Thoughts and Conversations From HR Technology Conference & Expo 2024

I thoroughly enjoyed the recent HR Technology Conference & Exposition. For me it was certainly the best of the 3 post-covid events and had a real energy and dynamism with lots of conversation and interaction. The Expo floor was full, and whilst certain topics (I’m looking at you AI!) seemed to dominate many of the chats there was – for me – a clear liveliness around making better workplaces, using data to gain real insights to help and support, and a focus on the role of leadership to guide during uncertain business – and political – times.

Five things stood out for me:

Retention as the New Recruitment

I see a noticeable shift toward focusing on employee retention rather than solely recruitment. Investment in employee experience, engagement, and well-being is now a major priority for organisations. I have been talking about this trend quite a bit this year and certainly those I spoke to at HR Tech agreed that their focus had shifted towards retention.

Upskilling and Enablement

Organisations are increasingly focused on supporting their employees’ development by providing opportunities for upskilling and enabling them to be their best selves at work, especially in a time of global uncertainty. People want access to what they need to know, as and when they ned to know it, and organisations are investing in this.

Impact of AI on Engagement

While AI can offer significant productivity and efficiency gains, I am concerned that it could diminish employee engagement by taking over tasks that people enjoy, potentially leaving them with less fulfilling work. We do need to be careful about how we use AI to replace creative and more human tasks.

AI’s Role in Sentiment Analysis

I see AI being increasingly used for sentiment analysis and gaining insights into how employees feel, which helps leaders and managers better understand the workforce’s mood and engagement. There is a definite shift towards gaining better understanding of who our people are thinking and feeling and the positive impact of tools such as recognition.

Putting the Humanity into Human Resources

This is something I’ve been speaking about this year and it was good to talk with attendees and vendors who see the need for a more personal, human approach to how we hire, engage and retain our people. I think that while we are still exploring ways in which AI can help us understand things like mood and sentiment, we need to be able to trust it, though I do remain a bit sceptical about potential over-reliance on AI for decision making without ensuring depth and understanding behind its recommendations.

During the event I was able to record a podcast episode on HR Happy Hour with my friends from H3 HR Advisors Trish (McFarlane) Steed and Steve Boese about what we had seen at HR Tech that had impressed us and what we thought the future might hold.

You can listen to our full conversation here:

Prioritising Employee Experience By Building a Culture of Engagement

In today’s competitive business landscape, the importance of employee engagement cannot be overstated. I have been writing and speaking about how employee experience and engagement are the key trends in retaining and developing the workforce of the future for some time. I have also been researching how organisations are addressing employee engagement and where there might be opportunities for improvement.

I was interested in a recent research report from MHR – who specialise in HR, Payroll and Finance – which looked at some of the key challenges businesses face in trying to get accurate and actionable feedback on employee experience, and how to go about fixing them and I hosted a podcast chat – Overcoming the Roadblocks to a Better Employee Experience – with MHR’s Kate Featherstone about the research.

We identified 6 key actions for HR leaders looking to improve employee experience:

1. Embracing a Culture of Feedback

HR teams know it’s important to get as much feedback on their employees’ experiences as they can, but often struggle to dedicate enough time to both collect and – most importantly – analyse employee sentiment. Organisations must prioritise creating a feedback culture within the business by leveraging technology to streamline the feedback collection process. They should also implement a process of regular surveys and one-to-one check-ins to gather more insights into how their employees feel about their wellbeing, development needs, and overall satisfaction.

2. Investing in Technology

Technology plays a crucial role in understanding employee sentiment and identifying key trends. As the tech develops at pace, HR teams should start to leverage the potential of AI and natural language processing tools to properly analyse feedback data effectively. This can help the wider business to gain actionable insights into employee needs and preferences, which should help them to make better informed decisions when it comes to enhancing the employee experience.

3. Prioritising Wellbeing and Development

Employee wellbeing, and their development opportunities, are probably the most significant drivers of employee satisfaction and retention. Organisations should invest in wellbeing management tools that can give them the insights they need, and also learning software that supports employee growth and engagement effectively.

By providing employees with access to resources and opportunities for professional development, businesses can help foster a culture of continuous learning and improvement, which most research shows is essential to employee satisfaction.

4. Fostering Open Dialogue

Building trust and transparency within the organisation is a crucial cornerstone for creating positive employee experiences. Leaders must empower managers to have open and honest conversations with employees, to encourage feedback and help active participation. By fostering a culture of open dialogue, HR can address any concerns proactively, underlining their commitment to employee satisfaction and wellbeing, which in turn drivers greater engagement.

5. Implementing Regular Touchpoints

Underpinning most of these actions is the need to have regular check-ins and feedback sessions, which are critical if you want to maintain open communication channels with employees. Organisations should establish a rhythm for regular feedback collection – often something like quarterly surveys and/or monthly check-ins – to ensure continuous engagement, alignment and to foster two-way conversation. Set reminders and prompts for managers and leaders so that the businesses is having meaningful conversations on a regular basis and can address any employee needs or concerns promptly.

6. Embracing a More Holistic Approach

Employee experience encompasses the entire employee journey within an organisation, from hiring through onboarding and development through to promote and exit or further promotion. Businesses must take a holistic approach to the employee experience, which is why factors such as wellbeing, development opportunities, and overall satisfaction are so important.

By prioritising employee experience at every touchpoint, organisations can create a supportive and engaging work environment where employees feel valued, supported, and empowered to reach their full potential, which will foster long-term employee loyalty and ultimately commercial success!

You can listen to my full podcast chat with Kate Featherstone here:

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)

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!

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

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’.

Multifaceted Nature of Engagement

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!