social turmoil. Employees are under a lot of stress, and it is a leader鈥檚 responsibility to reach out. Engage in socially distant conversations with co-workers and one-on-one video calls with remote employees. Inquire about their specific situations, as well as their concerns. You may have done a lot of this when the epidemic first started, but you should keep checking in as things evolve.
6. Consistently check in on your employees:听Having the correct tools can help ensure that collaboration happens smoothly, and that the employees are satisfied. A major source of frustration in professional spaces stems from utilizing a tool when the employees don鈥檛 know why they are using it, or when the tool doesn’t improve workflows and productivity. It’s also critical that the tools perform well in both synchronous and asynchronous environments. Tools and administration for the sake of it are fundamentally harmful, so putting the correct tools in people’s hands and listening to their comments goes a long way. If you are a small or midsize enterprise, you can look at leveraging the power of听. It is a cloud-based, subscription ERP software designed for mid-market companies and subsidiaries.
7. Utilize Technology:听Having the correct tools can help ensure that collaboration happens smoothly, and that the employees are satisfied. A major source of frustration in professional spaces stems from utilizing a tool when the employees don鈥檛 know why they are using it, or when the tool doesn’t improve workflows and productivity. It’s also critical that the tools perform well in both synchronous and asynchronous environments. Tools and administration for the sake of it are fundamentally harmful, so putting the correct tools in people’s hands and listening to their comments goes a long way. If you are a small or midsize enterprise, you can look at leveraging the power of听. It is a cloud-based, subscription ERP software designed for mid-market companies and subsidiaries.
8. Strive for inclusion:听When you’re leading a hybrid team, creating a fair and equitable environment is more difficult. There is a proximity bias that leads to the erroneous perception that 鈥榦ffice workers are more productive than those who aren’t there.鈥� Leaders must implement procedures to resist this trend. It may be as simple as making it a rule that all team meetings take place over Zoom, even if some employees are at the office together. You must ensure that everyone on your team has an opportunity to make themselves heard, seen and recognized.
9. Hire the right people:听It’s critical to get the proper individuals in a hybrid workforce. Not everybody flourishes in a hybrid workforce, and not every sector is well-suited to flexible work schedules.
10. Recognize that hybrid is not a stop-gap arrangement: A haphazard approach to hybrid work will almost certainly result in a haphazard response from the team. If you’re just biding your time until you can order everyone back into the office, it will show. The success of this hybrid method of working depends on a transformation in the workforce’s thinking as well as their talents.听That notion should pervade everything you do, from employee technology to communication to processes and beyond.

Business analytics services and hybrid workspaces

Most employees have evolved to anticipate flexibility, and the hybrid workplace model encourages it. However, in terms of how office space is organized and managed, it presents new problems for real estate teams and workplace leaders. There is still a lot of uncertainty about how people will use offices after the pandemic. It’s difficult to determine what to do until business leaders understand how diverse employees will use the office in the new workplace landscape. As a result, business analytics services and the data gathered will be critical in optimizing the workplace and ensuring a positive employee experience.

Conclusion

By allowing employees in a variety of professions to work remotely, businesses have gained confidence in their ability to achieve high productivity and decrease workplace costs.听Many companies are developing new hybrid approaches to their workforce, which not only line with individual demands but also better suit organizational needs, after seeing the many benefits of working remotely. Increased cooperation, change in corporate culture and empathetic management of all employees will ensure a proper balance between the digital and physical worlds.听As some employees return to work, the focus should now shift to improving security, infrastructure, and employee experience to meet the evolving needs of a hybrid workforce.

The post Hybrid Workplaces: How to Effectively Manage Your Distributed Workforce appeared first on 麻豆原创 India News Center.

Digital transformation is a paradigm shift, one that promotes experimentation and acknowledges failure. It generally refers to the integration of digital technology into all aspects of a business. It results in a fundamental change in the operation of the company and the way customers receive their services. Sometimes, long-standing business practices might have to be scrapped to usher in dynamically evolving work practices.

Digital transformation needs a problem statement that spurs the transformation and can mean different things to different companies. For one, it could mean going paperless. It could also mean the introduction of data analytics to another. But at its heart, 颈迟鈥檚 all about the work culture and leadership of the company.

In essence, the goal of digital transformation is to make a company future-ready. The development of operational and customer-oriented capabilities enables a company to be more agile. The use of data is a key point, so is participation in digital ecosystems. The major techniques employed include:

• Standardization, Automation, and core process re-use, through modularized services.
• Renewing and integration of digital infrastructure
• Seamless access of systems and data sources to company stakeholders (A single source of truth, similar to blockchains)
• Integration of customer offerings across multiple products and channels
• Collection of quality customer information which includes their needs, concerns, and goals.
• Creation of distinctive value propositions which make the company a customer鈥檚 first choice.

Customer centricity Drives Digital Transformation

Digital transformation is about customer-centricity. Today鈥檚 customers are looking for aspects such as personalized service, expanded self-service and more thought which enhances their experience.

Organizations need to give more focus to the customer鈥檚 journey. By incorporating customer satisfaction into the company鈥檚 corporate DNA, and by empowering the employee to deliver exceptional customer service through digital transformation, the company becomes intrinsically linked to the customer journey.

Digital Transformation should begin with a problem statement, an aspirational goal, or a clear opportunity, according to Quickrete CIO Jay Ferro. An aspirational statement could be about being the best to do business with through digital transformation. Or the 鈥榳hy鈥� part could be about improving customer experience, reducing friction, increasing productivity, and increasing profits. Companies are beginning to utilize technology to transform themselves to receive better insights into the customer journey. This crucial insight reduces friction, which increases the probability of them becoming recurring customers. Companies are also evolving themselves around these principles and reaping their rewards.

Being proactive and empowering the customers with self-service tools is one of the many ways to usher in digital transformation and improve the customer experience.

The Employee Experience (EX)

The Employee Experience is a holistic term used to encompass all aspects of how an employee thinks and feels during every touchpoint of their journey in an organization. It is an emerging business function that traces the employee journey and is a direct response to the Customer Experience (CX) function.

Since organizations now understand that satisfied employees make for satisfied customers, there鈥檚 an equal focus on EX and CX. The idea behind EX is for organizations to appeal to employees鈥� physical, intellectual, emotional, and aspirational wants and needs. While strategizing to improve the overall EX of a company, it is essential to hone on specific targets. There are three primary domains which include the Procedural Employee Experience, the Textural Employee Experience, and the Emotional Employee Experience.

Effects of Digital Transformation on Employees

• Increased Flexibility Through Cloud Computing

With the advent of cloud computing, employees have the freedom to do their work off-premises efficiently. And since remote working is a norm now, digital transformation is equipping employees with different means to work seamlessly. There is flexibility in the location of work, and employees reap the benefits of improved work-life balance. More than half of UK employees feel that they can be听听as they can be in the office.

This flexibility is extended to hiring managers as well. They can now choose the person with the right skillset and do not have to compromise on candidates due to the location of the office or commute. Logistical challenges are reduced in the digital space, thanks to digital asset management and digital supply chain systems.

Cloud computing decreases redundancy and miscommunication among team members. Internal communications have never been so fluent, and employees are bombarded with myriad options to choose from. Social media, intranet, IM, team forums, and video conferencing are just a few of the many options available.

• Better analysis and Work Reporting

Human resources departments are now equipped with tools and digital dashboards to measure performance and monitor personnel activities thanks to the digital transformation of the workplace. Interactions and relationships between HR and business leadership have bloomed thanks to improved analysis and reporting technologies. Digital tools have a positive impact on workforce optimization and communication, which results in streamlined workflows, lower budgets, and quicker results. However, this comes at a cost to the personal privacy of the employees, and 颈迟鈥檚 a tight rope to walk on. Maintaining good performance and performance analysis techniques without going overboard is a challenge.

• Greater focus on Information Security

Digital adoption also creates information security risks that need to be managed through enhanced security infrastructure and processes. Anxiety around information security in today鈥檚 age is understandable, with data breaches becoming a common occurrence. But good leadership and management can avoid the pitfalls of information security by investing in good security infrastructure. It is important to prevent anxiety and cultural challenges in the workplace and instill confidence in the employees through good work practices. Information security is also the responsibility of employees, and this is a practice that should be a part of organizational culture. Employees should regularly be made aware of good information security practices, and the implications of not following them must also be made clear.

• Increased Productivity

Digitization of crucial business functions will ensure the employee spends time on the things that matter and does not waste time navigating labyrinthine workflows. Resources can be managed efficiently through digital systems that are accessible remotely. Collaboration becomes easier and good relationships can be built around the workplace, which improves productivity and employee morale. There are many collaboration tools available, like employee directories, social profiles, activity feeds, and dashboards that streamline communication and promote teamwork. Employees feel a sense of belonging as a result. They feel empowered and happier.

By automating routine and mundane tasks, you can free up time, so your talent stays focused on high-value, high-impact work.

• Higher focus on adaptability

As technology is ever evolving, the employees would also need to evolve alongside business practices. They are encouraged to innovate, learn, and adapt to challenging situations. They will be exposed to a new dimension prioritization, quick decision-making and process play a major role in how the work plays out. This makes a highly agile and adaptable workforce ready to take on the next challenge through innovation and experimentation.

How to Engage Employees About Digital Transformation

听鈥淒igital is a loaded word that means many things to many people, 鈥渟ays

Jim Swanson, CIO of Johnson & Johnson. It is vital to engage the employees and clear misunderstandings at the initial stages itself. This helps provide greater clarity of the multifaceted process of digital transformation.

The Soul of the Company

Even though customers are at the core of digital transformation, it is the employees that will be catering to the customer. It is important to understand the employee experience and the effects of the disruption that digital transformation can cause. The purpose of digital transformation is to create thoughtful employees who can connect with the customers. They need an enabling work environment that helps them to achieve that goal. It is common knowledge that happy employees make happy customers. Employee satisfaction has a direct correlation to a company’s market value.

Thus, an evolution of the company operation shouldn鈥檛 be at the cost of the employee experience. If done right, digital transformation of the workplace can result in a happy workforce. True leadership will inspire confidence in the workplace and align skills and knowledge with the appropriate digital platforms. It is up to the leadership to create awareness among employees about the changes that are about to occur and be transparent about it.

Starting small with minor changes that include prioritizing the need of the organizations with the milestones of the digital transformation will be ideal for the company. Minimizing the disruptive potential in the workplace by slowly easing in changes will go a long way to instill employee confidence and engage them. It is important to start with empathy and understand their plight to achieve unity in the workplace. Increased collaborative capabilities, efficient cloud-based systems, digital asset management, digital supply chains, automation etc. are just a few benefits of a successful digital transformation of the workplace.

Transparency and the importance of communication

No employee wants to feel isolated while the rest of the company embarks upon a journey that鈥檚 strange and new to them. Closed-off environments can create pockets of fear that act as catalysts for rumors and anger.

Being transparent about the vision for the digital transformation is almost as important as the transformation itself. It is up to the company鈥檚 leaders to ensure that everyone is on board for the journey. Moreover, cross-functional employees will be able to highlight concerns and bring a new perspective to the table, which will be extremely valuable in the long run. Here is a generalized version of a checklist of the things that every employee needs to know before embarking upon the digital transformation journey.

• What is digital transformation?
• Why does the company require it?
• How will the employees be affected 鈥� both short term negatives and long-term positives
• The timeline
• The new technologies that will be introduced in the workplace
• How will the employees be prepared?

Benefits of Digital Transformation for the Company

Lower Operational Costs

A digital workspace directly translates to savings in transportation, office space, furniture, and time. Technology has advanced to such a degree that online collaboration is comparable to in-person collaboration. Cloud servers eliminate the need to manage on-premise servers and maintenance costs can also be reduced.

Improved Bottomline

The improved productivity and efficiency combined with lower operational costs significantly improve the bottom line, resulting in better revenues.

Better Customer Experience

Better customer experience can be brought about through changes like user portals, digital products, and how companies reach out to potential customers. By delivering seamless and intuitive experiences to customers, their experiences are elevated. Today鈥檚 customers expect good digital experiences. They are now spoiled with endless choices, fast delivery of products and services and low costs. Customer Experience (CX) is touted as the key driver of sustainable growth.

Increased Agility

Digital transformation helps a company to stay ahead of the curve. They can employ continuous improvement strategies that consistently innovate and adapt to the dynamic environment. An agile workforce results in remarkable foresight and innovation.

Customer Insights

With the help of data, companies have an insight into customer habits. By understanding the customer better, strategies can be developed to make the company more customer-centric. Structured and unstructured data, social media metrics etc. can be used to achieve this goal and drive business growth.

听The Different Pathways of Digital Transformation and its Effects on Employees

MIT Sloan Centre for Information Systems Research (CISR) conducted studies that analyzed the听听They did this by comparing companies at different stages of their transformation progress along different pathways. Each pathway refers to a particular kind of digital transformation journey embarked upon by the company, influenced by the type of company they were. The study observed how the employee experience ratings changed according to the amount of transformation completed and compared the differences between the pathways.

Ideal ways to Bring About Sustainable Change

The study concluded that the order in which companies develop operational and customer-oriented capabilities have a significant impact on the employee experience. Focusing solely on the customer experience might backfire and detrimentally affect the employees. The difficulty of adapting to increasing technologies in the workplace, referred to as the 鈥榯echnical debt鈥�, will impede customer-oriented capability development in the long run.

The study suggests that the ideal way to embark upon the digital transformation journey is to first develop a foundation of required operational capabilities. Another option would be to alternate between the development of operational capabilities and the development of customer experience in small steps. The top priorities of the company should be to integrate operations across silos, provide employees with seamless access to data and systems, and automate core processes through modularized services. Iteratively doing these will simultaneously reduce operational complexity while ensuring that the employees can keep up with the changes.

The greater level of autonomy will encourage employees to approach colleagues at any level of the company. This autonomy can be leveraged later as they become more effective at measuring the cost of operations and customer experiences using the tools given to them through the digital transformation journey. Increased transparency and democratized access to metrics with the help of dashboards encourage employees to be open, curious, and innovative. They will make more informed contributions and ideas to new products and services across the company, thanks to simplified systems.

It is important to recognize the fact that digital transformation affects most of the employees in a company. It is unwise to disregard the employee experience while on the quest for improved customer experience, and the employees require deliberate attention. According to the study, companies that considered the employee experience to be vital to the future of the company and paid greater attention to the role of the employees fared better in the digital transformation journey.

The study concluded that employee enablement requires constant focus from the leaders. Heroics from committed employees can succeed in the short term but they are neither scalable nor sustainable. It is wiser to adopt a consistent long-term approach to bring digital transformation to the workplace.

Digital asset management and digital supply chains are two such solutions to the disruptions to their real-life counterparts. Customers need to be attracted through innovative solutions while minimizing the impact of disruptions like the pandemic. By going digital, businesses can achieve that goal. Consulting with industry veterans like 麻豆原创 solutions will help devise detailed strategies unique to a company to bring about the digital transformation of the workspace.

The post How Is Digital Transformation Creating A Happy Workforce 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.