24 Jul Agile HR and Workforce Strategies to Kill the Talent Gap
With all the rage surrounding enterprise software solutions driving productivity and efficiencies, organizations tend to overlook the unprecedented implications resulting from HR models implementing talent acquisition, retention and work processes. The HR is no longer limited to controlling talent standards and driving HR campaign execution. Today’s HR strategy must aim for the very goals that enterprise software vendors promise to their business customer-base: innovation, performance, innovation and adaptability.
The business landscape has changed dramatically in recent years. Organizations irrespective of size and industry verticals operate on a global scale – or at least target a global market by selling products and services across the cyber world. Emergence of cloud technologies, big data and mobility has closed the gap for consumers to reach for high-value services previously offered by small and size business (SMB) organizations to a market limited by geographic boundaries. Maximizing the technology potential in competing with their larger counterparts requires SMBs to address the skills imbalance, hire and retain the right talent and enhance the capabilities of the existing workforce to operate with the desired standards of continuous improvement. Agility in HR is key to deliver on these goals.
A typical HR strategy starts with a focus on hiring the right talent. The definition of this righteousness is unnecessarily centered around past academic standards, experience and the apparent skill set. This approach inherently creates additional barriers between siloed organizational departmental that need candidates with the entrepreneurial spirit to drive change, think out of the box and force the organization to transform in the right direction. The HR should focus on hiring individuals capable of identifying and exploiting this direction that leads to new streams of innovation, efficiencies and progress as a means to yield better business performance.
The next logical step is to incentivize and retain the ever-curious, entrepreneurial workforce. Individuals with these characteristics seek advantages beyond financial gains. Learning and career growth should be a part of an agile HR strategy that supports evidence-based tactical decisions based on a steep and continuous learning curve. The feedback loop must involve continuous customer insight for the workforce and key decision makers to fine-tune and adapt operational processes. Resilience, innovation, collaboration and learning result from agile HR strategies when leaders are trained to act as coaches and experts instead of managers. The organizational HR structure should focus on small teams of versatile and diverse members given the creative liberty and acceptable financial freedom to set their own targets that meet or exceed organizational goals. Peer-to-peer rewards and recognitions, missions and values aligned with organizational goals, collaborative information and project management, and enhanced customer interactions ensure the workforce is always prepared and appreciative of the necessary changes in the way they work.
These characteristics form the foundation of agile HR and workforce strategies intended to deliver superior results and competitive differentiation based on rapidly variable and unpredictable business circumstances. Today’s HR needs to redefine its mission, processes and strategies to inject agility into the core of the organization with every step of talent acquisition and retention.