Life After Covid
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The document discusses how businesses need to adapt their talent strategies in response to COVID-19. It outlines how the pandemic has disrupted operations and how organizations need to focus on areas like operating models, processes, technology, and people. The "TalentSHIFT" requires expanding how talent is sourced, assessed, and developed to meet changing demands. Skills of the future like digital skills, cognitive abilities, and social/relationship skills will be important. Trends in recruitment include more virtual and mobile assessments, leveraging social media and AI, hiring contractors, and focusing on employee experience. Organizations need to shift from traditional talent practices to continuous talent acquisition and development.
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Life After Covid
- 1. C A T A L Y S T C O N S U L T I N G LIFE IN (AND AFTER) COVID: REDEPLOYING TALENT TO MEET CHANGING BUSINESS DEMANDS. 2 1 s t M a y 2 0 2 1 THE TALENTSHIFT IS HERE
- 2. Life in (and after) COVID • A world disrupted • The TalentSHIFT • Future skills • Trends in recruitment
- 5. Technology Digitising vs humanising A world disrupted
- 6. What are we seeing Structure Operating models, agile, blended, outsourced, OD capability, governance, accountability, COPs, partnerships, agile smart teams, rewards Process Customer experience, innovation, optimisation, standardization, efficiency, decision making, measurement, communication, collaboration, accelerated learning Technology Digitization strategies, competitive advantage, next generation architecture, systems, tools, automation, AI, shared services, digital skills People Talent strategy, employee experience, global pool, mobility, gig economy, sourcing, leading, mentoring, growing, retaining Customer & Competitive Landscape Strategy Vision, scenario planning, market and customer intelligence, alignment, resource allocation, talent, culture, sense and adapt We need to rapidly respond to changing conditions … How we organize, execute, enable, engage
- 7. The TalentSHIFT is here Purpose, strategy Operating model Business eco-system Governance Culture, change MENTOR Engaging talent and strengthening the employee experience MATCH Expanding the paradigms of talent and how we source and assess it
- 9. Shaping an agile workforce Source: McKinsey: The Five Trademarks of Agile Organizations
- 10. Agile organisational design Manageable demands Work-life balance Flexible options Strategic Operational Permanent Temporary Source: Adapted from Deloitte, Building the Peleton, July 2020 Project Leadership Organisational capability transformation Programme/Project Leads, SME, Mentors Projects Delivers specific projects, short-term purpose Digitization, innovation Executive Leadership Strategic direction and alignment, culture EXCO Execution Delivers ongoing value to the business or customer Finance, IT, HR, Supply Chain, Sales
- 11. 11 Heading, Calibri 25pt 11 www.catalystconsulting.co.za Sourcing and assessing talent Internal Identi fy Known data Unknown data External Gig economy Contractors Outsourcing Alumni Full time employees Biographical data • Age • Race • Gender • Nationality Performance • History • References • Recommendations • Endorsements • Capabilities / skills Potential • Aspirations • Mobility • Assessments Utilisation • Projects
- 12. Skills of the future Digital Tech trends, digital savvy, eco- system, remote work, tech & data concepts & processes, data analytics & visualisation, AI, security Cognitive Critical thinking, problem solving, creativity, innovation, scenario planning, complexity thinking, project management Social Relationship skills, leading, influencing, remote teaming, engagement, collaboration, customer connection, conflict management Resilience Self-awareness, confidence, growth mindset, adaptability, focus, effectiveness, stress & energy management, mental wellbeing Are you, your team and your organisation … RELEVANT, RESILIENT AND READY for the future?
- 13. Expanding the paradigms of talent Curiosity Self-awareness, flexibility, adaptability Creativity Creative thinking, innovation, ambiguity Critical thinking Courage, connection, decision making Change Influence, direction, agility Collaboration Communication, trust, empathy Conscious contribution Global awareness, responsibility, contribution Self-directed learner Active professional Concerned citizen Confident contributor
- 14. The evolution of talent systems Source: Adapted from Josh Bersin, 2019
- 15. Building capacity to learn don’t believe unmotivated overwhelmed distracted 87% of millennials cite access to professional development and career growth as the most important factor in a job
- 16. Trends in recruitment • How do we assess for potential in a way that is fast, friendly, fun (mobile, gamified) and credible? • How can we utilise sourcing technologies, social media and search algorithms in an appropriate and ethical manner and manage bias? • How do we attract and access the talent of the contractors in the gig economy? • How do we communicate an individualized EVP? • How do we reskill our recruiters? • How do we shift the mindsets of managers around traditional recruiting practices? 1 Remote Work 2 Social Media Recruiting 3 Artificial intelligence 4 Project Based Hiring 5 Diversity & Inclusion 6 Employee Wellbeing 7 Work-life balance facilitation 8 Employer brand and candidate experience 9 Diversity & Inclusion 10 Remote onboarding
- 17. Shifting our focus Continuous learning NOT remedial learning Teams NOT individuals Accountability NOT bureaucracy Trust NOT control Unified mission and values NOT static objectives Employee experience NOT employee records Continuous talent acquisition NOT recruitment People NOT processes
- 18. Kathy Kraus Catalyst Consulting (Pty) Ltd Phone +27 73 201 2024 Email Kathy@catalystconsulting.co.za Web www.catalystconsulting.co.za Follow us Catalyst Consulting South Africa Catalyst Consulting Pty Ltd CatalystSA Contact Us Proudly a B-BBEE Level 2 Contributor Proudly a B-BBEE Level 2 Contributor
Editor's Notes
- After such a complicated year in 2020, it’s no wonder that businesses are re-evaluating their talent strategies for 2021. It hasn’t just been the pandemic that caused major changes in the marketplace, though that was a big contributing fact. The workplace had already been transforming over the past few years, but the recent crisis pushed expectations over a cliff. Business leaders and especially HR professionals can no longer talk about the future of work as though change is on the horizon. The future of work is here now. But many organizations are struggling to keep pace. The rapid and sudden increase of remote work, shifting roles, competing home and work obligations, and a hyper-focus on workplace health and safety have forced businesses to rethink everything. What are the priorities? How can teams do more with less? How does HR balance productivity with employee well-being? In short: how do organizations attempt business as usual when everything is profoundly unusual? Let’s explore this unusual landscape.
- Purpose: connect with Covid or recent experiences Say: The world we are living in is desperately changing Ask: Can anyone relate to any of theses images? Summarise: many of us have had to deal with home schooling, enjoyed working from home in pjs, tried virtual yoga, marathons or boot camps etc. and faced the fear of no wine, or no cigarettes … etc (balance global audience issues) Say: Lets do a quick test. Show us your shoes in the camera now. Use the chat box to make comments. Ask: How many of you have had to adapt, learn, develop new skills and habits? What new mindsets, behaviours, habits have you needed?
- How does this picture represent YOUR Covid experience? Own story: share what it means for you e.g. it has felt like an obstacle course with no map, no end, lots of obstacles, mud and grit required, but every day you just have to keep on moving forward hoping that you will get to somewhere more pleasant soon. Some days we just feel overwhelmed, exhausted, incompetent, drowning, sick, behind the curve, getting old, playing catch up, losing relevance, being outdated. Other days we achieve something, help a colleague and feel ourselves getting stronger and fitter and more resilient. When we look back, we can see that we have adapted, evolved and shown resilience to the shifting trends around us … and are much more prepared for the next wave
- Business as usual isn’t an option. The pandemic has forced organizations to re-evaluate their legacy operating models. People strategies have become more complex 80% of CEO’s interviewed globally believe the biggest challenge their organisation faces in meeting their strategic objectives is having a sufficiently agile workforce (According to Deloitte’s 2019 Human Capital Survey). The adaptiveness of activities and structures, flexibility in matching workforce fluctuations to demand, and the way the HR function supports the organization in becoming more responsive and adaptive are critical drivers of success for the future fit organisation. Some of the Big Tech trends: Big Data and Analytics AI Machine learning Robotics & Autonomous Tech Blockchain Fintech / bitcoin / digital currency Internet of Things Hyperconnectivity While technology improves at a rapid pace, adoption is much slower. With all the digital changes around us, its good to take a moment and consider how we are processing it all. Marc Prensky coined the terms “Digital Natives, Immigrants and Dinosaurs” There are a plethora of changes we are experiencing today as we transition into the 4th Industrial Revolution. But this too shall pass. And once we move through this, there will be the next epoch of change to be navigated… whatever that may be. We aren’t just looking at the trends driving change today to merely survive and stumble through to whatever is next. Our task is to understand the dynamics of the present so that we can succeed today, AND position ourselves to thrive and flourish in the emerging world. A single truth is apparent though: organizations that prioritize people concerns will flourish; those that don’t will wither.
- Say: Most organisations have had to rethink how they: organize (design, digitize, synergies) execute (processes, efficiencies, effectiveness) enable (capability, talent, performance) engage (collaborate, communicate, motivate)
- Map: structures from fixed to agile Match: recruitment from employees to internal and external gig economy Mobilise: performance focused on individuals to teams Manage: HR strategies from process and compliance to experience and individualization Mentor: engagement has to shift from ownership of staff to sponsorship of skills Master: learning must shift from focusing on roles and skills to capabilities Map Agile organisation design Agile roles and teams Plan for capabilities vs. plan for roles Rapid re-alignment of capability Match Differentiated and personalised EVP Mapping internal vs external talent pipelines Gig economy knowledge and capability Gamified assessment and talent profiling Mobilise Agile performance & development capability to engage and optimise talent across teams Multiple feedback and recognition sources – including social and cultural impact Key manager or sponsor as talent engager Leaders accountable for talent value Master Learning culture and leader readiness Self-driven, collaborative learning readiness Digital, facilitated and blended learning journeys – with impact measured Whole person growth Mentor Self-driven employee data on role, team and capability with validation Talent profiling using design thinking, personas, shifting definitions of potential Both personalisation and segmentation of talent at all levels Focus on talent readiness and capability vs. role succession Manage Systems, data and trend analysis capability Employee experience – touch points, tools Talent risk response strategies Integrated people and talent management (core org capabilities)
- The six basic elements of organizational structure are: departmentalization, chain of command, span of control, centralization or decentralization, work specialization and the degree of formalization. This thinking however is ground in permanence and predictability. That is no longer the world we live in. I find it easiest to explain this with an analogy. Imagine for a moment you have two teams of 50 in a race to get to Portugal. The only rule is that you have to go by water. One team decides to go on a big ocean liner. Strong, sturdy, big enough for all 50. What are the benefits? What are the draw backs? The second team decides to split up into 10 smaller speed boats. What are the benefits and drawbacks? Will both teams reach their destination? Who’s going to get there first? Which team can respond better to changes in the weather? What happens if there is an oil spill pushing the teams off course? There is of course always the iceberg analogy. Which teams can respond quickly enough to circumnavigate the issue right in front of them. Flat, matrix structures Distributed authority Broad access to information Multi-directional career paths High workforce mobility Loyalty based on continued opportunities Work is what you do Driven by team contributions Integration of career and life Competencies define jobs People have different jobs, skills
- Agile OD Align your leadership team around the future vision Get alignment among the leadership team on the strategic direction, the strategic priorities, the organization’s purpose and the capabilities that the organization needs to be successful. Build your organization’s change muscle as we go, so you’ll know how to adapt the design as new challenges emerge. Identify the potential gap between where you are now and where you need to be Combine analytics of your organization with our benchmarks to identify where your organization is today and where it needs to be tomorrow Analyze spans and layers, job architecture, reporting lines, and people costs. Use organization mapping tools and organization network analysis to understand where work is getting done. Analyze your leadership capability, engagement data, and the ways you’re managing and communicating with your people. Get an “outside-in” view of how your organization measures up against the external world. Create an agile organization design Translate your purpose and strategic priorities into a fit-for-purpose operating model, organization structure, and governance processes. Create structures that enable people to shift and adapt in real time as priorities change. Make change happen Put your new organization design into action by drawing on our deep understanding of how to drive behavioral change. Create a practical, structured implementation plan. Engage hearts and minds around new ways of working to ensure that the changes will stick. Org structures don’t make sense When companies are small, it’s easy to collaborate, innovate, and make decisions fast. But by the time organizations get big, there can be seven layers or more of management calling more meetings, adding new rules, requiring extra paperwork and making other productivity-sapping moves. On top of that, big organizations wind up with thousands of employees isolated with people who do exactly what they do—there’s no collaboration. During the pandemic, people had little choice but to break down organizational boundaries to get things done. At the start of the pandemic, Johnson & Johnson realized quickly that there would be a shortage of personal protective equipment, or PPE. But the fact that leaders in procurement and legal had previously created new master service agreements that didn't require new contracts for individual purchase orders helped the company procure PPE faster than others, cutting the average order time from 10 days to three. Experts wonder, however, if that type of innovative redrawing of the org chart will stick. If organization structures stay fundamentally the same, then people will snap back all too easily into their old ways of doing things. “So many organizations are filled with well-meaning people who keep adding little bits of complexity and friction,” Sutton recently wrote. Experts say one of the best ways to start remodeling an organization is to build so-called smart teams. These small groups are formed to solve a specific problem, and the team members themselves not only have a mix of skills and viewpoints but also come from diverse backgrounds. The team solves the problem and dissolves. That fluidity is a big advantage, says Evelyn Orr, chief operating officer of the Korn Ferry Institute. “They retain the agility to respond to rapidly fluctuating situations,” she says.
- There has been many research studies into changes to jobs and the most critical skills needed to survive and thrive as the world of work evolves. 2 interesting studies have been Google project Oxygen and WEF future skills. Explain very briefly interesting observations i..e lot of focus on digital, analytical and inter-personal skills Project Oxygen: 10 behaviours of Google's best managers Is a good coach Empowers team and does not micromanage Creates an inclusive team environment, showing concern for success and well-being Is productive and results-oriented Is a good communicator — listens and shares information Supports career development and discusses performance Has a clear vision/strategy for the team Has key technical skills to help advise the team Collaborates across Google Is a strong decision maker We think of what further disruption will be coming at us, there are several predictions of the increase in certain skills that will become critical. McKinsey Global Institute (page 19) talks about an increase demand in the higher cognitive, social and emotional, and technological – BUT further to that World Economic Forum says that by 2030 there will be huge demand for skills such as Creativity, Critical Thinking, Complex Information Processing, and in addition to these, resilience has an increased importance as our world and certainty has been rocked by recent events (refer to resources for further reading for those interested) From book (only if interest or audience needs this) The McKinsey Global Institute is tracking a range of jobs based on human skills and how they are likely to be affected by A.I. and automation. They place work skills into five categories: physical and manual; basic cognitive; higher cognitive; social and emotional; and technological. They say that physical or basic cognitive tasks that can be performed by relatively low skilled labour or require only low-level data input and processing are likely to be quickest to be replaced. Examples of jobs that will require new skill sets to work side-by-side with technology (or in time be replaced by) are drivers, assembly line workers, nurses, electricians, crafts people, cashiers, customer service staff, typists and clerks. While demand for skills in these areas might be decreasing, McKinsey predicts a significant increase in demand in the higher cognitive; social and emotional; and technological skill areas. Examples of these are: Higher cognitive: advanced literacy and writing, quantitative and statistical skills, critical thinking, and complex information processing e.g. doctors, accountants, research analysts, writers, and editors Social and emotional (soft skills): advanced communication and negotiation, empathy, the ability to learn continuously, to manage others and to be adaptable. E.g. business development, programming, emergency response and counselling Technological: basic to advanced IT skills, data analysis, engineering, and research. E.g. software developers, engineers, robotics, and scientific experts. From book Whilst various digital and analytical skills will be important, the skills that will be the most critical, regardless of your chosen technical field, will be those that enable continuous learning, adaptability and dealing with ambiguity. These skills are the focus of this book. McKinsey Global Institute. (2018). ‘Skill shift: Automation and the future of the workforce’. McKinsey & Company. 23 May. Available at https://www.mckinsey.com/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce#:~:text=Demand%20for%20all%20physical%20and,see%20a%20surge%20in%20demand. [Accessed: 13 July 2020] World Economic Forum. (2020). The 3 key skill sets for the workers of 2030. Available at: https://www.weforum.org/agenda/2018/06/the-3-skill-sets-workers-need-to-develop-between-now-and-2030/. [Accessed: The World Economic Forum (WEF) says that by 2030 there will be huge demand for skills such as creativity (i.e. coming up with creative marketing strategies), critical thinking (i.e. solving complex systemic problems), complex information processing (i.e. analysing trends and impact on the company) and decision making (i.e. sifting through masses of data to make decisions despite uncertainty).
- Could we agree that the world needs people who are …?: intensely curious (about themselves, others and the world), uniquely creative (experimenting, learning and willing to fail), courageously committed (to their vision for self, team or cause), consciously choosing (where to focus attention and how to show up), critical thinkers (who can resolve dilemmas and make meaning out of noise), trust building collaborators (that combine perspectives and strengths into lasting relationships and value), change navigators (that navigate the maze of change for positive impact) and generous contributors (that build lasting healthy communities). These abilities may not be new or surprising. They do however need some fresh thinking and insight into how we build the underlying identities, beliefs, habits and neural pathways to make them effortless. Despite knowing that these are critically important for success, we still don’t seem able to create a lasting foundation of these in our families, teams, organisational cultures and communities as a whole. We still suffer from narrow, short-term thinking, defending the status quo, working in silos and competing with scarcity mindsets. 1. Agility Learning agility is an understanding of how we learn, the ability to learn and – equally important – unlearn. According to the University of Michigan’s Scott DeRue, speed and flexibility are the two most important factors determining learning agility. Speed to comprehend lots of information quickly, and figure out what is most important; flexibility to change frameworks and understand how different things are connected. 2. Adaptability The ability to navigate ambiguity and change. The ability to move comfortably in uncertainty and faster change is a force multiplier when it comes to turning learning into action. 3. Agency The motivation and ability to affect change over your work and career. This includes the self-awareness and motivation to take ownership of your work and your future, and not sit passively on the career escalator. 4. Humanity Human-possessed qualities, like empathy, social intelligence, creativity and collaboration, are difficult to replace with automation. As the neuroscientist Vivienne Ming says, “To be robot-proof, become more uniquely human.” The business challenges will become more complex, and more of the most valuable work will cut across more boundaries, internally and externally. People who can bring others together to solve problems and implement solutions will be at a premium. Rita McGrath, strategy guru at Columbia University, argues, “It is time to move beyond the notion of sustainable competitive advantage. Organizations need to forge a new path to winning, capturing opportunities fast, exploiting them decisively and moving on before they are exhausted.” The same is true for jobs. Roles as they are currently constructed are going to change rapidly. And the knowledge and skills people have accumulated, which gave them performance advantages, will become more transient. It is, therefore, time for us to rethink the notion of potential and how we measure it. McGowan and Shipley’s multidimensional model points the way. Meanwhile, the retirement of the nine-box grid is an important – and necessary – stride into the storm of uncertainty. Many organizations use the popular nine-box grid: a tool designed to capture an employee’s performance, from underperforming to outstanding, and measure their growth potential, from low to high. A low/low score puts you in jeopardy. High/high means the person has the future ability to perform a job two levels above their current position. However, the nine-box grid is measuring potential for a world that no longer exists. On a recent webinar, I hosted learning experts Heather McGowan and Chris Shipley. McGowan described the world we are navigating today as a “superstorm of ambiguity” – driven by the combined disruptive effects of exponential technologies, fast-changing interconnected markets, and climate change. Amid this maelstrom, the world of work is also changing exponentially. Implicit in the current concept of performing a job two levels above a current role is consistency of industry and, in most cases, function. McGowan’s research indicates the generation entering the workforce today may have 17 jobs across five different industries. Not surprising, given the US Bureau of Labor Statistics suggests that 65% of the jobs the next generation will occupy don’t yet exist. And, as the famed Oxford study conducted by Frey and Osborne reports, 47% of current work is at risk of automation. Given this, the nine-box concept of potential needs to yield to something that assesses the creativity and collaborative ability to see and solve more complex problems across industries.
- Latest people system innovations/ trends: Employee centric Use video, short messages chat, mobile interfaces etc to communicate They require no training They are cloud based from the get go They use AI They are replaceable They are fun and enjoyable to use
- FROM a transactional, siloed, controlled, reactive, face-to-face, prescriptive, unquantified impact learning function (with pockets of excellence) TO an agile, digitally enabled, collaborative and facilitated learner driven experience that focuses on performance and impact at scale We know we need to enable access, accelerate learning and build learning communities and focus on the softer skills. BUT, how do we shift our day to day life, habits and beliefs to create space for reinventing, paradigm shifts, imprinting new neural pathways when many are: … overwhelmed (stressed, anxious, overloaded, don’t have the resources - only 1% of work week avail for learning), unmotivated (we are disconnected from our purpose and passion at work, mild depression, so we tend to find meaning outside of work) distracted (connected 24/7, the brain does not often reach a reflective, open-minded state to absorb or integrate new thinking) don’t believe (in many communities there are insufficient role models who have risen above their circumstances through hard work and learning, to make others believe that hard work and learning pays off – fear of failure, rejection) Many people have not been brought up with a growth mindset. We would rather not start than feel a failure for trying and not succeeding Some of the barriers to our youth include: Not having access – internet, devices, mentors, role models, transport money Not knowing how - Don’t know where to start (too much content/choice) Not having many social rewards for learning – high unemployment. Why bother? At attitude of entitlement expecting opportunities and rewards without effort or experience – because I am special
- 1. Remote Work It’s no surprise that remote work is at the top of the list for recruiting this year. Companies transitioned to remote work quickly in early 2020 and many have decided to continue. But that does shift the directive for talent acquisition and recruiting. Companies are now looking for individuals who work well in remote environments and understand how to collaborate when not face-to-face with coworkers. According to FlexJobs, remote jobs on their site increased 12% between June and August of 2020. And 65% of people who responded said they want to continue working from home post-pandemic. But recruiting remote workers is different than traditional employment, so it’s important to understand how to target the right candidates. 2. Social Media Recruiting Social media is no longer considered a fad. While the platforms and processes may still evolve, social media has become the driving force of interpersonal communication. That means, to target top talent, you need to be where the people are. Posting jobs on social media or attracting potential candidates by interaction will continue to be essential. The statistics are pretty revealing. 70% of recruiters say they’ve successfully used social media to hire new employees. 3. Artificial Intelligence Recruiting has always been a high-touch industry, but that doesn’t mean there isn’t room for improvement. AI is becoming a major game-changer in staffing and talent acquisition. It automates the repeatable processes allowing recruiters to focus more time on the high impact parts of their job. AI can also speed up the process by which candidates are sourced through an applicant tracking system. Recruiters typically spend 13 hours a week recruiting for just one role, so tools such as AI can that streamline the process are a gamechanger. 4. Project-Based Contract Hiring The Gig Economy got a lot of press over the last few years. Some aspects, like driving for rideshares, get a little more press than others but the gig economy was around well before Uber and Lyft became household names. For many people, freelance project work is still preferred and companies are on board with bringing in these contractors. Roles for freelancers have been expected to increase for some time, but the pandemic accelerated the need. 73% of managers believe they will hire more contingent workers even as layoffs continue. 5. Diversity and Inclusion While diversity and inclusion in the workplace have been a topic of conversation over many years, several U.S. events of 2020 pushed it back to the forefront all over the world. Companies are looking at ways to make employment more equitable and inclusive for all people. Hiring a diverse workforce isn’t just about representation, though that’s an important aspect, it also creates a company culture where various mindsets contribute to success. Diversity considerations will include redefining leadership, creating diverse teams, closing gaps, and paying attention to worker needs. 6. Employee Wellbeing Throughout 2020, mental health awareness among workers became another huge talking point, so it’s no surprise that wellness and mental wellbeing is a major topic moving forward. Workplace related stress can cause several long-term health problems, and companies are starting to understand how their actions are complicit. Up to 33% of American workers reported feelings of depression during the early months of the pandemic. Of course, mental wellbeing is a concern for workers across the world. 7. Work/Life Balance Facilitation Hand in hand with mental health awareness, work/life balance is still getting a lot of attention. Especially as more employees are working from home, employers are recognizing that time away from work is still important. In remote work settings, companies still need to respect start and end times and not expect employees to access work after hours just because they’re working from home. Some cultures have embraced the idea of work/life balance. In The Netherlands, for example, only 0.4% of people work long hours. But in Turkey, 33% of people spend more than 50 hours in the office. 8. Employer Brand and Candidate Experience For talent acquisition, employer branding and candidate experience may be the top discussions today. The employer brand is a combination of your reputation as an employer and the candidate experience. Even as many of the candidates you speak with will not get job offers, companies know that they need to treat everyone well at every step of the way to improve the overall process and quality of hires. 78% of job candidates believe that the way they’re treated in the hiring process is a clear indicator of how a company will treat their employees. 9. HR Outsourcing With so many companies working in a remote capacity, outsourced HR functions are becoming even more popular. Reducing overhead by having an in-house HR department may no longer be the most critical use of the company’s budget. HR Outsourcing through organizations that provide exactly this service can improve the processes behind the scenes. According to Inc, some companies are choosing to outsource only a few aspects of HR, so the options are limitless to create a custom solution for your business. 10. Virtual and Augmented Reality It may sound like futuristic science fiction, but virtual and augmented reality is being used right now to facilitate employee training and onboarding. In some industries, the use of virtual reality helps new employees understand specific processes with aspects such as manufacturing, safety, and fabrication. They can bring employees on a virtual tour of the worksite. Some experts are speculating how VR and AR can impact the recruiting field in the future. 11. Remote Onboarding Similarly, remote onboarding is also a key factor in the success of remote working arrangements. Most companies are starting with online paperwork, including e-signatures, for all of the essential details such as tax forms, I-9 verification, employee handbooks and policies, and contracts. Onboarding goes beyond just paperwork and training. A good program will also integrate employees into the workforce culture. So understanding not just what to do but how to do it will be essential. 12. Gamification The term gamification means using game mechanics, theory, and design to motivate people to achieve their goals. The use of the concept in recruiting has become a major player in the marketplace. Companies are now using quizzes, challenges, and behavior-based evaluations to determine if candidates showcase the job qualifications they’re looking for. Gamification can be used on both the recruitment and candidate side, making such important aspects of hiring as skills evaluations more entertaining
- HBR