With our ever-moving skills gap challenge and the rise of automation, AI and a more digitally robust yet complex workplace, as a HR leader what areas are of greatest concern in your organisation?
Which of the following do you value most of all?
- Agility: to be a future ready organisation
- Disruptive leaders that push boundaries
- Intuitive talent acquisition, careers and learning process
- Enhancing your employee experience through culture and engagement
1. Becoming a powerful agile learner
To adapt and thrive in varying situations is paramount to our success. Improved higher-order thinking, problem-solving skills, and creativity, as well as the ability to learn quickly is key.
Alvin Toffler, Futurist & Author profoundly forecasted “The illiterate of the 21st century will not be those who cannot read but those who cannot learn, unlearn and relearn”
Top future-proofing techniques for developing learning agility includes the importance of a growth mindset, along with optimism and learning curiosity. Specialise, develop a niche. Deflect jargon as Einstein famously stated; “If you can’t explain it simply, you don’t understand it.”
Also reflect on new learning habits created when unlearning outmoded ones.
2. Leading by disruption
Elon Musk is undoubtedly a genuine disrupter with his SpaceX mission sending a car into space with Bowie soundtrack. In the context of leading HR and learning throughout the organisation disrupters have the courage to do something that’s never been done before and risk that it might fail. This moves the company into innovation.
Innovation is largely driven by the learner rather than the organisation. Mobile learning was surely driven by the user and with a growing surge of digitisation there is a gap for a HR or L&D disrupter to lead the way with the future potential of AR, VR and AI in learning.
3. Intuitive employee lifecycle process
Investing in every stage of the employee relationship will help maintain your company relevance and competitiveness
According to an IBM study of over 4,000 business leaders in 70 countries across more than 20 industries, 71% of CEOs believe that a company's talent pool is more valuable than even its products, branding and customer relationships.
Start by fully auditing your current employee lifecycle journey, the user experience, and key stages in the process. Through the provision of excellent experiences including modern learning across these stages, you will attract talented professionals, encourage their loyalty, and they will grow to be a strong company brand ambassador.
4. Cultivating culture through employee experience and engagement
Fostering a thriving culture involves a dedication to listening and gaining feedback from your employees. Also, a readiness to adapt and make changes.
Collectively, there needs to be a shared vision of the organisational culture; for where employees are now and for where they want to go.
Individuals should develop self-awareness and know their values, purpose, personality, behaviours and impact on the people around them.
The culture piece begins with a soak-session with key brand ambassadors across the organisation to define core values. The next step is to align these values with different aspects of this ideal culture and this should flow with engaging, realistic, and visible everyday interactions. The vision should be shared with ongoing evaluation to measure, work towards ideal behaviour, handling objections and regular continuous structural aligning.
Closely relating to some of these concerns, Kineo’s US CEO blogged about designing onboarding experiences that increase employee retention where you also can claim a free guide of onboarding best practices.