After discussing the world of HR consulting with Sarah Hamilton-Gill on her podcast, Leap Into HR Consulting, we moved onto looking at the four fundamental shifts that I predict we will be seeing in the near future that HR professionals need to be preparing themselves for.
We discussed the looming edge of the Workforce Cliff, the importance that employers need to be applying to the relationship between humans and technology, and the redefinition of Place and Time in the workplace. The final shift I believe businesses and HR professionals need to be preparing for is the end of jobs altogether.
The ‘job’ – defined as a set of responsibilities assigned to an individual employee – has been the fundamental building block of organizations for millennia. As the requirements of businesses have changed over the years, employers have tweaked and amended the job descriptions of their employees to adapt to these changes.
However, we have seen that the pace of this organizational change has been rapidly accelerated by the influx of new technologies paired with the evaporation of the boundaries of time and geography. Now, employers are beginning to recognize that a more flexible and responsive methodology is needed in order to keep up with this new pace of change, and so I believe we are going to see companies increasingly adopting a skills-based approach to managing work and workers. Deloitte’s 2023 Global Human Capital Trends report supports this notion, as it was discovered that 93% employers believe that moving away from the job construct is important or very important to their organization’s success.
And yet, the research also identified a readiness gap, as only 20% of these employers felt they were very ready to address the movement away from the ‘job’.
This is where HR will play a vital role, as they will be the key to bridging this gap and educating organizations around this new approach to work. And a large part of this will be challenging legacy mindsets and traditional practices that are holding employers back from skills-based work – which Deloitte reported was the main obstacle for 46% of companies.
HR will therefore have to pioneer a shift in the traditional mindset of allocating work to individuals in defined jobs to one where the work is deconstructed and assigned by:
Rather than viewing workers as ‘job holders’ performing predefined tasks, it is important to recognize them as individuals with unique skill sets. This will enable employers to match each worker with tasks that align with their specific skills. This work can be performed by a single person, a team, or a group of rotating resources, each contributing their appropriate skills while improving their current ones and developing new ones. This approach will enable workers to maximize their potential and contribute to their personal growth. It will also create a more equitable and human-centric work experience.
David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.
Buzzword lovers, rejoice. There’s a new phrase circulating the corporate social media sphere: grumpy staying.
If you are yet to come across it, ‘grumpy staying’ refers to an employee who remains in their current role while being openly frustrated, less productive, and visibly agitated with their working environment – but avoids doing anything to improve their situation or attitude. With the cost-of-living crisis still continuing, many workers do not feel at liberty to just up and leave their job, hence leading to a rise in this trend.
At first glance, this would sound like the diagnosis of a ‘bad apple’ employee. But if we dig a little deeper, it is highly likely that an employee isn’t just frustrated for no reason – even if they are reluctant to (or don’t know how to) communicate this.
What might be more productive for employers to do is view ‘grumpy staying’ as a symptom of a larger issue – by diagnosing it at its root, they will be able to remedy it and ensure that other employers do not spiral into these same feelings of frustration. So, what are some possible causes of ‘grumpy staying’?
Of course, there are instances where someone is frustrated because they feel unfulfilled at work, and this can be tricker to approach as an employer. However, one strategy we have found for this is the idea of creating ‘squiggle room’ – that is, offering job crafting opportunities where suitable to foster innovation and allow an employee to bring some of their personal passions into their working life. This can be a great way of boosting morale and warding off the ‘grumpy staying’ attitude.
If you would like to discuss how we can help your company find the source of this ‘grumpy staying’ and prevent it from affecting productivity, please get in touch with us.
Recognised globally as the ‘Father of Modern HR’, Dave Ulrich’s thought-leadership has shaped our profession for decades. His most recent book, Reinventing the Organization – written with Arthur Yeung – maps out how employers can reinvent their organizations to flourish in fast-paced and fast-changing markets.
At OrgShakers we think this book should be on every HR practitioner’s bookshelf. However, being published just weeks before the COVID-19 pandemic, it is possible that some may have missed it during the challenging months that followed. That’s why, for International Read a Book Day, we wanted to shine the spotlight back on Ulrich and Yeung’s ideas at a time when they have become more relevant than ever.
In brief, Reinventing the Organization explores a six-step framework for leaders to transform their business into a Market-Oriented Ecosystem (MOE) – a fluid, fast-moving organization unified around a compelling, market-oriented purpose.
In order to start reinventing an organization into an MOE, there are six dimensions that need to be considered:
Ulrich and Yeung take a deep dive into this framework throughout the book and share how organizations across the world are reinventing their workplaces to become Market-Oriented Ecosystems that are able to not only survive in an ever-changing environment – but thrive in it.
If you would like to discuss how we can help support you in structural transformations and organization dynamics, please get in touch with us!
July is Global Enterprise Agility Month. July is also – more importantly – the month that the Barbie movie comes out in cinemas around the world.
Now, these two things may not seem like they have a lot in common, but walk with me a minute. Before Barbie was brought to life by Margot Robbie, she was one of the most popular toys on the market, spanning all the way back to 1959 when the first doll was launched by Mattel. Since then, she has become the embodiment of agility – in 1961, Barbie was an air stewardess, a ballerina, and a nurse. Since then, she has had over 200 different careers in her lifetime.
But Barbie’s impressive CV doesn’t just highlight the need to be able to adapt to change, but rather to push even further and become proactive instead of reactive. Barbie became an astronaut years before man had even walked on the moon, she became a CEO in the 1980s and President in the 1990s – the first female President the United States has seen thus far. She isn’t just a symbol of agility, she is a symbol of dreaming bigger, and this ethos is one that all employers need to consider adopting.
However, building your company into a Dreamhouse doesn’t just happen overnight. Simply wishing to become agile is not enough, and if businesses want to embody Barbie, they need to be approaching agility from three different angles:
There is no set way to become an agile company, but even this is a lot like Barbie herself. There is no set way for what she does, who she is, or how she looks – it’s all about the context she finds herself in.
If you would like to discuss strategies to help make your company more adaptable and agile to future trends, please get in touch with us!