John Sculley, former CEO at Pepsi and Apple
Defining and effectively communicating the vision, mission, purpose and values of an organisation has the potential to transform metrics across the talent lifecycle and positions HR leaders at the heart of a business. Our guide provides a step-by-step approach to cementing your employer brand and employee value proposition.
The implementation of HR software has greatly expanded the data available to teams, giving access to a suite of workforce analytics that can inform decisions around employee engagement, satisfaction, performance and productivity. This data is helping predict future requirements, optimise revenue and reduce costs across the organisation, and there is still room to improve. Talent Intelligence offers the opportunity to go beyond internal workforce insights and towards a holistic approach, incorporating industry-level trends and data, and research into competitor organisations.
Talk to us about Talent Intelligence
Supporting employees to perform at their best is key to an engaged, productive workforce. In recent years, this has resulted in a focus on mental health and providing associated benefits such as counselling services and mindfulness training. More recently, the increasing awareness of neurodiverse conditions and how those with different needs can be best supported offers a new dimension. HR teams continue to face the challenge of providing their people with a combination of resources and benefits that support their personal journey whilst avoiding being seen as overly intrusive in employee's personal lives.
Skills-based hiring offers an increasingly popular approach to recruitment, prioritising skills profiles over a reliance on institutions and certifications during the hiring process. The change in approach means there is likely to be a gap in internal skills mapping, with existing employees undergoing a different recruitment process. This provides HR leaders with an opportunity to develop an internal talent skills map, giving greater transparency of the available skillset, allowing leaders to map employee skills to projects, plan talent paths and provide employees with opportunities for growth.
While there are many scare stories about how AI will impact the workforce, many see it as a way to add value and scale efficiently rather than scaling back existing teams. New technology has the potential to quickly analyse data, reduce bias in recruitment, automate repetitive processes, and facilitate digital training and onboarding programmes that may otherwise require travel and in-person resource. While much of this technology already exists, the future is in moving from implementation to integrated systems that remove friction, accelerate productivity and improve the employee experience - of both the end user and those in control of these systems.
The fast pace of change puts organisations at risk of leaving less tech-savvy employees behind, as well as overlooking those with the capacity to do more. Upskilling existing employees to embrace new technology helps organisations reap the benefits of new software and can open new career pathways. More broadly, a programme to nurture internal talent improves engagement and furthers retention, resulting in a more committed and productive workforce.
The acceleration of remote and hybrid working has changed the way we work and the way we are managed and manage others in turn. The need for rapid change during the pandemic led to many people managers adapting in real time out of necessity. Now, with many organisations adapting to permanent hybrid and remote working policies, HR is well placed to ensure that there are tools and processes in place to support effective line management for a dispersed workforce, alongside encouraging best practices, facilitating better collaboration and coaching leaders to embrace tough conversations.
Download our guide to understanding Talent Intelligence. Fill in the form to get your copy.
© Talent Insight Group 2024
