Rebuild, Realign, Revamp
All Things Talent
A niche HR-centric knowledge platform bringing business, talent and technology together.
Covid-19 launched everyone into an era of extreme uncertainties. This year is expected to be full of both opportunities and challenges.
Companies must look at the economy, the well-being of their employees, and the needs of their customers as a whole.
For example, 印孚瑟斯 's priority is handling the talent landscape in a period of uncertainty, also managing the business growth.
All Things Talent brings you the wrap of the week in this newsletter.
In the last few years, the workforce has changed dramatically, suddenly shifting from WFO to WFH to discussing about work-life balance. This has changed how employees, employers, and talent interact with each other.
2022 helped organisations do a lot of course corrections to rebuild their processes in the new normal but the challenges are far from over. 2023 brings a host of other issues which might have a strong impact on talent.
To understand it better, we spoke to:
???Harshvendra Soin, Global CPO and Head-Marketing,?Tech Mahindra
???Richard Lobo?EVP & Head HR,?Infosys
???Priyanka Anand, VP& Head, HR, South East Asia, Oceania & India,?Ericsson
???Niraj Seth, EVP,?Naukri.com
They share their learnings:
领英推荐
BNY 's Yash M. shares a great example of how embracing innovative strategies can lead to positive outcomes in the recruitment process. The company, which has 15,000 employees working on the ground in the country, details how it hires, trains and manages its crucial talent here.
麦肯锡 has identified five HR operating model archetypes that are springing out due to dramatic changes in business and the world. These include increased geopolitical risks, hybrid working models and the rise of majority-millennial workforces. The archetypes are powered by two core elements: a strong, consistent data backbone and an intuitive service backbone. Putting employee experience or EX first means allocating a large quantum of resources for "moments that matter". Digitalization is spreading across business organisations and HR unit leads have been looking to use deep analytics, AI and machine learning to generate better outcomes. The leader-led model involves helping line managers with HR tools and back-office support.
To begin, it is important to clearly define the mission and culture of the organization.
As Generation Z begins to populate workforces, employers will need to pay closer attention. An organisation's vision and mission statements articulate its purposes, goals and values. A vision statement sets down the organisation's long-term goals, typically over a 5-10 year period. An organisation's vision and mission go beyond mere words. It gives the organisation a roadmap in terms of growth and expansion.
Research has found that employees are more engaged with the organisation when aligned with the purpose. This is particularly pertinent for Generation Z employees, who are entering the workforce. Coastr's initial vision was to 'redefine the car rental experience'. The company's vision has since evolved to 'decarbonise the mobility industry', according to Biswajit Kundu Roy , CEO, Coastr
For example, leadership coach and mentor Farzana Suri Victory Coach ?? ' HEART acronym encapsulates the ideation process – Humble, Empathetic, Adaptable, Remarkable, and indicate Transparency. Businesses should examine 'why' they exist, followed by 'how' they intend to achieve their objective. Following this model, corporate trainer Greeshma Thampi , says, ensure consistency in the brand's messaging. It also gives clear direction regarding its growth and evolution and helps the organisation stand out.