Category: Uncategorized

Can The MagicOfFit Help Improve Quality of Hire and Candidate Experience?

Talent challenges remain high on the corporate agenda. From my research and conversations with stakeholders I can see that identifying, assessing, hiring and retaining the people and skills we need to help our businesses thrive and grow is no longer simply about reviewing CVs and applications, with a standard set of experience and knowledge based interview questions to follow.

Instead it is more about getting a better understanding of a candidate’s unique competencies – their fit and suitability – and discovering as much as we can about the core competencies and traits of the people we are assessing. Too many interview processes can be generic, asking a series of candidates the same questions whilst hoping for a range of illuminating answers.

But what if we could personalise our interviews? Ask our candidates questions that are tailored to their own competencies and unique traits? And leverage the power of AI to get real insights into those competencies and workplace traits? And to find out who would really fit with our business? Find out more about their positive personality traits and workplace competencies like creativity, innovation, and problem solving?

That would certainly improve the candidate experience – and there’s a lot of data that shows a great candidate experience is key to hiring the right people. How they are treated during the application and interview stages will usually determine whether or not they accept an offer. Were they able to showcase their knowledge and capabilities? Did they feel treated well?

The keys to giving a great candidate experience are to empower them, give value, allow candidates to showcase their skills, knowledge and capabilities, and to make the process informative and authentic. Historical data shows that up to 87% say a great candidate experience can change their mind about a company or role they weren’t sure of.

Which is why I’m really interested by Instant Fit! It’s a new candidate screening solution from Fama Technologies Inc. that uses online signals to identify candidate fit by highlighting positive personality traits and workplace competencies like creativity, innovation, and problem solving.

It also generates personalised, science-backed interview questions to help hiring teams understand which candidates will be an Instant Fit. It’s a compliant and frictionless process – there are no tests, and no candidate drop off, just screening with questions that are relevant to the candidate’s own skills, knowledge and competencies.

Looking forward to finding out more on their upcoming webinar hosted by CEO Ben Mones on 26th June – you can join me and the Fama Technologies Inc. team by signing up here – https://fama.io/resource/be-an-ai-superhero-with-instant-fit – and all attendees will get a free Instant Fit report!

Choosing a finalist from a handful of candidates is the most human part of hiring and in this webinar, I’m hoping to find out Instant Fit can help evolve the Talent Acquisition team’s toolkit:

  • How the evaluation of workplace traits and competencies is evolving
  • With the power of AI, understanding how we can get insight into a candidates workplace traits and competencies frictionlessly and compliantly. No tests, so no drop-off.
  • Increase candidate quality by unlocking online language to get valuable insights on how a candidate may interact in the workplace

Prioritising Wellbeing and Retention in a Tight Job Market

I’ve been focused on research around the Future of HR recently as I prepared for two International keynote sessions and whilst most of my writing and research has been around employee experience and the link with retention and engagement, it has become clear that HR has a major role to play in how our people are hired, developed, supported, enabled, rewarded and cared for in the ever evolving world of work.

I have written a few times that ‘Retention Is The New Recruitment’. Whilst AI may be the new kid on the block for HR to get their heads round and integrate into the way we work and the output we produce, there will doubtless be more.

For example, with layoffs in the Talent Acquisition sector will TA “Move into higher-value HR work” (as suggested by an RL100 member in this interesting post from Jamie Leonard)?

Will HR stop fretting over digital narrative trends like ‘Great Resignation’ and ‘Work from Home’ and get back to improving work for their people with initiatives like Living Wage, Safe Environments,Improving Social Mobility and Diversity, as Neil Morrison suggests?

Or what about Perry Timms’ Mosaic of the New as a new way to ‘do’ HR? Or Jeanne C M.‘s 13 HR jobs for the future?

I recently delivered a keynote and a masterclass at the Global HR Summit & Exhibition in Istanbul – and in August will be doing the same at the HRInnovation & TechFest in Johannesburg – so I have been trying to collect my thoughts on how exactly work is changing and what HR’s ongoing role will be.

Here’s my take:

Prioritising Wellbeing and Retention in a Tight Job Market

HR has clearly undergone significant transformations over recent years. From being staunch advocates for employees and their development, to overseeing potential cost-cutting and adopting more agile approaches, and now an increasing focus on prioritising employee wellbeing, ensuring retention and preventing burnout, whilst helping to support leadership through increasing digitisation.

Here’s a few ideas how HR can navigate current challenges and reshape its future role.

Strengthen Employee Advocacy

In the late 20th century, HR’s primary role was to advocate for employees, ensuring fair pay, benefits, and development opportunities. However, economic downturns shifted focus towards cost-cutting and streamlining. The job market is tightening, and the need to fill positions and retain skills, knowledge and talent within the business is paramount. HR must re-shift focus to advocating for better compensation, more comprehensive up-skilling, and enhanced career development. This shift supports employee well-being and also enhances job satisfaction and loyalty.

Transparency of True Costs

One of HR’s critical tasks is to reveal the hidden costs of current practices. Creating detailed dashboards that showcase turnover rates, absenteeism, reasons for quitting, and engagement levels can provide compelling evidence to management. These metrics highlight the financial impact of poor employee management and underscore the value of investing in people. Showing the true cost of employee turnover – which often exceeds simplistic figures once training costs, decreased performance, and recruitment efforts are factored in —can drive management to reconsider existing policies.

Addressing Employee Stress

Workplace stress is growing for both frontline and clerical/professional workforce, fuelled by overwork, fear of layoffs, potential lack of advancement opportunities and, more recently, anxiety about the extent to which AI may start replacing tasks and jobs. HR can mitigate this stress by fostering open communication and addressing uncertainties head-on. Reassuring employees about the gradual integration of AI and involving them in the process can help alleviate concerns. Transparent communication about restructuring and development plans can also prevent the spread of speculation and rumour, reducing overall stress and maintaining productivity.

Decentralised Restructuring

Traditional restructuring often disrupts employees’ lives and raises stress levels, negatively impacting mental health and performance. A decentralised approach, where companies create smaller, more flexible units, can help mitigate the negative effects. This model also allows organisations to adapt to changing market demands and expectations without organisational shifts or layoffs – avoiding disruption by compartmentalising change.

Building Talent Labour Markets

Establishing proper internal mobility within organisations enhances flexibility and can provide clear pathways for career advancement. Internal job mobility had been underutilised for several years, although with the advent of improved talent intelligence and AI driven internal platforms is again boosting the number of roles filled from within, significantly reduce turnover and training costs. Retraining initiatives that allow employees whose roles are under threat to train for new roles, repay investment and can help build resilience in the workforce.

Strengthening DEI Efforts

Diversity, equity, and inclusion initiatives are more critical than ever in fostering a sense of belonging and loyalty – even if recent anecdotal trends indicate that they are not as prevalent. By ramping up DEI efforts, HR creates a more inclusive workplace that values diverse perspectives and experiences, which boosts morale, innovation and problem-solving capabilities, and ensures employees feel valued and supported. Which in turn boosts engagement and retention rates.

The future of HR may lie in a balanced approach that prioritises employee wellbeing while meeting organisational goals. By returning to employee advocacy, providing transparent cost analyses, addressing workplace stress, adopting decentralised restructuring, building internal talent markets, and strengthening DEI efforts, HR can navigate the challenges of a tight job market. This holistic approach will not only enhance employee satisfaction and retention but also drive organisational success in the evolving landscape of work.

(A version of this post originally appeared in my HR Means Business newsletter – subscribe here to receive regular updates)

Preserving the Humanity in Human Resources

The growing presence of AI in our day to day working lives may be creating an increased range of opportunities for the world of work, but is also triggering a number of shifts in how we think and act. In 2023 there was a lot of consternation over the potential impact of ‘Recruiterless Recruiting’ and how it might change the way we attract and hire the talent we need. For Human Resources I think it’s less a case of ‘Humanless’ Human Resources and more about increased humanity within ‘Human Resources’, acknowledging and supporting personal choices, preferences and goals.

Looking at the emerging HR trends currently shaping the employee lifecycle in 2024 I see a number of areas where a compassionate, supportive approach to the employer/worker relationship is evolving. The debate around remote, flexible, hybrid and asynchronous working which has overwhelmed us for a couple of years now, will continue to play out – although as far back as 2017 I was involved in a research study that found these flexible approaches to working was what our people wanted, and would inform their decisions over which organisations to join.

We live increasingly busy lives in which the digital, commercial and personal elements need to be juggled and prioritised. Personalisation – a trend myself and co-author Matt Alder have been writing and talking about for a couple of years now – is key to how our people manage to juggle and prioritise, at work as well as in their leisure time.

Managers are feeling the strain. Research from Gartner last year found 77% of employees placing increased importance on manager support, with  51% of the managers themselves saying they now have more responsibilities than they can manage.

For me, there are 5 key areas for organisations – particularly their HR and Talent Acquisition teams, and leaders and managers – to focus on in 2024 and beyond as we move towards adopting a more human, compassionate and supportive approach to work that should be very much on the corporate agenda.

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’ for 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. Helping to create 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,  particularly in 2024, 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. As I mentioned earlier, this isn’t really new – but it’s something that is now top of mind. For many, whose job is location specific or are part of our frontline workforce, this will manifest itself in flexibility of hours and communication, balancing personal needs and career priorities. These workers can often feel left out of engagement initiatives.

For 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

I write and talk about 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.

Delivering a Personalised Candidate Experience

Central to a successful attraction and recruitment strategy is delivering a personalised candidate experience that resonates with individuals on a personal level. This relies on consistency in interactions and information flow throughout the recruitment journey. By understanding candidates’ preferences and needs, organisations can create engaging experiences that leave a lasting impression.

Social media continues to a powerful tool for employer branding and candidate engagement. By using this to share authentic stories from existing (and former) employees, and also showcasing positive experiences that illustrate culture, organisations can attract top talent more effectively.

A common challenge in attraction and hiring is being able to align the efforts of talent acquisition and recruitment teams with the experience candidates get from hiring managers. This can be addressed by educating hiring managers about market trends, best practices and candidate expectations to ensure a seamless recruitment process. By fostering collaboration and communication between recruitment and hiring teams, organisations can enhance the overall candidate experience and drive successful hires.

As all HR and Talent professionals embrace these opportunities in 2024 and beyond, I hope these insights 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.

(You can hear me talk more about these ideas on podcast interviews with Adam Weber – Keeping the Humanity in a Humanless HR World – and Bill Banham – The Impact of AI on HR – and I try to explore them on my own HR Means Business podcast too)

HR’s Role in Embracing the Future of Work

How is work evolving? What roles will Generative AI, taskification, the skills agenda and job disruption play in reshaping the future talent market? How can we create high value work? And what might future workforce dynamics look like?

Last year I was involved in a simulation run by business consultancy Wikistrat for Upwork in which I joined with a number of analysts, practitioners and consultants to map out a number of potential scenarios for the future of work – taking into account what we know about emerging technology, evolving trends and the preferences and priorities of the current and future workforce.

We came up with a number of potential outcomes using different frameworks and in a recent podcast chat I had with Kelly Monahan, Ph.D. Managing Director of Upwork‘s Research Institute, we talked about the the various trends and HR’s potential role in guiding the reinvention of work.

Accelerated Pace of Business and the Impact of Gen Z

It’s hard to look at how the future of work may develop without acknowledging the current exponential acceleration of all business operations fuelled by evolving tech. This pace of change needs real-time data insights to help inform decision-making, particularly within the HR team. The entry of Gen Z into the workplace will lead to further change – with Kelly Monahan anticipating that they will challenge traditional business norms and practices, and question the purpose of work, which could lead to fundamental shifts in organisational values.

Generative AI and Job Disruption

The advent of generative AI has been transformative but has capabilities taking us way beyond automation. Kelly emphasised how AI really acts as a catalyst, accelerating the development of allied technologies like IoT and 5G, which will require a re-evaluation of job roles, skills and work processes.

Taskification has emerged, and organisations need to start deconstructing their job roles into specific tasks and skills, potentially promoting more fluid work arrangements. Addressing the exponential growth in the number of tasks and skills needs to be high on HR’s learn ing and development agenda.

Up-skilling and Multiplexing Workforces

Responding to these evolving job landscapes will require continuous up-skilling to help effectively navigate any disruption bought about by technology or social change. This will lead to more ‘multiplexing’ – enabling workers to apply diverse skills across departments and tasks, that can boost organisational agility and resilience.

Community Formation and Digital Identities

As organisations evolve in this way, workers are likely to find identity and belonging through digital communities rather than traditional organisational structures. This could have a big impact on engagement, retention and experience as these communities, or digital hubs, are likely to provide cross-functional collaborative opportunities that transcend company, geographical and industry boundaries.

AI’s Impact on High-Value Work

One consequence of Generative AI is the elevation of the complexity and value of work. Kelly Monahan, Ph.D. talked about an increase in high-value projects, for which skilled workers will look for rewards and wage premiums. However, this shift also emphasises the need for continuous skill development if organisations are to remain competitive, which requires support for learning and development as well as recognition and financial rewards.

Grey Rhino vs. Black Swan: Proactive Adaptation

We talked about whether AI was ’a ’Black Swan’ or a ’Grey Rhino’ event. Ultimately it is a Grey Rhino – having a gradual impact that needs proactive adaptation rather than reactive responses. The emphasis is on organisations – particularly HR leaders – to prioritise understanding the evolving challenges their businesses face and navigate future workforce challenges effectively by restructuring work processes, and facilitating upskilling.

In essence, it’s essential for organisations to embrace agility and up-skilling, and transform job structures, in a landscape of ever evolving technology. This can then give HR leaders the platform to help ensure their businesses remain competitive and successful in navigating the future of work, whilst negating the potential for insecurity and instability in future talent markets.

You can listen to my full conversation on this episode of the HR Means Business podcast:

Enhancing Employee Experience in 2024

If there’s one key HR trend that seems to dominate most conversations around the world of work in 2024 it’s employee experience – and by association that includes employee engagement, recognition and retention. I’ve been involved in conference and podcast discussions around retention being the new recruitment, 2024 being the year of trust, and how we can best combat burnout and put the meaning back into our work.

It shouldn’t be hard to get right. So much of the time in our businesses will be spent looking at how we engage with potential customers or prospects, and how we then make sure that they are loyal to our brand and we can continue in engaging with them and building partnerships, that trying to apply that to our people should be straightforward. Yet it often isn’t.

In a recent podcast conversation I spoke with ⭕️ Nicky Hoyland CEO and co-founder of employee experience platform Huler, about how we can better understand employee experience and help create more of the ‘moments that matter’ for our people. These moments, when combined with strategic use of technology, should help to create an environment that engages our people and helps support them in achieving their personal and professional goals.

Nicky identified 6 key trends for enhancing employee experience in 2024:

1. Understanding the Link Between Experience and Engagement

Employee experience isn’t just a buzzword; it is something that directly impacts engagement within the business at all levels. A lot of time, effort and investment goes into creating customer experiences that will help build and maintain the relationships that lead to positive commercial outcomes and HR professionals need to focus on similarly creating engaging touchpoints throughout the employee lifecycle.

2. Technology is an Enabler, Not a Solution

While technology is essential in helping create great experiences and moments that matter, it can’t be a standalone solution. There should be a focus on intentionally designed experiences, creating personalised interactions, recognition and finding a way to use technology to reduce cognitive load.

3. Mapping Key Moments in the Employee Journey

Do we really understand the moments that matter to our people? We need to identify the critical touchpoints – from application, recruitment, interviewing to onboarding, managing daily workflows and beyond – that have a significant influence on employee satisfaction and engagement. Personalising these moments can help create a lasting positive impression and helps foster positive engagement and retention.

4. Consider Generational Shifts in Tech Expectations

We need to recognise that there are varying expectations of workplace technology across generations. Younger employees in particular expect user-friendly, personalised technology experiences in the workplace, driving the need for consumer-grade tech solutions. As Brian Kropp once famously said when he was VP at Gartner “Employees want their 9-5 to look like their 5-9. And employees’ 5-9 lives are full of seamless, effortless experiences, largely enabled by digital technologies”

5. Embrace Hyper-Personalisation with AI

Whilst expectations may vary, one expectation that is consistent is the that of personalised, seamless experiences based on individual preferences. Tailoring interactions to meet these expectations of personalisation will enhance engagement, and also reduce any potential cognitive overload, so boosting productivity, providing AI driven solutions are deployed and integrated ethically.

6. Taking Action: Quick Wins and Collaboration

A great way to get buy-in from the start is by addressing any ‘low-hanging fruit’ discrepancies in the employee journey that have been identified through employee feedback. Implementing quick wins – particularly something like simplifying processes around leave booking – and also consolidating technology solutions to ensure a seamless experience will help to drive adoption and boost employee experience.

Enhancing employee experience in 2024 requires HR professionals to blend human-centred design with strategic technology adoption, focusing on AI-driven personalised interactions – particularly for critical touchpoints and employee interactions –  to create engaging workplaces that foster retention, productivity, and employee satisfaction.

You can catch my full chat with ⭕️ Nicky Hoyland in this episode of the HR Means Business podcast.

Enhancing Employee Experience in 2024

If there’s one key HR trend that seems to dominate most conversations around the world of work in 2024 it’s employee experience – and by association that includes employee engagement, recognition and retention. I’ve been involved in conference and podcast discussions around retention being the new recruitment, 2024 being the year of trust, and how we can best combat burnout and put the meaning back into our work.

It shouldn’t be hard to get right. So much of the time in our businesses will be spent looking at how we engage with potential customers or prospects, and how we then make sure that they are loyal to our brand and we can continue in engaging with them and building partnerships, that trying to apply that to our people should be straightforward. Yet it often isn’t.

In a recent podcast conversation I spoke with ⭕️ Nicky Hoyland CEO and co-founder of employee experience platform Huler, about how we can better understand employee experience and help create more of the ‘moments that matter’ for our people. These moments, when combined with strategic use of technology, should help to create an environment that engages our people and helps support them in achieving their personal and professional goals.

Nicky identified 6 key trends for enhancing employee experience in 2024:

1. Understanding the Link Between Experience and Engagement

Employee experience isn’t just a buzzword; it is something that directly impacts engagement within the business at all levels. A lot of time, effort and investment goes into creating customer experiences that will help build and maintain the relationships that lead to positive commercial outcomes and HR professionals need to focus on similarly creating engaging touchpoints throughout the employee lifecycle.

2. Technology is an Enabler, Not a Solution

While technology is essential in helping create great experiences and moments that matter, it can’t be a standalone solution. There should be a focus on intentionally designed experiences, creating personalised interactions, recognition and finding a way to use technology to reduce cognitive load.

3. Mapping Key Moments in the Employee Journey

Do we really understand the moments that matter to our people? We need to identify the critical touchpoints – from application, recruitment, interviewing to onboarding, managing daily workflows and beyond – that have a significant influence on employee satisfaction and engagement. Personalising these moments can help create a lasting positive impression and helps foster positive engagement and retention.

4. Consider Generational Shifts in Tech Expectations

We need to recognise that there are varying expectations of workplace technology across generations. Younger employees in particular expect user-friendly, personalised technology experiences in the workplace, driving the need for consumer-grade tech solutions. As Brian Kropp once famously said when he was VP at Gartner “Employees want their 9-5 to look like their 5-9. And employees’ 5-9 lives are full of seamless, effortless experiences, largely enabled by digital technologies”

5. Embrace Hyper-Personalisation with AI

Whilst expectations may vary, one expectation that is consistent is the that of personalised, seamless experiences based on individual preferences. Tailoring interactions to meet these expectations of personalisation will enhance engagement, and also reduce any potential cognitive overload, so boosting productivity, providing AI driven solutions are deployed and integrated ethically.

6. Taking Action: Quick Wins and Collaboration

A great way to get buy-in from the start is by addressing any ‘low-hanging fruit’ discrepancies in the employee journey that have been identified through employee feedback. Implementing quick wins – particularly something like simplifying processes around leave booking – and also consolidating technology solutions to ensure a seamless experience will help to drive adoption and boost employee experience.

Enhancing employee experience in 2024 requires HR professionals to blend human-centred design with strategic technology adoption, focusing on AI-driven personalised interactions – particularly for critical touchpoints and employee interactions –  to create engaging workplaces that foster retention, productivity, and employee satisfaction.

You can catch my full chat with ⭕️ Nicky Hoyland in this episode of the HR Means Business podcast.

(A version of this post originally appeared in my weekly HR Means Business newsletter – make sure you subscribe to get my latest thoughts and podcast chats)

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