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#Leadership : Challenges For HR Directors In 2016…There is a Growing Trend towards Manager & Employee-Driven HR Processes Rather than HR being the Main Driver

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In 2015, one of the notable features of the business world has been the impact that a corporate scandal can have on the reputation of a company or sector.

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As Benjamin Franklin, one of the founding fathers of the US remarked: ‘It takes many good deeds to build a reputation and only one bad one to lose it’.

In 2015, the repercussions of the carbon emissions cheating debacle by Volkswagen continues to be felt by its customers, suppliers and employees and a catalogue of misdemeanors such as the foreign exchange rate rigging and money laundering has plagued the banking sector.

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On a macro-economic level, the population continues to age in many countries across the EU as well as the US and Japan. Germany and Japan have a population average age of 46 years while in the US this is 36 years old. The demographic profile is very different in Africa where the average age in South Africa is 25 and 15 years old in Uganda. The changing demographics within the West and in emerging markets will have implications for the talent management programs of global firms. I asked some experts to gaze into their crystal balls and give their views for 2016 in terms of talent management, leadership, culture and technology.

Reputation management will be front and centre of HR directors’ agenda, commented Rita Trehan, chief capacity officer at Rita Trehan LLC. “The Volkswagen downfall has cast a long shadow; a healthy culture gone astray. If it can happen to them, it can happen to anyone. Next year, the onus will be on HR to take the lead, manage the company reputation and call out risky practices that might bring down a business.”

Major skill shortages and huge changes in demographics will be on the radar of HR directors of FTSE100 firms, remarked Nick Holley, co-director of the center of HR Excellence at Henley Business School.

“I see a lot of companies have a big issue where there is shortage of science, technology, engineering and mathematics (STEM) skills. At the same time, we see that many FTSE100 firms have demographic problems as there are a significant proportion of baby boomers on the cusp of retirement. There is a real issue with knowledge transfer here.”

As the job market becomes more competitive and skill shortages worsen, this will place the prospective employee in a more influential position to research an employer, argued O’Connell. “Employees have more information than ever before on a prospective employer. HR needs to focus on what their employer brand is and build trust between potential employees and the business.”

In terms of talent management challenges facing global firms in 2016, there is a growing understanding within the HR industry that the annual performance review isn’t an effective way to manage people or boost performance, argued David Brennan, general manager of Achievers. “It’s a process that looks in the rear-view mirror, that’s focused on what your employee did a year ago. It’s no longer a relevant or fruitful procedure for the new generation of employees. Learning how to incorporate real-time feedback into the company’s culture will be crucial for global firms who want to see engaged and successful employees.”

Holley warned that global firms had to be careful when it came to defining ‘talent’. “It’s not just the high potential employees. Most organizations see the talent issue is around critical skills that they require to deliver their business strategy.” Holley argued that there needs to be more ‘subject-matter’ leadership within organizations. “We tend to think that leadership is about leading people but it’s also about commercial leadership, multi-cultural leadership and leading within the context of the organization.”

HR directors of multinational companies need the ability to balance the need of different business challenges arising from different regions, said O’Connell. “Immigration is an interesting challenge. There will be increasing workforce diversity and companies that embrace that diversity will see that leverage of value.”

Global organizations must consider what it means to have a multi-generational workforce and how they work together, advised Charlotte Sweeney, founder of Charlotte Sweeney Associates, a diversity and inclusion consultancy. “Organizations need to consider what employees from different generations and different life styles are looking for from an employer, whether that’s interesting work, being able to make a difference to wider communities or the rewards and recognition they receive. Research shows that the younger generation is much more vocal about what they want and don’t want from their employer and career. If companies want to be able to attract and retain future talent, then these perspectives do need to be listened to.”

Another challenge for multinational firms is how they communicate with the millennial generation especially with the increasing influence and presence of online sites that review organizations, argued O’Connell. “Employers have a real challenge here as with greater choice and influence, this generation has a depth of knowledge about companies. HR directors have to make sure they are communicating properly about their company. Glassdoor has provided authentic feedback about companies and I see the more progressive organizations respond to comments on Glassdoor, rather than ignore it.”

O’Connell warned that the HR function had to get closer to the business in 2016 in order to be more effective. “We did research recently which revealed that 50% of business leaders don’t value the analytics that HR provides for them. HR is taking a technology-focused approach but it needs to provide the data that the business unit values.”

Technology will play a pivotal role for the HR function in 2016, commented Simon Constance, partner, people advisory services at EY. “I think that 2016 will be the year that automation hits the administrative processes and we’re going to see an explosion of artificial intelligence. Automation will take a swathe of process roles out in call centers. Junior analysis roles will also be hit by automation.”

Dominique Jones, Vice-President of Human Resources at Halogen Software believes that there is a growing trend towards manager and employee-driven HR processes rather than HR being the main driver. “To support this, HR technology will provide employees and managers a central view of all ongoing performance and development activities, and a simpler way to review and revise goals, development plans and gather and provide feedback across multiple devices.”

 

Forbes.com | December 30, 2015 | Karen Higginbottom ,CONTRIBUTOR

 

#Leadership : Companies are Now Using this Strategy to Win the War for #Talent … How can #Employers Make sure Highly Qualified #Workers Choose Your Company over Your Competition?

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Recruiting top talent is a priority for every business regardless of location or industry. According to a report released by commercial real estate services company CBRE, 67 percent of multinational companies prioritize talent acquisition and retention over cost savings.

Free- Counting Abacus

There’s a good reason for that: Without skilled workers, companies would be lost.  And at the heart of the talent conversation lies real estate. In fact 46 percent of corporations’ global real estate decisions last year were driven by talent availability.

But even if you establish your business in a place where there’s a lot of good talent, securing it can be an outright war. So, how can employers make sure highly qualified workers choose them over the competition? Here are some ways to maximize real estate as a tool in the talent war.

Turn your headquarters into a community

If your company isn’t located in a major city, then offices can sometimes be pretty generic looking, often lacking any personality. Not so for ESPN. The company’s headquarters in Bristol, CT, aren’t a run-of-the-mill office park, but a full-fledged compound. After employees eat in the onsite cafe—which includes a brick pizza oven, vintage popcorn machine, and sports references like “Field of Greens”— they can get together to shoot some hoops out back. When they need a break from technology they can chat by a pond-side gazebo or visit the expansive gym, open seven days a week.

Obviously ESPN’s state-of-the-art, 123-acre campus makes it a desirable employer, but you don’t need a similar setup to attract and keep the best talent. Instead, you can infiltrate a community that already exists — whether it’s a desirable neighborhood in a certain city or an office park (an attractive one) in a suburb. Local restaurants, entertainment options, and other amenities play a big part in determining whether workers will choose you or sign on with a rival.

 

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Focus on wellness

How healthy is your business? Increasingly, companies are thinking of this question not in relation to revenue, but actual employee health. CBRE calls this the “wellness” agenda, where “the physical comfort and performance of the workforce come to play a growing role in building production and management.” In other words, services that were once viewed as a luxury—like on-site gyms and spas—are becoming commonplace, and failing to build them can leave companies in the dust.

CBRE reports that close to 50 percent of workers rank amenities like gyms as an important workplace feature, while more than half consider the indoor environment. These factors affect the modern workforce’s decision about which company to choose, and how long to stick around.

General Mills, the Minneapolis, MN, consumer packaged goods manufacturer, offers its workers access to an on-site health clinic. Meanwhile, in San Francisco, Twitter provides staff with a rooftop garden for when they need some down time.

Dial up employee collaboration

A business’ ability to foster corporate connectedness is very much a product of its workspace.

That’s because certain workspaces encourage employee collaboration, which can create a more appealing company culture—something that’s sure to draw workers. When Steve Jobs was CEO of Pixar, he hired famed architectural firm Bohlin Cywinski Jackson to design a campus that included a central atrium and multiple gathering areas that “promoted encounters and unplanned collaborations.” Teamwork and a positive atmosphere matter, especially when you consider many professionals spend more than 1,500 hours in an office each year.

Winning the talent war is about understanding what your target employees value in a workplace — from infrastructure to lifestyle perks — and delivering. When you can strike that balance between community and culture, workers will be lining up to sign on.

Find out more about how the right real estate can help recruit and retain great employees. 

This post is sponsored by CBRE. 

 

Businessinsider.com | December 8, 2015 | CBRE