How Career Experience Will Help Shape the Future of Work

The concept of Career Experience  has recently evolved as a key element in shaping organisational culture, helping improve employee engagement and retention. I first looked into the concept of Career Experience when I interviewed Nick Holmes for the HR Means Business podcast. Nick was Global Head of Career Experience at Avalere Health – a leading global commercialisation partner for the biopharmaceutical, medical technology, and wellness sectors – and is now their VP of Employee Experience.

As part of my research and writing into the factors that drive engagement and retention I was becoming convinced that, despite the best efforts of the Talent Acquisition and Human Resources teams, there was a need for organisations to look more holistically at how they can support and enable their people to help them achieve their best results – thereby creating a culture which supported engagement and achievement, and helped drive business success.

From my conversation with Nick it was apparent that Career Experience is more than just another HR role; it embodies a more holistic approach to nurturing talent, shaping culture, and facilitating growth throughout an employee’s journey within an organisation. It encompasses everything from the initial onboarding process to ongoing development, performance management, and eventual progression or transition within the organisation.

There were 5 ways in which having ‘Career Experience’ specialists can achieve this:

The Purpose of Career Experience

At its core, Career Experience is about creating an environment where employees feel valued, supported, and empowered to thrive. By focusing on the human aspect of work, organisations can enhance employee engagement, retention, and productivity. Rather than merely fulfilling job roles, employees become active participants in their own career development, which helps drive both personal development and therefore organisational success.

Addressing Organisational Challenges

Career Experience can be seen as a strategic response to various organisational challenges, primarily talent engagement and retention, succession planning, and adapting to rapid organisational growth. Proactive shaping of the employee experience can help reduce turnover, better identify and nurture talent, and maintain the culture of continuous learning and improvement that our digital talent needs.

Integration with HR Operations

While Career Experience can operate within the broader HR framework, it really represents a specialist function that is dedicated to optimising the employee journey. Collaborating closely with other parts of the HR and Talent ecosystem, Career Experience professionals can ensure alignment with organisational goals and values, and help foster a cohesive and supportive work environment.

Promoting Employee Wellbeing

One of there central tenets of Career Experience is the prioritisation of employee wellbeing. Initiatives such as mental health first aid training, as well as financial, physical and emotional wellness programmes, and offering a range of flexible and hybrid work arrangements that help support our people, all contribute to creating a culture of care and support. By valuing employee health and work-life balance, organisations will be able to enhance overall employee satisfaction and improved performance.

The Future of Career Experience

Looking ahead, Career Experience should evolve into a hyper-personalised and technology-enabled ecosystem. As organisations are increasingly able to leverage data and emerging technologies, they can tailor their employee and worker experiences to meet individual needs, enhance connectivity, and promote overall wellness. Career Experience can continue to evolve and play a crucial role in shaping the future of work, driving innovation, and fostering a culture of engagement and growth.

The emergence of Career Experience as a specialism could represent a much-needed shift in HR practices, placing emphasis on human-centric approaches to talent management and organisational development. By investing in Career Experience, organisations can create environments where their people not only thrive but can also contribute meaningfully to collective success.

You can check out my full podcast chat with Nick on this episode of HR Means Business

Find Out More in Amsterdam

If you want to know more about Career Experience and how it can help improve your organisation then I will be interviewing Nick on stage at the HR Technology Conference & Expo Europe on Friday 3rd May in a session entitled ‘The Hyper Human Workplace : How to Make Work Meaningful Again’. Hope you can join us at the RAI, Amsterdam!

And if you use my special code – MERVYN50 – you get 50% off your ticket!

What’s Your HR Action Plan in 2024?

As we come to the end of the first quarter of 2024 how have HR priorities changed in your organisation? And have you been able to make progress with initiatives around talent development and retention?

I recently had an interesting podcast chat with Kay Phelps (she/her), Founder of PR in HR, who specialise in HR and workplace communication, often linking HR teams with the developing narratives and thinking in the vendor space and wider business community. We looked at the findings from their extensive research into HR strategies and priorities for 2024.

In terms of the key challenges, they identified talent attraction and retention, DEI&B strategies and the need to support people in their development as the major priorities, with budget constraints and a perceived lack of support providing internal barriers to progress.

Overall they identified 5 key areas for action:

Prioritising Employee Experience: Employee retention is top of mind for most organisations and came through as a key priority in the research. It’s certainly been at the forefront of most conversations I’ve had recently with HR and Talent leaders. The key is to invest in initiatives that enhance employee experience, the main ones being career development programmes, providing support for wellbeing, and being open to flexible work arrangements that help employees manage their own time and commitments whilst being fully productive. Getting budget for employee experience initiatives isn’t always easy though, but investment in employee listening and recognition platforms is a good way to start assessing mood and enthusiasm. As well as regular catch up/check-ins with your people.

Strengthening DEI&B Initiatives: Doubling down on Diversity, Equity, Inclusion, and Belonging efforts are now critical components of organisational success – in the UK they came top in the list of HR priorities from the research. The results showed that overall a significant number of HR teams are considering investing in new products or services to support their DEIB strategies so it’s essential to collaborate with reputable suppliers who are able provide valuable insights, case studies and support in implementing strategies. And to know exactly why you are investing.

Embracing the Future of Work: Staying ahead of evolving work trends by developing adaptable strategies that consider the impact of technology and changing employee priorities and expectations. Future work models are likely to have a high degree of adaptability and flexibility, and so it’s important to fully understand and recognise the impact that AI and other evolving technologies may have on the organisation and it’s people.

Overcoming Internal Barriers: HR needs to address major internal challenges – which will primarily be a lack of budget and leadership buy-in – by being advocates for a data-driven approach to decision making on strategy and organisational design initiatives. Overcoming a lack of expertise by getting external support from trusted suppliers and consultants could be helpful, particularly when it comes to shaping (and getting) management and Board level buy-in.

Continuous Learning and Improvement: There needs to be a culture of continuous learning within the HR team itself, staying updated and informed on latest industry research and insights, best practices, and emerging technologies. Some of this can come from external sources – such as conferences, webinars, and networking events – as well as regular check ins with the vendors and consultants who can really offer educational content, unbiased guidance, and evidence of their success through case studies and testimonials.

You can listen to my podcast conversation with Kay Phelps (she/her) on the HR Means Business site (https://www.hrhappyhour.net/episodes/supporting-hr-strategies-and-priorities-for-2024/) and you can download their HR Strategies and Buying Decisions Report here

(A version of this post originally was originally posted on my weekly HR Means Business newsletter – subscribe today and get weekly updates on my research, thinking and podcast chats)

Creating Better Outcomes for Our People by Embracing Remote & Flexible Working Opportunities

Hybrid work models have emerged as a focal point in most of the post-Covid discussions about how we can successfully integrate remote, flexible and asynchronous approaches to help our workforce achieve their best work. And they are also now play a key part in employee engagement and retention. 

As organisations try to make sense of the nuances and complexities of different approaches to hybrid work, the key is to understand its impact on the workforce. A few months ago I had an enlightening podcast chat with Matthew Davis, Associate Professor in Organizational Psychology at University of Leeds, about findings from their groundbreaking research project ‘Where is Your Office Today’. The research was multifaceted, involving interviews, surveys, diary studies, and data collection around interactions within people’s professional and social networks, as well as external observers such as real estate experts.

What really interested me was that the kind of data they were collecting rarely shows up in the regular debates about preferred working models so it was an opportunity to take a fresh look at how HR can help create better outcomes.

I see the key points from the research as:

1. Empowering Choice and Control

It’s impossible to overlook the significance of employee choice and control in shaping the hybrid work experience. Contrary to many opinions, it seems that employees value autonomy in choosing where they work. And it is when they feel empowered to decide their work location and style, that they have higher levels of job satisfaction and wellbeing. And are more likely to stay. This highlights how important it is to tailor flexible work arrangements to individual preferences and needs.

2. The Office Advantage

Despite the opportunities offered by the increased adoption of remote working models, the office/working base location retains its relevance as a hub for collaboration, performance and formal and informal learning opportunities. The research showed that spending time in the office correlated with heightened job satisfaction, improved performance and, crucially, increased engagement. However, the optimal mix and frequency of office and remote locations varies strongly amongst individuals, highlighting the need for personalised approaches to hybrid work that are inclusive as well as innovative.

3. Balancing Collaboration and Solitude

Collaborative spaces have gained increasing prominence in modern office design, but the research shows that preserving individual workspaces is equally important. Matthew Davis emphasised the importance of providing environments conducive to focused, high-intensity work. Achieving a balance between collaborative zones and areas for solitude/independent working helps employees to thrive in diverse work settings. Networks can also be important here, as those with smaller internal networks will have less interactions, leading to a reduced feeling of belonging, making them more likely to leave.

4. Addressing Demographic Differences

The research shed light on how demographic factors influence the hybrid work experience. Age, personality, gender, and caregiving responsibilities play significant roles in shaping individual preferences and behaviours. Understanding these variances is essential for designing inclusive work environments that cater to the diverse needs of employees. For example, for those newer to the workforce it’s less about how often they are in office, and more about who they’re in the office with. They can also feel under more pressure because of uncertainty over how they are doing when they are not able to see how others are managing.

5. Nurturing New Talent

For new starters, particularly those who are new to the workforce, office presence goes beyond being a question of mere physical attendance. The research highlighted the importance of strategic networking opportunities and interactions with influential colleagues. There is also an onus on organisations to help facilitate avenues for new employees to build their professional networks, which will also help them integrate into organisational culture effectively.

6. Fostering Diversity and Inclusion

Hybrid work presents both opportunities and challenges for diversity and inclusion efforts. There is a strong need for more inclusive office design and culture, particularly for minority groups and employees with disabilities. Creating accessible, welcoming spaces that promote social interaction, belonging and knowledge sharing is crucial for fostering a diverse and inclusive workforce.

7. Personality Dynamics in Hybrid Settings

Personality traits, such as extroversion and introversion, heavily influence individuals’ preferences around office presence and social interaction. It’s important to find ways to accommodate diverse personality types in office and workspace design, providing options for both collaborative and solitary work environments. Some hybrid approaches are not always flexible and empowering, for example it can be stressful for some people not have control of their time.

I think our conversation on the research research covers some valuable insights into the multifaceted nature of hybrid work. By prioritising employee choice, fostering inclusive environments, and recognising demographic variances, organisations – especially the HR and leadership teams – can support their people through the complexities and nuances of hybrid working more effectively. Understanding and adapting to these insights will be critical for creating thriving, resilient workplaces.

You can listen to my full conversation with Matthew Davis here and follow their research at https://futureworkplace.leeds.ac.uk/report-where-is-your-office-today-part-two/ 

How HR Can Help Nurture Financial Wellbeing For Their People

Today’s economic landscape is fast changing, with ramifications for all our Talent, whether they are employees, contractors or fractional workers. There is currently a cost of living crisis which is impacting our people, their families and their own wellbeing. Whilst the focus for many organisations has been on retention and engagement, these are impossible if our people are having financial difficulties. Their wellbeing extends far beyond job satisfaction and work-life balance.

Financial wellbeing plays a pivotal role in each workers overall happiness and productivity. As HR professionals, we need to recognise this reality and take proactive steps to support our people during difficult economic times.

One of my recent podcast chats was with Jamie Lawrence, Head of Marketing at Bippit®, a financial coaching and wellbeing organisation, and we talked about how employers – and HR professionals – can better support their people (and their families) to help nurture their financial wellbeing.

Understanding Financial Wellbeing

Firstly we need to recognise that Financial Wellbeing goes well beyond the mere accumulation of wealth, and encompasses a sense of security and control over one’s – and their families’ – financial situation and stability. In other words, it’s more than the salary (and bonuses) you may pay an employee.

It’s essential to grasp the wider nuances of financial wellbeing to effectively support employees, and this understanding involves recognising that financial concerns impact mental health, job performance, productivity, and overall morale and therefore engagement.

Building a Supportive Culture

Creating and fostering a supportive culture around financial wellbeing is paramount. HR professionals can initiate the conversations around financial wellness that can help break the taboo surrounding money matters. By openly discussing financial challenges, and offering resources for improvement, organisations can create an environment where employees feel empowered to address their financial concerns without fear of judgment.

Tailored Support

Part of creating a supportive culture is recognising that each employee’s financial situation is unique, so it’s important to offer tailored support that takes account of individual circumstances. This can involve providing access to financial education workshops, sharing budgeting tools, or even providing one-on-one counselling sessions. By understanding the specific needs of their workforce, HR professionals can help create benefits and reward packages that address the most pressing financial concerns, such as student loan assistance, childcare costs or even retirement planning guidance.

Promoting Open Communication

Encouraging open communication about financial matters can help alleviate the stigma associated with money struggles. HR professionals can facilitate discussions or create forums where employees feel comfortable sharing their challenges and seeking advice. Maybe supporting the creation of an Employee Resource Group to help those who are really struggling or in need of financial guidance. By promoting transparency and empathy, organisations can foster a culture of trust and support, helping employees to proactively manage their financial well-being.

Utilising Technology

Technology can be a powerful tool in promoting financial wellness. HR professionals can leverage technology platforms to deliver educational resources, interactive tools, and offer personalised financial guidance to employees. Whether through mobile apps, online portals, or virtual workshops, technology can be used to offer scalable solutions to support employees’ financial journeys.

These strategies can bring significant benefits, both for employees and the business as a whole. By prioritising financial wellbeing, HR professionals can enhance both employee engagement, retention, and improve overall satisfaction data. Moreover, supporting employees through challenging economic times is the right thing to do, and can contribute towards creating a resilient and adaptable workforce.

HR can and should be in the driving seat of their organisation’s strategy, particularly in times of economic uncertainty. By understanding the complexities of financial wellness, fostering a supportive culture, offering tailored support, promoting open communication, and leveraging technology, they can empower employees to take control of their financial futures, creating workplaces where financial wellbeing is a tangible reality for all their people, at all levels.

You can hear my full conversation with Jamie Lawrence on this episode of the HR Means Business podcast

How AI-Enabled Online and Social Media Background Screening Can Help Identify the Talent You Really Need

With Talent Acquisition and HR teams on the front line of addressing ongoing talent challenges within organisations, the focus is very much on finding the people they need who have the right blend of skills and capabilities. However engagement and retention are also high on the corporate agenda, meaning that the people we hire need to also be able to embrace and embody our business culture and values. Finding the right talent isn’t just about reviewing CVs and conducting interview s and assessments — it’s also about uncovering deeper insights into candidates’ backgrounds and behaviours.

I recently had an interesting podcast conversation with Ben Mones, CEO of online screening platform Fama Technologies, about the significance of digital screening – and particularly social media screening – as a crucial element of modern hiring practices. I think the topic is particularly prominent in light of current global and political instabilities, and the unusually large number of elections taking place globally this year.

Ben’s journey into social media screening began with a stark realisation: traditional hiring processes, no matter how rigorous, sometimes fall short of revealing critical information about candidates. He shared an anecdote about hiring a seemingly promising candidate who turned out to be a liability due to inappropriate behaviour – something that they discovered post-hire. This experience served as a catalyst for Ben to research more into the world of online screening, ultimately leading to the creation of Fama Technologies.

The core of Fama’s approach lies in fusing advanced AI technology with comprehensive data analysis. AI algorithms extract valuable insights from the vast sea of social media content. By leveraging techniques such as sentiment analysis and concept clustering, hiring teams can gain a deeper understanding of candidates’ behaviour and character traits, enabling better informed hiring decisions.

Of paramount importance though is balancing the benefits of digital screening with respect for candidates’ privacy rights. Evolving legislative frameworks, particularly in regions like the EU, mean compliance with data protection regulations such as GDPR is crucial when hiring teams are accessing and analysing relevant data. They need to be able to balance privacy concerns with the need for comprehensive screening.

For organisations adopting digital screening, all practices need to be aligned with core company values and business objectives, and clear screening criteria also need to be defined and tailored to each organisation’s unique culture and risk factors. And their values – whether looking for fraud, ensuring employee and customer safety, or identifying any potential intolerant behaviour or attitudes.

And transparency in how decisions are made, processes audited to eliminate bias, and conclusions arrived at, are key.

However whilst I believe AI-powered screening tools can provide valuable insights, they should only – and with caution – complement the expertise and intuition of hiring managers and leaders, not overshadow them. With the increasing prevalence of AI the hiring landscape is evolving fast, and will continue to evolve, so embracing a more analytical and innovative approach to screening will ultimately become essential for building creative, diverse and inclusive high-performing teams.

It may be early days for this type of background screening but with an increasing focus on culture fit – and the need for employees to reflect and embody organisational culture – I suspect it will become increasingly prevalent over the next few years.

You can listen to my full conversation with Ben Mones in this episode of HR Means Business.

(This post originally was originally posted on my weekly HR Means Business newsletter – subscribe today and get weekly updates on my research, thinking and podcast chats)

How HR Can Help Unlock and Support Employee Productivity

The US economist Paul Krugman famously said “Productivity isn’t everything, but in the long run, it’s almost everything” when talking about rebuilding the US economy. Certainly in our digitally enabled, always on, modern work culture, productivity is also a priority. In the post pandemic years the focus around how, when and where people work has always had productivity at its heart and research from analysts such as Gartner show a heightened focus on businesses trying to measure employee productivity. And there’s a good reason – productive workers are usually engaged workers – and employee engagement and retention is a key business and HR driver for 2024.

But how can you support employee productivity?

I recently had an enlightening podcast conversation with Zena Everett MSc best-selling author of the book ‘The Crazy Busy Cure’ which was a Business Book of the Year winner in 2022. Zena has done a lot of research into productivity and the systemic factors that reduce productivity and therefore profitability per head within organisations and asks ‘Why is it that we hire the best talent but then waste the time and energy of our talent?’

Four key insights emerged from our conversation:

Understanding Productivity Drag

The expression ‘productivity drag’ relates to anything gets in the way of the efficient and effective completion of work tasks. There are a range of drags, from excessive meetings and digital distractions to bureaucratic processes and over-servicing clients. HR needs to identify areas of productivity drag within their organisations and understand the barriers their people face. That way they can implement targeted strategies to streamline processes, minimise distractions, thereby optimising workflow. Common examples of overcoming drag are reducing the number of unnecessary meetings, and implementing digital tools to manage tasks and communication, all of which are shown to significantly improve employee productivity.

The Role of Leadership

Leadership plays a critical role in managing productivity within organisations. Zena emphasises the importance of clarity in organisational purpose and individual roles. HR professionals can work closely with leaders to ensure clear expectations are set, tasks are prioritised effectively, and innovative thinking is encouraged among teams.

Moreover, HR can support leadership development initiatives that empower managers with the skills and tools needed to foster a culture of productivity and accountability. By nurturing strong leadership, organisations can create an environment where employees feel motivated and empowered to excel in their roles.

Practical Strategies

Leaders and managers need to take time out to focus on their priorities and challenges. Zena talked about one of her clients that establishes designated ‘jury service’ periods when they can take a period of time out to focus on something specific that can help the organisation, and their people, improve performance and results. Taking time away from daily commitments to focus on improving an area or areas of operation that could run more smoothly.

Ultimately, it’s about creating a culture that values focused work time – and efficient and effective meetings – enabling HR to help employees stay on track and accomplish their goals more effectively, leveraging technology and automation to streamline processes and eliminate unnecessary tasks, which can further enhance productivity across the organisation.

‘Jury service’ can be a period of days that leaders take away from their day-to-day responsibilities, or shutting off distractions for a period of hours, allowing them to focus on specific areas of operation and how they can become more streamlined.

Future Focused

As workplaces continue to evolve, HR professionals must anticipate future challenges and proactively address them. During the conversation Zena emphasises the importance of continuous adaptation and learning, as well as fostering a culture of innovation within businesses. HR can play a pivotal role in driving this cultural shift by promoting learning and development initiatives, encouraging knowledge sharing, and creating opportunities for employees to contribute ideas and solutions. By staying ahead of emerging trends and technologies, HR can help their organisations navigate change more effectively and position themselves for long-term success.

The roadmap for HR professionals looking to improve employee productivity within their organisations is straightforward. By understanding what productivity drag is and how it can be addressed, by supporting effective leadership and implementing targeted strategies, and by embracing a culture of innovation they can unlock their workers’ full potential and drive business success.

With the business landscape continuing to evolve quickly, HR professionals must remain proactive and adaptable to create thriving workplaces for the future.

You can listen to my full conversation with Zena Everett MSc on this episode the HR Means Business podcast.

(A version of this post originally appeared on my HR Means Business Newsletter. You can subscribe here and follow my latest conversations and insights)

Making the Business Case for Recognition

In today’s competitive talent landscape, retaining top talent and keeping employees, at all levels, engaged is more critical than ever. If 2024 is the year of retention then organisations need to build and maintain a culture of retention – and that starts with the way we recognise and support our people.

One of the memorable keynote observations for me recently came from best selling author on human relationships Esther Perel at Workhuman’s 2023 conference, when she said “We used to leave our jobs because the factory closed. Today, we leave jobs because we aren’t being recognised”. All the research I’ve been involved with in recent years on retention and engagement always comes down to how well recognised and supported our people feel.

The conversation around recognition in the workplace has now evolved from a mere nicety to a strategic imperative for organisations worldwide. However, this often requires an internal culture shift for many HR and business leaders, and it can still be a struggle to have the necessary conversations with the right people.

At Workhuman Live I had a podcast conversation Brenda Pohlman, a practice leader and senior recognition strategist at Workhuman, about how we can shift the dial on internal conversations around recognition and engagement and make the business case for the investing in recognition.

Here are the 5 key points from the conversation:

1. Seeing recognition as the cornerstone of Engagement and Retention

Brenda underscored the undeniable link between recognition and employee engagement and retention. At the time of our conversation there was still a lot of speculation around trends like “great resignation”, which underlined an opportunity for organisations to see that recognising employees for their contributions is not just a feel-good practice, but a strategic necessity. Research consistently demonstrates that employees who feel valued and appreciated are more likely to stay with an organisation and exhibit higher levels of engagement.

2. Leveraging Technology to Facilitate Recognition

While recognition may seem like a straightforward interpersonal interaction, Brenda highlighted the role of technology in driving and facilitating these practices within organisations. Contrary to any concerns that technology may erode human connections, it can be the conduit for bringing back the natural inclination to express gratitude in the workplace. We are used to thanking people digitally in our day to day lives and there’s no reason why technology-enabled recognition platforms at work can’t streamline the process, ensuring consistency and scalability across the whole organisation.

3. Training and Tools for Effective Recognition

One crucial aspect that often gets overlooked is the need to help and support employees with the necessary training and tools to express gratitude effectively. Brenda raised the point that whilst the sentiment of recognition may be natural, the skill to articulate it meaningfully requires guidance and practice. By offering training programs and intuitive tools, businesses can empower their workforce to engage in consistent and impactful recognition practices.

4. The Role of Monetary Rewards in Recognition

Non-monetary recognition is valuable as it’s usually expressed personally (whether in person or through technology) and creates a positive emotion. However there is a strong case to be made for incorporating a monetary component into the recognition experience too. This can enhance the impact and connection of recognition, especially when it’s coupled with specific feedback. Contrary to concerns, research indicates that monetary rewards, when appropriately integrated into the recognition, contributes significantly to the overall recognition experience and wider employee morale.

5. Making the Business Case for Recognition

The imperative of building a robust business case for recognition should resonate well with HR leaders and line mangers. Demonstrating the tangible benefits of recognition initiatives, such as improved employee engagement, retention, and improved organisational performance, is essential for getting support from organisational leaders. By quantifying the ROI of recognition programmes, HR professionals should be able secure the support and resources necessary to embed recognition into the organisational culture.

It’s clear that now, more than ever, recognition isn’t a formality or nicety, but a strategic lever for driving employee engagement and retention. By embracing technology, providing training and tools, integrating monetary rewards, HR leaders should be in a position to build a compelling business case, enabling their organisations to harness the transformative power of recognition to create thriving workplace cultures where employees feel valued, motivated, and inspired to contribute their best.

You can listen to my full conversation with Brenda Pohlman on HR Means Business – Helping Business Leaders to Understand the Power of Recognition

Redefining the Employee-Employer Relationship in 2024

It’s fairly common for the HR and TA communities to spend the first few weeks of a New Year focused on analysing and forecasting the emerging trends we expect to see play out in the world of work over the coming 12 months, and early 2024 has been no exception. It’s looking like the dynamic landscape of work is set to witness significant transformations.

Recently I had a great podcast chat with Neil Pickering, Senior Manager of HR Innovation at UKG (Ultimate Kronos Group), and we talked about the key trends we expected to see over the upcoming. We identified these four main themes for 2024:

1. The Year of Trust: Redefining Employee-Employer Relationships

In the wake of the COVID-19 pandemic, employee preferences regarding when, where, and how they work have undergone a radical shift. Whilst my own research from 2018 indicated that these trends already existed, the Covid pandemic definitely accelerated them. The focus in 2024 has now shifted to redefining the employee-employer relationship, with the overarching theme being trust – Neil’s research indicating that employees are seeking increased trust in their employers and organisations.

This is underscored by a growing emphasis on personalisation of the employee experience. Multi-generational workforces are now the norm, and individual priorities – especially regarding mental health and well-being – are taking centre stage. The challenge lies in delivering unique and personalised experiences tailored to each employee’s needs.

Some of this can be achieved by encouraging more regular manager/employee check-ins, empowering our people to provide feedback, and enabling self-service wellbeing options to help create a more personalised work experience.

2. From Buying and Borrowing to Building and Mining

Our second key trend revolved around talent strategies, which we see shifting from traditional hiring practices to a more holistic approach. Organisations are moving beyond simply buying or borrowing external talent and instead focusing on building and mining talent within their existing workforce. This approach involves identifying and utilszing the skills, capabilities, ambitions, and passions of their current employees.

Our workforces are becoming increasingly aware of the importance of growth opportunities, and expecting organisations to enable their personal and professional development. Part of this will include identifying individual passions outside of work and aligning them with organiational needs and priorities.

We see a need for genuine employee resource groups, and transparent communication channels to encourage employees to share their interests to help facilitate a collaborative, growth-oriented environment.

3. AI, Personalisation, and the Future of Workforce Management

During our conversation Neil highlights the growing role of AI in shaping the future of workforce management. The focus is shifting from process-oriented approaches to outcomes, with generative AI streamlining complex processes behind the scenes. This shift enables employees to experience positive outcomes without getting bogged down by intricate procedures.

Processes like self-scheduling, shift swapping, and accessing information about policies such as leave entitlement, will become seamless with the integration of AI, allowing organisations to prioritise outcomes, ensuring employees can navigate administrative tasks effortlessly, which will lead to increased productivity and an enhanced employee experience.

4. ESG Reality Check: Transparency, Trust, and Employee Expectations

The final major trend we covered was the increased prominence of Environmental, Social, and Governance (ESG) initiatives in the corporate landscape. With the EU introducing the Corporate Sustainability Reporting Directive (CSRD) in 2024, organisations will be under increased scrutiny to deliver on their ESG promises. This trend won’t only be influenced by external factors (such as financial markets and regulatory requirements) but also driven by internal expectations from employees and consumers.

The emerging workforce are likely to become active participants in holding their organisations accountable for their social commitments. Businesses will have to be transparent about the outcomes of their ESG initiatives and swiftly address any shortcomings. Authenticity is paramount – we believe employees and consumers will increasingly be looking for tangible proof of an organisation’s commitment to social responsibility.

The world of work in 2024 is poised for some transformative shifts, emphasising trust, personalisation, talent development, AI integration, and ESG initiatives. To thrive in this evolving business landscape all organisations have to display authenticity and a genuine commitment to employee wellbeing. The key to a successful future for businesses in 2024 and beyond lies in embracing change, fostering transparency, and building resilient, adaptive workplaces.

ukg-2024-megatrends-the-year-of-trust-infographic-ukDownload

Navigating HR Trends in 2024: A Holistic Approach to Employee Lifecycle

I was recently invited on to the HR Superstars podcast by Adam Weber of 15Five. He called our podcast chat “Keeping the Humanity in a Humanless HR World” which chimed with the parallels I drew between the much discussed AI driven concept from 2023 of ‘Recruiterless Recruiting’ and why the increasing use of AI in our day to day HR operations would create the need for much more humanity in our organisations, rather than usher in an era of ‘Humanless Human Resources’.

We talked about the emerging HR trends shaping the employee lifecycle in 2024. Our discussion covered a range of topics, and I think we shared  some valuable insights into the evolving landscape of HR practices. I was certainly keen to share some of the latest research I’d been involved with and particularly summarise the key trends and conversations that I’d had during last Autumn’s busy conference and expo season.

For me, there are 4 key areas for HR to focus on in 2024 and beyond. Over the last couple of years we’ve been overwhelmed by conversations around remote, flexible, hybrid and asynchronous working, not to mention the relentless progress of AI into our daily interactions, so the adoption of a more human, compassionate and supportive approach to work should be very much on the corporate agenda.

The four key points we discussed were: 

From Management and Direction to Support and Enablement

Our historic approach to our workforce has been what I often refer to as management and direction. We manage processes, people, their careers, their performance and day to day involvement. We direct people. In fact, we have directors of most parts of their career lifecycle. It’s all a bit autocratic. Yet our digital talent are keen to learn and figure things out for themselves. A phrase I often use is ‘Digital talent has intellectual curiosity’. 

They know their roles are evolving and changing and want the opportunity to discover and explore the opportunities. They don’t want training courses, but access to self-directed learning. Our role is to support them, to create an environment where our people feel empowered to perform, learn, develop and achieve their best results.

Multifaceted Nature of Engagement

Engagement is a much used term for a myriad of things. Engagement isn’t something we can create. It isn’t a management directive. It’s the outcome of treating people well and with respect, recognising them, giving them opportunities to learn, grow and reach their full potential. Creating positive work experiences. 

Key to this is recognising the importance of our workforce’s wellbeing. All of it. Mental, physical, intellectual, emotional, physical, digital, and in particular right now – financial. Is ours a culture where people can ask for help? Without being judged? Do we have managers and leaders trained to help and understand when they might be needed? Can people raise a concern in private and know that it will remain private?

Flexibility and Recognition

Our people want agency in how, when and where they work. For many, whose job is location specific, this will manifest itself in flexibility of hours and communication. For the others, it will centre on the flexible, remote, hybrid and asynchronous working debate. Flexibility itself is a crucial aspect of supporting employees in the modern workplace. 

Managers need to perfect a number of different approaches that can give their people access to what they need and input to the way they work. Not least when it comes to support and recognition – the latter playing a key role in creating a positive, diverse, engaged, happy and productive workforce. Personalised recognition, at an individual level, fosters a positive work environment for everyone.

Evolution of the Employee Lifecycle 

We had a good conversation on the evolving nature of the employee lifecycle, which is now accelerated by technological advancement. Anyone familiar with my co-authored books – Digital Talent and Exceptional Talent – will know I believe in the growing concept of a seamless talent journey. This journey emphasises the need for positive experiences all the way through the key touchpoints – from recruitment, through onboarding, development and right throughout the employee journey. The emergence of career experience managers and talent experience managers within organisations highlights a growing focus on overseeing the holistic career experience for all employees.

As all HR professionals embrace 2024, I hope the podcast conversation and the insights I’ve shared can provide a compass for navigating the evolving landscape. I believe that by prioritising a human-centric approach, embracing technological advancements, and ensuring continuous support and enablement throughout the employee lifecycle, we can foster a thriving, profitable workplace for years to come.

Hope you enjoy the chat!

Rethinking Interviews: The Future of Assessing Candidates

In today’s rapidly evolving job landscape, the interview process remains a crucial element in the hiring cycle. However, traditional interviews are often riddled with challenges, leading to mismatches between candidate performance and actual job capabilities. 

In a recent HR Means Business podcast I had a conversation with Stephane Rivard, CEO of Hiring Branch, a company offering skills based hiring assessments, and our discussion centred on the need to overhaul the way we approach the interview process to enable a shift towards more practical evaluation methods.

We covered 4 key points:

  • Shift Towards Work-Simulated Assessments: This represents a move away from traditional Q&A style interviews towards work-simulated assessments. This approach allows candidates to actively perform tasks related to the job they’re applying for, helping to provide a more accurate evaluation of their abilities. Leveraging AI to gauge how candidates express themselves, especially focusing on essential soft and robot-proof skills, is at the core of this framework for job success.
  • Identification of ‘Soft’ Skills: ‘Soft’ skills – which I prefer to call ‘Robot-proof’ skills as soft implies they are easy to master when, in fact, they are quite hard to perfect – are increasingly recognised as pivotal for job success, especially in customer-facing roles. These skills encompass fluency, building rapport, active listening, empathy, and probing abilities, among others. Many organisations are beginning to prioritise these competencies, as they can have a significant impact on employee performance.
  • Challenges with Traditional Interviews: Our conversation covered the limitations of conventional interviews, which too often rely on structured questions that fail to reveal the real person behind the candidate. Human biases, whether conscious or unconscious, significantly influence interview outcomes. Moreover, candidates can often provide misleading information during interviews, leading to a mismatch between their interview performance and actual job performance.
  • Customisation and Bias Elimination: The approach advocated by Stephane Rivard in our chat seeks to eliminate biases by focusing solely on candidates’ skills and capabilities. By customising assessments to specific roles, businesses can delve deeper and evaluate candidates on higher-level skills, ensuring a better match for the job requirements.

Work-simulated assessments can be particularly significant as they are able to provide a more accurate overview of a candidate’s potential. This approach, utilising AI to measure crucial soft skills, can address the shortcomings of traditional interviews that often fail to uncover the real attributes of candidates.

Robot-proof (soft) skills such as fluency, empathy, active listening, and probing abilities are key components driving job success, especially in customer-facing roles. For these positions, conventional interviews usually prove less effective, often fall prey to human biases and inaccurate representations or explanations by candidates.

We also touched on the customisation of assessments based on specific job roles, which enables a deeper evaluation of the higher-level skills required. Elimination of biases is key to this so that evaluation is purely done candidates’ skill sets.

Overall, Stephane makes a strong case for needing a paradigm shift in the interview process. By incorporating work-simulated assessments, organisations can better identify candidates whose skills align with job requirements, leading to improved performance and reduced biases in the hiring process.

Here’s the podcast…hope you enjoy the conversation….

https://mervynn.podbean.com/e/rethinking-interviews/