Written by: Zuleka Kaysan, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Those working in HR in management positions are currently experiencing an avalanche of challenges. In the wake of the Great Resignation and Quiet Quitting, to name just two, retaining the top talent needed for a company to be at the forefront of its industry is a priority. However, building and elevating the workforce means navigating the new work order; aligning employee expectations and priorities, having the skills for the future of work and leveraging emerging technologies. Managing these alongside tightened budgets in response to the economic climate has posed a challenge to even the most seasoned professionals.
In this unique set of circumstances, we’re seeing new trends, technologies and ways of working emerge. But which ones are worth the investment? From introducing algorithmic managers to preparing for the Fourth Industrial Revolution, here are some trends in people management this year.
1. Tackling disengagement
With three in five UK workers looking for a new job, the Great Resignation continues to pose a severe risk to companies. This doesn’t just indicate a lack of employee engagement but active disengagement. However, 60% of leaders intend to hang on to existing talent rather than go through expensive recruitment processes this year. To achieve this or, as a minimum, to mitigate attrition, leaders must invest in a committed intervention.
The best way to tackle deep-seated disengagement is to gather insights into the root causes and not be afraid to tackle challenging issues head-on. Employees highlight some common issues: poor management, lack of flexibility and a lack of ownership or accountability. Disengaged employees don’t feel appreciated or that their work-life balance is valued. These issues can’t be solved with typical well-being initiatives such as a games room or free fruit.
One way to tackle disengagement while contributing to business improvement is through digital transformation initiatives in which employees are empowered to crowdsource suggestions and own those changes. Technology can be used to automate inefficient processes, streamline shift allocation, make schedules accessible, and improve human connectedness. It can also contribute to the real-time assessment of employee performance which democratises the entire process. By upgrading processes and operations, physical or digital, employees have a better experience and are more likely to stay loyal to their employers.
2. Ushering in the Fourth Industrial Revolution
What is expected of employees today is very different to what was expected ten or even five years ago. The pace of change is only accelerating as over a billion people will need to reskill or upskill to meet the demands of the Fourth Industrial Revolution.
Think about the new skills required in a world with no barriers between the physical and digital, with high automation and seamless accessibility to information – every leader needs to be prepared. There is no denying that leaders must close the skills gap to establish a competitive advantage in their industry. However, it’s in the best interests of employers and employees alike to stay ahead of skills development.
Not only does this future-proof the workforce, but it also increases employee engagement to an extent that can’t be underestimated. Lack of career development and advancement is one of the top reasons employees cite when quitting a job. With on-demand training, micro-practice and micro-mentoring, disruption and abortive costs are minimised, and employers can expect long-term ROI.
3. Preventative well-being strategies
Conversations around workplace well-being are not new. However, the need for a robust and comprehensive well-being strategy has intensified as nearly 3 in 5 employees have reported negative impacts of work-related stress post-pandemic. Additionally, economic volatility and the costs of living crisis have introduced another source of stress for employees.
The key is prevention. Employers are responsible for preventing burnout, stress, and other adverse effects of the workplace, not just as a moral issue but as a necessity for the company’s productivity. Measures should be taken to prevent employees from getting to the point where they need burnout-related leave.
With on-demand and digitised well-being resources, companies can make self-help and even facilitator-led support accessible to employees when needed. Specifically, leaders can leverage advancements in neuroscientific studies that have shown how the human brain activates changes. Platforms that enable employees to develop incremental yet consistent micro-habits yield much greater results than traditional learning practices.
Well-being strategies need to be proactive, preventative and holistic. They must cover mental, physical and financial well-being to protect the powerhouse of their business, their employees.
4. Fostering the modern work culture
Many industries have accepted and embraced remote and hybrid work structures. Prominently led by the ultimatum set by workers; 64% of employees would consider quitting if made to return to the office full-time.
To avoid losing the best talent, business leaders must create a modern workplace that inspires success, establish a company culture in-person and digitally, and leverage emerging technologies. Accepting and investing in this shift in priorities and expectations is part of meeting employees where they’re at.
Technology can be used to create a comprehensive digital experience for employees, keeping them informed about news, objectives, protocol changes and more. The priority is to develop clear communication and enhance human connectivity. This is especially key in highly uncertain or unstable environments; as anxiety levels increase, productivity levels decrease. A transparent, vulnerable and candid communication strategy reduces this uncertainty trigger.
The office still plays a role in modern work culture, particularly as new generations enter the workforce. Leaders can reinvent workplaces into a thoughtful mix of open, inviting, inspiring and collaborative spaces and designated quiet zones that encourage ideation and productivity.
5. Introducing algorithmic managers
Big data has already transformed many sectors of the business world, such as supply chain management and infrastructure refinement. So, why not people management? Collecting people analytics allows HR to make data-driven decisions, spot trends and share actionable insights about revenue-impacting issues such as the cause of high employee turnover and absenteeism.
Introducing machines to oversee people management might seem idealistic, but algorithmic managers have capabilities human managers don’t. This technology can process large data sets to make fully informed decisions even in complex situations. That said, care needs to be taken so that the algorithms don’t inherit and learn bias from historical data, thus losing the benefit of objective computer processing.
Additionally, the decisions made in people management cannot be taken lightly as they involve the hiring, firing and upskilling of employees. Augmenting this emerging technology with human insights is vital.
If companies are to build resilient and adept workforces that garner success, people management needs to be a priority. At the core of all these interventions is the elevation of the employee voice. Companies that are willing to listen to and make provisions for their employees will be able to leverage organisational and technological advantages for maximum impact. Invest in your people, and your people will invest in you.
Zuleka Kaysan, Executive Contributor Brainz Magazine
Spurred by her 18-year career delivering business transformation and change in fast-moving corporations with ambitious mandates, Zuleka Kaysan founded The Cornerstone Advisory - to empower tech and service-based businesses at each stage of their growth. She helps visionary leaders elevate their performance through an integrated approach; enhanced customer experience, innovative service design, and a fit-for-purpose culture. Her mission: to bring ideas to life.
