The Human Resources Insurgency
The pandemic has
brought about many changes in the realm of corporate work. Old maxims no
longer apply to the current context. Labor relations and the way of
working are modified. The transformations expected for the coming years
are now reality: teleworking, telemedicine, virtual meetings to make decisions,
online job interviews, distance training, digital documentation of legal value,
new ways to measure productivity, artificial intelligence to filter job
candidatfes vacancies, algorithms to streamline the movement of employees,
increased staffing of freelancers, etc.
We are experiencing
something unprecedented in an unexpected scenario: in just three months,
successful companies today go bankrupt, others have oversized
workforces. The economy of freelancers and temporary jobs is on the rise
(according to Gartner, 32% of companies already work this way), while before it
was something avoided. Objective work is much more valued. In an
environment that no longer encourages a “face-to-face” culture, it is possible
to continue with the business without the need to “see” all the
collaborators. On-the-job training is becoming increasingly complex.
The world has
changed. It is essential that HR also changes and adapts quickly to a new
context.
The crisis generated
by the pandemic forced a change in the strategy of all businesses, regardless
of the area or geography. A new way of working had to be created. A
lot of people started doing it from home and… it works! This opens up an
opportunity to consider another quality of life: it will no longer be necessary
to travel two hours to get to or from the workplace. They even began to think
about promoting proximity jobs.
At the same
time, telecommuting
allows people to achieve their goals at the time they consider most comfortable. There
are people who are night owls who may be more productive, precisely, in hours
that are not -conventionally- "office".
A new HR strategy with engagement in the foreground
In the midst of this
"not seeing each other", not crosses into the same physical space,
more than ever we must create engagement. This engagement is much deeper
in these moments, because "we are together also in bad
times". When this happens, companies will be judged according to how
they acted in a pandemic, how they accompanied their people, both in terms of
work and emotional support.
And engagement is
measurable in terms of productivity. It has been proven that when people
feel integrated and committed to what they do, the performance is more than
double (x2.3 more) with 57% more effective collaborators and 87% of the payroll
less likely to leave the job. Organization.
Currently, companies
have to propose their strategies not only for the success of their business but
also paying close attention to their relationship with the environment and the
society where they operate, contributing to the “de-paperization” and the
reduction of the carbon footprint.
And in this general
context, due to the urgencies of the pandemic, technology bursts in to change
the mindset of organizations abruptly. You have to stop, understand what
is happening and start looking at the business in a different way, with a different
mentality, in a more comprehensive, more collaborative way.
In this new scenario,
with a different vision of the business and the interrelation of the teams, the
HR area must rethink its strategy from different aspects, knowing that technology is its best
ally to streamline processes, save time and resources:
· Talent attraction: use technology to improve the employer
brand and retain candidates. Use video interviews to save time and costs. Use
notions of collaboration offered by social and work networks to find
candidates; chat bots to establish and follow contacts of
interest. Using AI (Artificial Intelligence) to match between applicants
(internal or external) and specific searches, which facilitates the task of the
recruiter (reduces errors that there were when doing it manually).
·
On boarding: 100% digitize the registration of
collaborators. Even with induction videos in which the essentials about
the company and their job are explained, as well as the basic safety rules.
·
People management: complex
100% digital workforces is a growing trend. For example, currently, the
company can operate with self-management solutions for certain orders,
certificates, data updates, without the collaborator having to travel.
·
Greater security for field work: although now more is thought about
work by objectives, there are certain positions that require the physical
presence of the collaborator in a timely manner. There are algorithms that
help program tours, even in real time. This happens, for example, with
delivery apps, which look for the closest person to do the job. It
improves results and means more safety for face-to-face workers.
·
Training and Innovation: reach more people with the lowest
cost. Training is ongoing. It is proven that people learn 70% from
experience, 20% from observation, and 10% from formal training. There is
no longer talk of "create" but, rather, of "curating"
content. We are in the era of collaborative training. Currently, the
same collaborators are attentive to issues that improve their management and
suggest videos, explanations that they see on the Web. This encourage
their contribution and makes them protagonist of their own training and that of
their team.
·
Communication and collaboration: they are the basis of a healthy and
efficient organization. These concepts must be at the center of the
culture. There are “talk down” and “among” platforms, that is,
communication channels between bosses and their team and the team with each
other. Being forced to stay at home was an injection for the use of
platforms and applications to meet in virtual form, hold meetings, give mass
videoconferences. This is a one way road.
·
Monitoring the "mood" of the company: it is key that HR can take the pulse of
the "mood" of the organization permanently. This can be done
online. Surveys are carried out that provide sensitive information with
which dashboards and heat maps (depending on the mood) are prepared in real
time. This allows to know and understand what is happening; And in
the event of something not working well, adjustments can be made quickly.
·
Culture of recognition: it is very important to recognize a job
well done; favors engagement and a good work environment. There are
applications that allow you to see the opinions of third parties, as well as
constructive criticisms (which are private). And this can be applied to
Performance Management, in order to evaluate people not only according to the
opinion of their manager, but also their colleagues and even leaders and people
from other sectors.
·
Continuous feedback: to
understand what is happening in the organization and improve
engagement. Promote 360 conversations and permanently monitor what is
happening to make any adjustments on time, with agility.
·
Wellness and flexible benefits: we are in a global culture of
“employee wellness”. The company must ensure the health and well-being of
its employees; determine how. There are already devices (watches,
necklaces, bracelets and even clothing) that measure the heartbeat, if someone
has a tachycardia or suddenly becomes fatigued, their temperature, etc. This
is closely related to IoT (Internet of Things).
Of course, the limit is respect for
the privacy of the other, but the technology already exists. And as for
flexible benefits, you have to know the collaborator's family environment,
their tastes, what they do in their free time, if they have hobbies to be able
to adjust those benefits to each one; for example, if you deserve an
award, would you prefer something individual or that you can enjoy with your
partner or children?
·
Information understanding: we are in the era of Big Data. We
have access to a lot of information, but this is no longer a
differential. The differential is its interpretation to make correct
decisions. A company has infinite data. The ideal is to have
everything in a single platform and with analytics to reach conclusions that
serve the business. Analytics can give an overview of the here and now, as
well as what happened, but the interesting thing is that they also analyze
trends and you can infer what will happen in the future. This allows that,
before any risk, the effects can be neutralized.
On the other hand,
the degree of influence of certain people within the company can be
measured. AI facilitates analysis and contributes to making better
decisions to determine what courses to take, what to improve, what skills to
add to a collaborator.
A new era for HR has
begun. We are going through a historic change. We must be prepared
and have the tools that will lead us to business success in a new world.
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