The benefits of flexible work options may seem like an effective employee engagement strategy. But it鈥檚 also igniting an urgent call to connect the dots between fragmented and siloed HR administrative processes, employee data, workforce analytics, and learning management systems.

According to research from聽, sponsored by 麻豆原创, 35% of midsize businesses across India plan to stagger the number of employees in their workplace at once for the foreseeable future. However, the study suggests growing concern over the need for investment and more aggressive adoption of specific technologies to remain competitive with their peers and larger competitors.

For companies with limited resources, capital, and time, this gap in the employee experience can feel overwhelming. Short-term needs for dramatic change often take precedence over long-term talent strategies. Meanwhile, little mindshare and money are left to invest in advanced applications 鈥� such as guided decision-making and process automation 鈥� that provide the fast, informed, and human-centric flow of their everyday work that their workforce wants.

So how can growing businesses provide employees with the tools they鈥檙e ready to adopt in a financially viable manner? By incrementally modernizing the work experience with cloud solutions as needs arise.

Incremental modernization drives employee success

One prime example of midsize businesses adopting this line of thinking in my local region is聽, based in Gurgaon. Having grown more than 30% within a year after a major acquisition, the company had a rapidly expanding workforce and needed to integrate many inherited systems and a different organizational culture.

To standardize processes, increase transparency, and enhance the employee experience, PI Industries integrated its HR processes on a common, cloud-based HR platform. This decision replaced disparate on-premise systems and manual processes and provided a central repository for all employee data, a single source of truth, and enhanced reporting capabilities.

Going from little to no control over recruiting, onboarding, and other HR activities to a fast, paperless, unified, and highly transparent experience, PI Industries is better equipped to address gaps in its HR processes. The company can identify skills gaps, roll out targeted training to strengthen competency in critical areas, and develop talent in meaningful ways. Additionally, reviews are completed on schedule, and approximately 50 new hires are onboarded each month 鈥� even during India鈥檚 government-mandated COVID-19 lockdown restrictions.

This cloud-based approach empowers growing companies like PI Industries to commit to an ongoing transformation strategy that places the needs of their people front and center 鈥� which is a considerable asset and competitive differentiator. And no, this doesn鈥檛 mean that they need to implement 200 new functionalities and tools and 15 different ways to customize their user experience like a large enterprise does.

While new ways of working demand new skills and digital capabilities, employees still desire more streamlined, flexible, and productive approaches to getting work done 鈥� no matter their location, job type, and personal situation. A complete solution is needed, but it needs to scale as business needs change, growth expands, and requirements shift to handle fluctuating bandwidth, evolving constraints, and increasing limitations.

Then, with the guidance of a partner, organizations can determine the capabilities and solutions needed and the optimal timing of their adoption to seize opportunities and mitigate risk in meaningful ways. For example, partners can craft a digital transformation road map and help ensure stable and scalable solutions to meet the business鈥檚 strategic objectives. Furthermore, they can support process standardization and simplification across the organization鈥檚 operations while harmonizing and digitalizing end-to-end processes across all functional areas.

Gradual digital maturity fuels continuous growth

Most companies may be complacent with their current technology and ability to navigate a changing work environment. Still, the daunting task of recovering from a pandemic in the months and years ahead requires much more. And for most midsize businesses, this challenge means overcoming a digital divide created by deploying applications used by competitors and addressing one-off, short-term needs.

Looking at their digital transformation with a long-term view and the inclusion of cloud technology, companies can build a foundation that adapts as needs change, stabilizes operations, and limits disruption. Then, over time, the work experience that employees want and need is delivered at their pace 鈥� everywhere and anywhere they need it.

The post Watershed Changes Redefine The Future Of Work For Medium-Size Businesses appeared first on 麻豆原创 Southeast Asia News Center.

Digital transformation has been top-of-mind for CEOs and their management teams for some time now. However, we are in the midst of the next key disruptive shift that will influence the next generation of corporate winners and losers. Unlike the recent experience of the past few decades, this transformation is not about technology. It is about people.

People, and the HR function, are quickly moving from the periphery of strategic thinking, to front-and-centre of the new business agenda. Let鈥檚 look at what is happening to make this so:

• A change in thinking聽– Where my parents鈥� generation worked to survive, and my generation worked to succeed, today鈥檚 workers are developing a social consciousness which influences their decision making. Some call it the 鈥渨oke mindset.鈥�
• The social revolution聽– This consciousness has accelerated during the coronavirus pandemic with issues of mental health, and equality across the social, economic, political, gender and racial dimensions, all coming to the fore in a way not seen for generations
• Inclusion and diversity聽– In the workplace, never before have people been so willing to talk about fairness, respect, and the need for recognition of the benefits attainable from the differences between individuals. Companies that get it right will only enhance their reputations as employers of choice.
• Productivity and engagement聽– In my 25 year career, I鈥檝e never seen such passion for聽purpose聽in what people do professionally. People want the companies who employ them to have a real purpose beyond profit alone, and to authentically share similar values on issues such as sustainability and ethics.
• Work-life balance聽– Perhaps better termed as 鈥渨ork-life integration” these days, the traditional concepts of one job and commuting to an office 5-days per week 9-to-5 have been turned on their heads. Firstly by the explosion of the gig economy and secondly by the forced shift to WFH due to the pandemic. People want the flexibility to work multiple jobs, where they choose and when they choose.

With so much going on in the minds of people that will fundamentally affect their employers, the conversation is moving beyond the CHRO and into the Executive Board room. Where people were once an asset to be allocated to the productivity goals of a company, that productivity is now reliant on the engagement of employees with the company鈥檚 purpose, culture and behaviour. Here are a few ideas I鈥檝e seen used effectively in HR businesses, and that CEOs and their management teams could apply at a strategic level as they navigate these changing times.

• Experiential listening聽– This lies beyond audible listening. It is learning to understand the feelings and sentiments of employees in their workplace experiences, and identifying聽the moments that matter to them. People are wired very differently. Two people in the same role will experience workplace events differently, will have different moments that matter and will view rewards differently. Fortunately, experiential measurement technology exists today to permit businesses to capture the moments that matter to their employees in real time, and by identifying cohort trends in that data, they can develop consistency in the positive experiences of their people.
• 聽Understanding the factors that contribute to mental wellbeing – Loyalty in the traditional sense of employee retention versus attrition as a metric for success is less important than the concept of engaging people with meaningful work and offering them opportunities for growth, both professionally and personally. The guard rails for work have moved. A company鈥檚 purpose and culture is more important to today鈥檚 employees than its compensation and benefits. So too, being open to changing employee expectations for flexibility, such as permitting them to work in multiple roles, could well make the difference between them staying or quitting on the spot.
• Implementing personalisation to the people dimension聽– An example could work well here. Two people with the same role will traditionally be compensated identically. However, their mindsets will most likely be different, so one may want a bonus, while the other would prefer extra vacation time. Managing these needs at scale has always been a complex task, but now experiential HR platforms allow a business to capture employee sentiments at scale and in detail, thus permitting the type of personalisation in people management which, until now, has been virtually impossible.

People transformation is possibly a misnomer. Employee mindsets have聽already changed and they base their employer decisions on different paradigms to those in even the recent past. Purpose, culture and employee engagement are becoming as fundamental to corporate strategic thinking as are productivity and profit. If not more so. In these changing times, without the former, the latter is likely to suffer.

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