英文：The Future of Work - An Employee Perspective
Priya Bagga??Vice President Marketing at TrustSphere
Have you met your New Employee?
Welcome to the Age of the Employee! Empowered, educated and entitled today’s employee is redefining the workforce, the workplace and work itself. And his employer is struggling to connect with him/her!
Deloitte’s?analysis of the shifting workforce demographics suggests that workforce today spanning over 4-5 generations is getting more diverse than ever. And this diverse workforce thriving on social collaboration augmented by technology is redefining the world-of-work.
The 2018 Global Human Capital Trends report?“The Rise of the Social Enterprise" by Deloitte reveals that the power of the individual is growing.?Today employees are with a company because they want to be. They are starting to drive the decisions and conversations around?how work gets done, when it gets done, who it gets done with, what technologies are being used to get it done and so on.?
To navigate the impending Future-of-Work, understanding the new workforce then becomes a crucial starting point.?In such an environment, creating a “human experience” in the workplace?is the need of the hour. And for this, employers must understand an employee’s perspective and embrace their employees’ “whole selves.” In particular,?what career aspirations do their employees have? What motivates their employees to give their best? How can they make work more fulfilling, meaningful and involving for their employees??
In this blog, I am exploring the 12 factors that are driving this New employee’s priorities, perspectives and expectations. Organizations and their leaders need to understand these changing needs to meet the aspiration of their employee from the Future-of-Work.
Introducing Your Employee from the Future-of-Work
1.Aspiration:?Careers today are non-linear, more dynamic and less predictable than ever before. As a result of disruption, automation and advancement in technology, the current work environment is demanding new and adaptive skill-sets of workers. This constant shift in the skills landscape is pushing employees to take their aspirations center-stage and manage their career progression. To fulfill their career aspiration, employees are insisting on:
Growth Opportunity:?It is no longer about sustaining their job in their existing company. Employees want their organization to provide them with a clear and defined “path of growth” which they agree to and over which they have visibility and control. They can then work towards achieving these mutually agreed goals. Employees are actively seeking challenging projects, new roles, unique experiences that offer an opportunity to learn and grow both personally (soft skills, thought process) and professionally (capability, knowledge).
Learning & Development:?Education and knowledge are starting to play a significant role in today’s work life. Employees understand that their “Learning agility” will augment their performance and accelerate their career. This is driving a lot of interest in self-directed education to connect “learning” and “work.” To add a diverse perspective that enables them to contribute to work in multiple ways, these avid learners are ready to pursue various knowledge streams.
Building New skill-sets:?To continue in their career path, employees realize that they need to reinvent themselves consistently. As employees need to build new skill-sets continuously, they are actively looking to push their boundaries of comfort for hands-on experience to develop supplementary skill-sets by working in different departments, different geography or function or play challenging roles in multiple teams.?(manage a small team, learn new software, manage projects of varying complexity, work with different functions like sales, finance or marketing).
2. Peformance:?Organizations are getting redefined as institutions with citizenship and purpose and employees want to be treated as citizens who are stakeholders or partners valued for their view and contribution in collectively shaping the organization. With their unique identity, employees are looking at aligning their contribution to corporate performance.
Purpose:?With people spending as much as 60-70% of their time at work, it is important for them to establish the relevance and the purpose of their work. This purpose makes work more fulfilling for them and their contribution more meaningful as the impact of their work and their contribution gets tied to the mission of the organization. This shared sense of purpose drives individuals to serve something larger than themselves and motivates them to adapt and contribute to their organization.
Impact:?In an era where lifetime employment is no longer a given, individuals are continuously looking at the tangible and intangible impact of their contribution to their team, department, function and organization as a whole. What they do, matters to others and how it impacts the organization’s goals gives meaning to their effort.
Value Add:?As organizations shift to a networked team-based structure, employees are aspiring to contribute and add value not only to their role but also to their team and a broader network of colleagues. This makes them go the extra mile and offer their unique talent and skill or knowledge to innovate business, workflows, ways of working, etc.
3. Engagement:?Employee engagement correlates to how they view their contribution to colleagues and team-mates, how inclusive they feel to express themselves freely and have access to information and knowledge to enable them to do their job better. These are important to help employees feel empowered and valued at the workplace.
Belonging:?Employees seek a sense of belonging to the organization and its culture. They also want to understand the company’s value, purpose, societal responsibility and believe and support that mission.
Respect & Inclusion:?Employees want to feel like a citizen who is secure, supported, accepted and included. They want to be included and respected for their uniqueness and diversity of thinking. A culture of respect and inclusion helps individuals feel they ‘fit in’ and makes them contribute freely offering the enterprise to gain from this cognitive diversity.
Collaboration & Relationships:?Humans are social creatures who thrive on connecting with people and building their Social Capital. With organizations getting flat, employees are gaining from working in team-based structures. This allows them to communicate their point of view, exchange ideas and share information transparently to problem solve and accomplish common goals. The employee’s contribution to their team and the relationships they build with their working groups are critical for their job satisfaction.
4. Recognition:?Leveraging their power as individuals, employees are asking for more personalized, agile and holistic recognition and rewards. This holistic recognition has expanded beyond pay-checks as it ties back to each’s “whole” contribution and its impact on business.
Reward:?Pay-check is essential! However, it is just the tip of the iceberg. Armed with greater access to salary data from specialized portals, employees expect transparency and flexibility around rewards. As employees understand it is their right to a fair and equal pay depending on their job role, skills, experience and designation, this fair pay also helps them recognize the respect for their contribution by their organization.
Well-being:?In the relentless pace of 24/7 business, it is hard to disconnect from jobs. However, employees are getting more and more conscious of the impact of those lengthy and stressful work hours not only on their social and emotional well-being but also on their productivity. Employees want to live and work healthily and sustainably. They expect to be understood for their personal priorities and unique work-life needs (young family, priority on fitness, the flexibility of working hours etc.)
Psychological Safety:?Employees want a sense of safety and security to feel well represented at work. It is crucial for employees to feel like they can be their authentic selves without the fear of different treatment. They want to be valued for their views and opinions and their diverse background shaping their point-of-view would offer the cognitive diversity for the benefit of their organization.
So what kind of leadership will support, mentor, coach and lead this workforce to achieve their fullest potential?
A specialist in category marketing,?Priya Bagga?is?passionate about mapping disruptive technologies with business opportunities. Having worked with leading B2B technology players for more than 18 years,?Priya brings deep experience in driving brand strategy for “market innovator” positioning.?A strong advocate of Diversity & Inclusion, she is actively supporting “Returnship” initiatives and personally mentors and develops candidates to help organisations gain from diverse perspectives.?Priya was presented the?Women Leadership Awards 2018?by CMO?Asia?in an initiative to support exceptional women leaders?as a build-up to the World Women Leadership Congress and World HRD Congress.
The rise of the social enterprise?2018 Deloitte Global Human Capital Trends
Becoming Irresistible Part 3: A Positive Work Environment
Future of Work
Future of Work
（I recently met an aspirant extraterrestrial. A young theoretical physicist who’s been selected to blaze a trail to Mars as part of a team who will create the first human colony on the red planet. Besides obvious risks associated with space travel, such as crashing or running out of oxygen, they realise there will be many more complex and life-threating risks which they simply can’t foresee. There is also the small issue of one-way only tickets.）
這位勇敢的女士并不擔心，她將她即將到來的航程比作歐洲殖民美洲。很多人離開他們的家幾乎不知道他們將面臨的挑戰，他們如何克服障礙，或者他們是否真的能夠生存 - 許多人沒有。但他們希望過上更好的生活。
人力資源部門自己的火星任務剛剛爆發。在算法和機器學習的支持下，快速轉向即時，個性化，復雜和預測性的分析是一個未知的危險之旅 - 我們可以看到一些風險，但我們對大多數嚴重的風險都沒有注意到。
人力資源必須在他們的火星之旅中找到合適的初始團隊 - 與錯誤的團隊一起到達將遠遠超過數據準確性。設計錯誤可能會對人員和業務決策優化產生長期影響。這是人力資源的單向旅程，但是弄錯了，可能會致命。
人力資源部門的社會科學傾向仍然是有效人員管理的一個重要因素，但這些資源不太可能適合人力資源數據科學家的主要角色 - 支持每項技能的基本原則是非常不同的。
作者：Rob Scott? ?全球領導者：IT戰略與創新。在過去的25年中，他在人力資源和人才管理，人力資源戰略以及人力資源環境中的技術利用等領域積累了豐富的專業知識和經驗。他在知識管理方面進行了研究和咨詢，具體參考了HR在創建有效的知識環境中所起的作用。
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