After enjoying the comfort and cost savings of working from home, would you rule out a potential job if remote wasn't an option? Ever struggle logging into a video meeting and then face "technology bias"? How about your employees' mental health – are you seeing resilience or deepening depression?
These compelling questions and issues, impacting workforces the world over right now, were explored recently during TRANSEARCH USA's Executive Human Resources Virtual Roundtable.
The following are key themes that emerged and some useful guidance for HR professionals.
The best business minds of our times have understood that people are critical to success.
A great HR leader is arguably still the most valuable person in an organisation. What has changed is the function of the CHRO role in today's age of disruption. On top of navigating the complex challenges of the labour market, the modern CHRO has to tackle critical issues such as changing demographics, the speed of change and the corresponding role of technology while also managing workplace culture and employee engagement.
Some of the more specific challenges facing today’s CHRO are:
Dealing with alternative workforce arrangements.
Creating effective teams when there are multiple generational cohorts.
The increasingly high-tech world of HR.
The good news is that boards of directors have and will increasingly view the CHRO as critical to long-term business sustainable success. However, as their role continues to rapidly evolve, CHROs will require new and broader skill sets that allow them to tackle the changes and challenges of today's disruptive times.
It would be an understatement to observe that the COVID-19 global pandemic forced multinational organisations and their leaders to adjust sails and navigate around a series of unprecedented business challenges.
So comes the question of your preparedness, and that of your employer, for what comes next. "Making Sense Of The Road Ahead" focuses on the critical few elements of your business (and perhaps, your career) strategy to provide some much needed context for the decisions that may be coming your way in just a matter of months.
Coming Down the Mountain: Coming Out Of This Crisis Stronger
Breakthrough technology, uncertainty and the unprecedented and ever-increasing speed of change demand an organisation that is a fit for the challenges of the 21st century. We are describing not just a better, but a very different kind of way to operate. An organisation built to change; one where disruption, agility and speed of learning dominate the leadership conversation.
Which brings us to the COVID-19 crisis. A crisis has three stages. Stage one: acceptance. Stage two: survival. Stage three: growth. And the winners will be? Those who come out of this crisis stronger.
Amid the veritable avalanche of "me too" advice on how to get through this crisis it is easy to overlook two central questions:
"How will your business come out of this stronger?"
"As a leader, how will you personally come out of this stronger?"
"Part One: Coming Down the Mountain" looks at how to come out of this crisis stronger:
The Three Stages of Crisis
Letting Go of Our Past
Following a Script From a Different Century
The New Normal
Coming Down the Mountain
Why Culture Matters
Appendix one: 3 X 3: Crisis, Culture and Change
Mindset Assessment: Will You come Out of This Crisis Stronger?
"Leadership: Moving Beyond The Crisis" is a complementary book series, specifically aimed at enhancing how leaders respond to times of crisis.
The books cover concepts such as how to come out of this crisis stronger, culture, leadership agility and learning, what makes great teams. Also included are essential skills to enable us to start having conversations about moving forward while taking appropriate actions.
"As remote working, social distancing and workplace transformation continue, companies are starting to look at broader organizational issues regarding digitalization, the future of work, culture and business strategy.
So what is the impact of organizational culture on common employee behaviors and how work gets done when there are fewer collective in-person experiences?"
"The Future of Jobs report maps the jobs and skills of the future, tracking the pace of change. It aims to shed light on the pandemic-related disruptions in 2020, contextualized within a longer history of economic cycles and the expected outlook for technology adoption, jobs and skills in the next five years."
The Key Challenges and Opportunities in Human Resources - A Study by TRANSEARCH Romania
"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.
During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!
We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.
Maintaining efficiency while working from home
Maintaining motivation and engagement
Improving organization's agility and flexibility
Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change
Could a new Chief Financial Officer help a global corporation re-invent several risky acquisitions and engage their regional teams in a new business strategy? The challenge was to find a CFO capable of partnering to turn-around the failing elements of the new portfolio and create a dynamic new corporate strategy all could buy into.
To find the right candidate our highly specialised consultants leveraged our proprietary TRANSEARCH Orxestra® Method, undertook extensive search effort, conducted a battery of behavioural interviews, and took each candidate on a deep dive regarding corporate culture and their ideas for stringing together multiple teams in a vision with shared values and commonly aligned business priorities.
This resulted in the appointment of a candidate we recruited from a larger, globally respected corporation who had offered a compelling capacity to turn things around in the region and a commitment to unify the cultures binding employees across many different countries.
Read the full case study to discover the impact of the hire and the client's perspective.