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Unprecedented Flexibility Is Needed for Business to Meet the New Reality

在家工作是在大流行期间工作的更安全的方式,但工作场所灵活性实践是如何以及工作所做的较大演变的一部分。目前,遥控作品在很大程度上是对Covid-19的反应,而是考虑到员工偏好和长期可持续性的商业领袖审查和调整方法的时候。

BRINK News asked Kate Bravery, global advisory solutions and insights leader for Mercer, for her perspective on the future of work — which, in some ways, has arrived earlier than expected. This is part one of a two-part interview.

边缘:What is required of an agile workforce today, and what should organizations do to equip themselves to be agile in the future?

BRAVERY: Agility is primarily a mindset. Before the pandemic, executives thought just45% of their workforce could adaptto the future of work. The crisis has proved the opposite. The question is no longer about which employees can adapt, but how the organization can be agile — and be agile in non-crisis times.

Whenexecutives talk about agility, they mean two things: a flexible talent model and a diverse workforce with versatile skills. A narrow focus on work-from-home policies as the primary tenet of flexible working does the organization and its people a disservice. To meet new realities, organizations must buildunprecedented flexibilityinto their business models, their people practices and their talent ecosystems through skills-based talent practices, amongst other strategies, skills-based talent practices and a broader view of how work gets done and by whom. For example, during the pandemicU.S. telecommunications company Verizonredirected nearly 20,000 affected store-based employees into other roles, such as in telesales or online customer service.

基于技能的人才实践趋势的关键驱动因素正在进行内部人才市场;其他人开始看待技能。灵活,能够采取快速和漏斗的才能到业务的关键领域将成为这个时代的成功标志。

Refining Long-Term Flexible Work

边缘:What impact will the shift from a “remote work experiment” to a more integrated remote working policy have on how we work?

勇敢:我们都开始看看从家里工作的收费 - Mercer 2021的初步结果Global Talent Trendsstudy reveal that HR leaders cite “too many distracting priorities” and “employee exhaustion” as their organization’s biggest challenges in the next 12 months. Therefore, it’s no surprise that many have concerns around burnout, financial well-being and mental health as we face second- and third-wave lockdowns.

许多公司正在寻求超越危机后的生产力下降。他们开始定义正确的政策和文化,这些政策和文化将保留一些与遥控工作相关的收益,同时减轻风险。这很艰难,尽管目前遥控工作的成功,但保留了灵活工作的好处,需要解决当前环境中的裂缝。188bet滚球投注

New hires may struggle with learning a new culture and building internal relationships if disconnected from an office. Early-career professionals are often most likely to want to come back to the office, but part of what they are missing is the absorptive learning that happens working alongside more seasoned employees

PANDEMAXE,30家公司中的一员有一半或两个以上的员工遥控器。今天,三家公司中的一家预计他们的一半或更多员工远程科迪德。

What’s getting lost in the conversation is how tocreate flexibility for all employees long term。All jobs can flex in some way — the challenge is identifying how certain jobs can flex productively for the business and for the individual and then building the culture that supports blended models. This can be done by assessing what flexibility is possible in terms of five lenses: what, where, how, when and who, assessing for personal preferences and then for sustainability, and analyzing return on investment against business priorities.

三维员工

During this pandemic, company leaders and colleagues have realized that whole people have whole lives. The bold statements at the start of the pandemic regarding “we will stay 100% remote” or “we are a community-based business” just haven’t borne out; what is desirable by individuals has to be factored into any redesign of work, work models and workspaces.

公司需要挑战自己为什么灵活的工作对他们的业务很重要:是生产力吗?它是可持续性吗?是关于多样性和分布式工作模型的吗?如果没有这种洞察力,短期变化将不会推动有效的重新感应。

随着我们在“永久性灵活性”方面成熟,人才的成本或我们在未来可能从未来来源的人才来说正在焦点。对技能组的可见性,工作偏好和愿望变得更加关键,而是用于管理工作流程和想象的数字协作工具成为中心问题。从来没有对真正倾听并了解你的人。

Who Is Responsible for Reskilling?

边缘:重新签署雇主或员工的责任吗?

BRAVERY: The short answer? Both.

For employees, reskilling is a question of future employability. The majority of员工(78%)渴望重新夺回甚至在冠心病袭来之前。188bet投注网站然而,五个在Y和Gen X员工中的一个人说他们不知道该学到什么。雇主可以通过沟通业务需求和赋予他们学习的东西来支持员工的未来积极管家。尽管裁员和不确定的期货现实,但一家航空公司已经做到了这一点,并且已经在参与结果中得到了偿还。

The rub is that talent practices need to accommodate the shift in how people are reskilling. Most hiring algorithms sift for traditional qualifications from traditional institutions. This is a worry, given that enhanced investment inonline learning is a primary lever companies are pulling in 2020。Without recognition of online qualifications, any effort will fall short and require a review of sifting, hiring and promotion criteria. Without the ability to flow talent to demand, switch lanes or be viable candidates for new roles, organizations cannot deliver the workforce mobility needed to keep pace with the 65,000jobs that are changing由于AI和Automation,也没有85,000件新的就业机会。

对雇主来说,reskilling deliverin通常是g on business transformation goals and being a responsible employer. The COVID-19-induced economic crisis has put the era of apathy around reskilling to bed. Companies looking ahead are in reflection mode: What does the crisis reveal about their “must-have” work for future success? Who is best positioned to do this work? What is the cost to buy versus build versus loan these skills? Where are gaps in our skills portfolio today relative to what we need for tomorrow? Planning in this way connects future strategy to people-capability to reskilling initiatives. It is this connected thinking that will drive askills edgein 2021.

Responsible employers are thinking empathetically about the individual and their own market value as the world shifts and job opportunities change. If an individual’s skills don’t match the organization’s future requirements, the organization can still make a difference to the employee by focusing on outplacement services or by being part of a talent consortium. The preparedness to share talent and expose employees to learning outside their department — sometimes with customers, suppliers and even competitors — is something that could help build the dynamic workforce of the future. This is part of the new flexibility frontier many are just starting to explore.

凯特勇敢

Global Advisory Solutions & Insights Leader at Mercer

凯特勇敢is a Global Advisory Solutions & Insights Leader for Mercer. She has more than 20 years of experience in human capital consulting and helping organizations achieve a talent advantage through people. Bravery has expertise in people strategy, talent management, assessment/leadership development and HR process design.

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