FEBRUARY 20199a. HR should not only focus on finding people with the right skills, but also enhance efficiency & quality of talent acquisition by using tech-nology. Creating a diverse workforce at all levels will be a key enabler for success.b. Employee onboarding be-comes a key factor in employee retention and technology should be used to drive the initial em-ployee experience and make onboarding easier.c. Embracing emerging technol-ogies such as Artificial Intelligence, Big Data, Cloud, and RPA, not only will transform business models, but will also allow talent to move-up the value chain, to drive customer value.d. Reskilling using technology has brought learning to our laptops with on-demand training programs and tools replacing traditional classroom learnings and creating a framework for people to share their expertise. Promotions no lon-ger follow the stair-step approach. Hence, organizations should strive to create a career architecture and career paths for employees to move laterally. 3. Right Culture: The right talent needs the right culture, atmosphere and policies to deliver to their full potential. a. Millennial talent pool has its own needs, demands and outlook on life. There is greater need for per-sonalization of benefits or a better work life balance in lieu of a salary hike. Today, companies are looking at focusing on well-being initia-tives to manage stress and mental health issues.b. A culture of giving is gaining prominence amongst the workforce. Regular asks is `what is the company doing to help society' or `how inclu-sive is the company'. Corporate re-sponsibility is becoming an import-ant indicator. Surveys have clearly shown that employee retention rates are more in organizations with community service opportunities.4. Right Feed forward: Da-ta-driven talent management and analytics-driven development plan-ning play key roles in providing the right feed forward to the employees. Capturing the inputs & insights from employees is essential in a dynamic work environment which requires dynamic decision making. Gone are the days when employee feedback was an annual ritual. We now need to take more real-time feedback from various quarters to understand the pulse of the organization. Health Indicator surveys are becoming in-creasingly important tools, allow-ing leadership to listen to the voice of the employee to enable agile decision-making. Data is the new oil. The preva-lence of data-driven decisions re-quires companies to have consis-tent and transparent frameworks to assuage the privacy concerns of employees. Transparent & consis-tent communications between em-ployees & leaders and HR are criti-cal. Understanding the potential of these changes and what each might mean for them allows for forward planning, and leads to success.While, HR as a function is help-ing organizations scale-up, the core role of the HR function is the people relationship; nothing can replace a personal conversation over a cup of coffee. We need to find the right balance between data and people ­ after all people are the true as-sets of any organization. Having the right touch points, providing ongo-ing opportunities for conversation, listening to what the workforce is saying, challenging them with work, innovative culture, holistic view of their work impact on the custom-er, helping them to understand the company direction and the value of the work they do and making the work environment creative and fun will always help the organization and employees flourish. People stay when there is a right culture, right management and right directions! Shreeram Varahan
< Page 8 | Page 10 >