Trending topics in HRM Flashcards
Name current HR trends
- designing work for well-being
- beyond reskilling: unleashing workforce potential
- building superteams
- governing workforce strategies
- growing importance of human capital in organizational decision-making
Explain business research and why it is important
- research plays an important role in making businesses ready for 2021/22 and beyond from a HR perspective
- > in order to be ready for the future from a business perspective, large corporates are conducting all kinds of research activities in which HR developments play an important role
Explain designing work for well-being and how it can contribute to thriving businesses in the future
- building well-being into work takes an org. focus beyond interventions to support individual well-being to address well-being for the broader team and for the organization at large
- by doing so, organizations:
- can restructure work in ways that help workers not only feel their best but performat their best
- strengthen the tie between well-being and organizational outcomes and
- foster a greater sense of belonging overall
how it can contribute to thriving businesses in the future:
- making work safe
- keeping staff healthy
- moving staff into remote work arrangements
- implementing testing and contact tracing strategies for onsite working staff
- establishing new programmes for emergency medical leave/child care/ eldercare support/ physical and mental health/ financial health
Explain how to unleash workforce potential beyond reskilling
- renewing workers’ skills is a tactical necessity, but reskilling is not a sufficient path forward by itself
- > what is needed is a worker development approach that considers both the dynamic nature of jobs and the equally dynamic potential of people to reinvent themselves
- > to do this effectively, organizations should focus on building workers’ resilience for both the short and the long term
Explain how unleash workforce potential can contribute to thriving businesses in the future
- empowering staff with agency and choice over what they do and to take more initiative
- giving staff more freedom to choose how they can best help tackle critical business opportunities and problems as organizations and ecosystems evolve
- defining market places for personal development, training, project participation, networking, diversity and inclusion
Explain what superteams are and their role in organizational performance
- super teams are a combinations of people and technology leveraging their complementary capabilities to pursue outcomes at a speed and scalenot otherwise possible
- to rapidly reorient their goals and operations during and after the pandemic, organizations have turned to teams and teaming as the go-to unit for organizational performance
- super teams are most powerful when organizations bring human and technological capabilities together to re-architect work and deliver new value to all stakeholders -> they can achieve greater results together than either humans or machines could achieve on their own
Explain the importance of teams and teaming for organizations
- teams were supercharging organizations’ ability to get work done during turbulent and demanding conditions
- teaming became/has become a life raft for talent and organizational strategies during the pandemic because teams are built for adaptability rather than predictability and stability -> teams of motivated individuals will challenge each other to come up with better, more creative ideas
Explain what leaders need to consider to create an environment where super teams flourish-
- set challenging goals: focus on defining new aspirations and outcomes -> envisioning new ways to achieve those outcomes
- take a broader view of technology’s transformative potential to elevate the impact it can have on work -> use technology to design work in ways that allow humans to perform at their best
- make the creation of superteams a cross-organizational imperative, leveraging the best thinking from HR, IT, and the business
Explain governing workforce strategies
The need for organizations to better understand their workforce is under urgent pressure from unprecedented, once-in-a-lifetime health, economic, and social challenges -> the COVID-19 pandemic is raising/ has raised critical health issues around:
- employee well-being and safety
- remote work and alternate workforce arrangements
- also: the pandemic’s economic fallout is forcing employers to make tough decisions about staffing levels, worker and team redeployment, and worker retention
- a growing significant attention to companies’ diversity and inclusion(D&I) efforts and results
Which subtopics are needed with regard to capitalization on worker potential?
- job evolution
- future work readiness
- future leader readiness
- change ability and agility
Which subtopics are needed with regard to translate values into action?
- workforce social contract: how an organization treat its employees, contractors, and service providers of every type
- meaningful diversity: if workers from diverse communities are in a position to use/practice influence in the organization
- human capital brand: how the org. is portrayed externally
- Culture risksensing: signals that point to outliers in worker behaviors and norms
What is the priority in moving forward with regard to governing workforce strategies?
- the priority in moving forward is to ensure that organizations’ efforts
– around workforce strategies, data, and insights span the range of stakeholders
and
– that the lens is wide enough to include both short-and long-term measures of progress against economic and societal goals - > doing so will improve organizations’ ability to:
- meet evolving talent needs
- build flexibility and resilience, and
- drive new and better workforce management and results in a world of continuous disruption
Why has it become increasingly difficult for organizations to attract talented people in today’s world of work?
- in today’s world of work attracting talented people has become increasingly difficult for organizations due to changing psychological contracts
Which kind of judgement is commonly overestimated by organizational decision makers in today’s world of work?
- in today’s world of work organizational decision makers commonly overestimate the validity of intuitive judgement
