PERSONAL DEVELOPMENT
HR change agents
Paul Burrin, vice president, Sage People, discusses howHR can lead employee empowerment in the changingwork sphere
I t is recognised that the future workforce, across all regions and all industries, will look significantly different to the one of today. New forms of automation driven by advances in artificial intelligence (AI) and machine learning, as well as a highly diverse workforce, are bringing new employee expectations as part of different ways of working. Modern workstyles such as the growth of the contingent workforce and gig economy are also becoming increasingly popular. Yet, productivity and engagement remain stubbornly low. As said by Charles Darwin, “It is not the strongest, nor the most intelligent of the species that survives. It is the one that is the most adaptable to change.” Putting this into context of people management, it will be the companies that not only embrace change but empower their people to thrive as part of it, that come out on top. One change that cannot be ignored is the need for the adoption of digital skills in an increasingly digitalised world. A recent survey by Sage – We Power the Nation (http:// bit.ly/34BOgJh) – identified that 75% of businesses around the world are planning to invest in digital skills, showcasing that digital resources and training are high on the agenda of senior stakeholders.
Riding the tech wave The rise of new technologies and changing expectations of the workplace are core contributors to the required transformation. Increasing demands for flexible and remote work, advanced automation and people analytics have all become important topics of conversation, and action, amongst HR (People) professionals. As a result, these teams need the flexibility to support both traditional and new ways of working. Older, transactional HCM (human capital management) solutions may no longer be adequate, creating a need for new employee-centric applications. These opportunities for HR (and People) teams to get ahead are significant. Companies should be prepared to seize the opportunity and adapt as the shift to employee-centric organisations continues. Overall, HR (People) leaders have a responsiblility to become change agents in their organisations. Sage’s research suggests that organisations require a clear purpose and vision, should understand and adopt technology to support new ways of working, and be forward looking in addressing future skills gaps. What a great opportunity for HR (People) teams to lead from the front, be the face of change in their organisations and empower their people. n
Additionally, a dedicated people study by Sage – The changing face of HR (http:// bit.ly/2Me3a2e) – revealed that 82% of human resources (HR) leaders anticipate their role will be unrecognisable in ten years’ time, attributing the main source of change to the transition from HR to ‘People’, where organisations are much more agile and employee focused. This is thanks, in large part, to the ever-changing world of work and the associated digital skills shortage, requiring businesses and HR teams to rethink how they attract, manage, engage and retain talent. ...digital skills shortage, requiring businesses and HR teams to rethink how they attract, manage, engage and retain talent For companies that want to get ahead and win the war for top talent, there is a recognised need to place more emphasis on creating personalised candidate and employee experiences, and empowering employees through a more people-focused approach.
| Professional in Payroll, Pensions and Reward | February 2020 | Issue 57 14
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