Future-proofing the people strategy One way to help future-proof people strategy in business schools is to create a more flexible resignation process. When an employee gives notice, they should be able to do so in a manner that leaves the door open for their return. This might mean creating a formal system where employees can take a sabbatical – or they leave but are given the option of returning in the future. Another way to retain talent is to focus on lifelong learning. Employees should be given opportunities to learn new skills and update their knowledge throughout their career. This could involve training programmes, online courses and attending conferences and networking events. The final solution is put an emphasis on diversity and inclusion. By hiring a diverse workforce, businesses can better prepare themselves for changes in the market. Diversity of thought also leads to new ideas and greater creativity, which are essential for success in the modern world. Business schools and lifelong learning Many business schools provide lifelong learning to their own staff to help them stay current in their field. These courses help people to improve their skills and knowledge. In addition, mentoring and shadowing programmes are beneficial for staff development. They promote networking, communication and leadership skills. They also offer an opportunity to learn about other areas of the business. Business schools should create these programmes to help their staff grow professionally. Action learning sets [groups of people within a workplace who meet with the specific intention of solving workplace problems] are another great way to develop employees’ skills. They provide an opportunity for employees to apply what they have learned in a practical setting. Action learning sets also allow employees to learn from one another. Finally, the Great Resignation has called into question the leadership mindsets in business schools. While some may say that this is a sign of the times, and that new leaders will emerge from the current situation, others believe that this is a chance for schools to reassess their leadership programmes. Some schools are already thriving, but others may need to re-evaluate their curricula in order to better prepare potential future leaders. It will be interesting to see how business schools respond to the challenges of this decade, as well as how they deal with the important task of producing the next generation of humane leaders, leading humane organisations as a driving force for future prosperity.
VLATKA ARIAANA HLUPIC
is Professor of Leadership and Management at Hult International Business School (Ashridge) and the founder and CEO of Management Shift Solutions Limited
DINA DOMMETT is Dean of Faculty and
Executive Education at Hult International Business School (Ashridge)
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