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The Future of Work and HR’s Identity Change

Source | deloitte : By Brett Walsh

Many HR executives feel unprepared to keep up with the evolving talent issues around them. Over the past five years, Deloitte has tracked what we term the “HR scorecard,” which measures how well HR executives believe their teams can address the talent issues around them. This year, HR is struggling. Last year, 39 percent of surveyed HR teams felt their capabilities were good or excellent, but this year that proportion has dropped to 36 percent.

Why the slip backwards? HR is in the middle of a significant identity change. Not only do HR organizations need to structure themselves for service delivery efficiency and excellence in talent programs, they must now also focus on the employee experience, employee productivity, and the entire realm of work, job, and structural design.

This is a particularly broad mandate when you consider how quickly the world of work is changing. Research shows that employees are more “overwhelmed” than ever at work, coping with mobile devices, social media, and information overload, to name a few distractions. Pair that with the steady introduction of new technologies, geographically far-flung workforces, and evolving work expectations, and the employee experience can be anything but positive. And this experience can be having some very negative outcomes: despite all the technological advances over the past decade, growth in busi¬ness productivity stands at its lowest rate since the early 1970s.

It’s not that executives think employee experience doesn’t matter. According to the 2017 Deloitte Global Human Capital Trends report, 79 percent of executives rated employee experience as very important. The problem is that 59 percent of survey respondents reported they were not really ready to do something about it.

Why is this? It may be because today’s companies are judging employee experience by yesterday’s rules.

  • Many companies still use annual engagement surveys and have no way of gathering feedback from employees on a continuous basis.
  • The customer experience is often treated as more important than employee experience.
  • HR departments are still siloed and find it difficult to obtain the resources needed to address an integrated set of priorities.
  • Culture is a slogan on a website, but not measured or defined through behavior.

Read On….

 

 

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