In the wake of everything getting turned upside-down, amongst what has shifted since the new normal descended has been the way organisations define and collaborate with talent.
With the Internet having dispersed the power to get work done anywhere, businesses and talent have had to follow suit. For the business, this means crafting policies that take into account the changing nature of work. For instance, employees having access to organisational networks through their own devices, accessing work systems and potentially sensitive or confidential data. Whilst for the employee, it means realising that the way they’ve added value to the organisation is going through changes. That to keep a job might necessitate picking up and implementing new skills as organisations continue to change.
The office has become team members find themselves. The way managers track and justify performance metrics has to adapt to current realities. It is clear that in the future, there won’t be much benefit derived from today’s clocking system that indicates an employees’ tenacity by how long they remain at the office. Instead, the value added to the business directly from their work will be the most important metric to gauge return on investment.
To attract and retain top-tier talent is one of the leading challenges facing organisations today. And with the talent pool getting smaller due to connectivity opening up new opportunities around the world for workers, the talent war will only heat up and go through changes at scale.
An example is the story Scott Keller and Mary Meaney wrote into their article for global management-consultancy, McKinsey & Company: “HR software systems from Oracle, SAP’s SuccessFactors, and Workday already gather information through sources such as LinkedIn to provide advanced warning when top talent may be thinking about jumping ship. At McKinsey, we used machine-learning algorithms to determine the three variables driving 60 percent of the attrition among our managers. Unexpectedly, all three are unrelated to pay, travel, or hours worked.”
Adapt or get left behind
As the saying goes, ‘Old habits die hard’. That’s what numerous workers around the world have been grappling with for the past few months. The challenge of finding ways to reinvent the work they produce to fit the ways in which their living and working conditions are changing.
What is clear: it is time for newer ways of working, of generating and of measuring value between organisations and workers. What is a novel way of working today will be commonplace in a few months. All it takes is a change in perspective: adopting a willingness to gradually destroy the status quo, however uncomfortable it may be in the short-term, for an improved way of working in the future.
And in keeping up with the changes happening within talent management, work now happens anytime, anywhere and on any device. As a result, there will be more shifts in the traditional models of attracting, rewarding and retaining talent.
“The future of leadership will see employees being given far more freedom and opportunity. The days of successful leaders being overly controlling are numbered – new ways of working mean flexibility and empowerment will become central to businesses large and small,” points out Richard Branson, well known for his spontaneous approach to business and work.