The Future Of Work Is Unknown, But Talent Care Will Be Always Key
People often get nostalgic for the “good old days,” that nebulous era when life seemed easier or, at least, more straightforward. Business leadership expert Simon Sinek described it as a time when people got their purpose from church and a sense of community from a bowling league or gathering with their neighbors. And when it came to work, it was believed that if a person was loyal to their employer, then their employer was loyal to them.
Few of these ideas hold today, yet many organizations continue to base workforce strategies on them. Take the hotly contested return-to-office debate. Employers are keen to maximize existing real estate investments, take advantage of available tax credits and monitor business performance. But Gallup research indicates that some 80% of remote-capable employees expect the option to work hybrid or fully remote. More than that, 90% prefer this type of flexibility, making it a serious factor in both talent recruitment and retention.
What working conditions will look like in the next decade is anyone’s guess. Gallup’s research found that, in 2019, 60% of remote-capable employees worked fully on-site, while only 8% were exclusively remote. It’s incredible to see how much has changed in only five years.
But if one thing persists throughout all forms of change, it’s the human spirit. By focusing on the uniquely human traits that employees bring, HR leaders and their organizations can better ensure everyone flourishes, no matter what.
Reimagine what it means to be productive.
Going back to Sinek for a moment, it’s important to note that being an adult is tough in today’s world. The networks and support that previous generations had access to no longer exist, and despite technological advancements, we’re doing more than ever before. Traditional productivity metrics like time spent working or revenue generated per employee have become irrelevant. But few organizations seem to realize this. As such, it’s time to look at new ways of understanding productivity.
Insights from Deloitte’s 2024 Global Human Capital Trends report suggest that organizations should consider a productivity Venn diagram that considers both business and human outcomes. This is because today’s organizations must compete in both their specific industry and the industry of talent management. As such, “Leaders should leverage the connection between human and business outcomes to increase the likelihood of success in both of these industries.”
By seeing talent management as a business imperative in the same way that profit margins are, productivity becomes about more than just baseline employee output. It becomes about shared value, which helps elevate employees as integral to the organization and shift outdated mindsets.
Promote context, reasoning and other skills across functions.
As psychologist Stephen M. Kosslyn wrote for Harvard Business Review, “Our ability to manage and utilize emotion and to take into account the effects of context are key ingredients of critical thinking, creative problem solving, effective communication, adaptive learning, and good judgment.” He goes on to explain that these are skills employers search for because the value of context and reasoning cannot be understated. That said, not everyone has the same inherent abilities when it comes to these skills.
By assessing employees during the hiring phase or further along their career journey, it’s possible to gauge their unique competencies and create development opportunities. This enables organizations to understand existing talent and identify gaps, then work within these contexts to both address current problems and avoid potential ones. At the same time, employees benefit from training and skilling, which can help boost engagement and support them in envisioning their path forward.
While the “good old days” may be gone, there are good new days ahead. They simply require new ways of thinking to ensure successful outcomes for everyone involved.
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