For those working in employee and people management, the focus in 2024 will be on managing the human implications of digital transformation.

In many organizations, this will mean tackling the challenges created by AI's increasingly omnipresent and disruptive emergence.

It's true that no one yet truly knows what impact AI will have on the human workforce, but for HR professionals, 2024 is going to be spent working it out.

Read the full article at: www.forbes.com

What is a skills-based organization?

A skills-based organization defines work by describing the tasks and activities that need to be performed to achieve set outcomes. Skills-based organizations deconstruct traditional roles and jobs and break them into smaller parts that describe the “work to be done”.

We are seeing organizations transition to more skills-based setups using three different approaches.

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Effective performance management helps organizations ensure that employees understand their roles, receive constructive feedback, and have the support they need to achieve their goals and business objectives. Let’s look at what performance management is, what the performance management process looks like, and some examples.

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Scheduling is one of the core functions of management. Managers need to know how to create employee schedules, so employees are scheduled to work in alignment with business needs. Obviously, this means that managers must have access to the business forecast so they can make sure the operation is covered.

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2023 is bringing a changed world of work. The pandemic has propelled digital transformation four years into the future, and the employee-employer relationship has transformed. Although HR has been leading change and crisis in the past years, it runs the risk of missing the boat on this fundamental shift in how we work.

We believe that 2023 is HR’s window of opportunity to reposition the function’s value proposition in the post-pandemic reality. Human Resources professionals have played a significant role in guiding organizations through the storm of the pandemic and subsequent inflation surge and economic slowdown. In other words, HR can make a tremendous impact on organizations if adequately enabled.

Read the full article at: www.aihr.com

The expectations on leaders and bosses these days is huge.  They are expected to work long hours, be on call, sort out complex problems, juggle competing demands, all the while knowing there is permanent job insecurity. The day-to-day working environment often operates like a pressure chamber. Actions and reactions are constantly at play up and down the organisational hierarchy, writes Michelle Gibbings

The employee-boss dynamic impacts workplace productivity and culture, and ultimately organisational outcomes. The Great Places to Work Institute found that trust between managers and employees is a defining characteristic of organisations that are listed in their annual ‘100 Best Companies to Work for’ list.  Similarly, a study by Alex Edmans, Professor of Finance at the London Business School, found that the top companies to work for increased their share value by 50 per cent.

Despite research extoling the benefits, Gallup found 82 per cent of employees find their leaders uninspiring, only 15 per cent of employees are engaged at work, and only one in three employees strongly agree that they trust the leadership of their organisation. While it’s easy to point the finger, the root cause of challenging workplace dynamics is usually not down to one person or one incident.

"The best leaders proactively seek feedback and continually assess their effectiveness. They critically and honestly reflect on what is going on in their world, how they are coping and notice the impact they are having on their team and colleagues."

The pressures at play
The expectations on leaders and bosses these days is huge.  They are expected to work long hours, be on call, sort out complex problems, juggle competing demands, all the while knowing there is permanent job insecurity. The day-to-day working environment often operates like a pressure chamber. Actions and reactions are constantly at play up and down the organisational hierarchy. When everything is going smoothly the working environment hums along. But when the pressure gets too much, ineffective behaviour rises to the surface.

Pressures get placed on leaders from internal and external sources:

• External – Customers, environment, political, legislative and regulatory, societal, technology, and economic
• Internal – Executive team/Board, cost pressures, mergers, downsizing, demands for increased revenue, strategic reviews, and cultural shifts

Those expectations and demands, regardless of the source, get passed down the organisational food chain from boss’s boss to boss to employee. How those expectations get passed down, and the reaction that comes back up the line depends on the level of pressure that’s applied – how hard, how fast, what type of pressure, its frequency, and the nature of the person applying the pressure.

If it’s passed down in a way that the person on the receiving end is receptive, prepared and well positioned to cope with the pressure, then it will be managed well. When that person subsequently passes on the expectations to their team members and they too are similarly prepared then the impact is largely positive and so outcomes are progressed positively. This is because the release valve to manage the pressure, which may involve awareness, support, strong team dynamics, a collegiate environment, and a good working relationship with the boss are working well.

Beware of unnecessary pressures
In contrast, if those expectations and demands are passed down badly, and the person receiving is ill-prepared, ill-equipped, not supported and not able to handle it well, then the result is a chain reaction of negativity. That person, likely a boss, pushes those expectations down to their team who don’t feel supported, and in a challenging environment the pressure builds, ructions in the team start to fissure and the tension bubbles to the surface. This workplace stress gets pushed back up the line through increased turnover, less productivity, poor engagement and disgruntled employees.

This isn’t an isolated incident.

So much so that in May 2019, the 194 members of the World Health Organisation (WHO) unanimously agreed to change the International Classification of Diseases and Related Health Problems to classify, for the first time, professional burnout as a recognised illness. The WHO defines professional burnout as ‘a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed’. So what should leaders do?

The need for greater recognition
The best leaders proactively seek feedback and continually assess their effectiveness. They critically and honestly reflect on what is going on in their world, how they are coping and notice the impact they are having on their team and colleagues. This takes awareness and courage.

"Actions and reactions are constantly at play up and down the organisational hierarchy. When everything is going smoothly the working environment hums along. But when the pressure gets too much, ineffective behaviour rises to the surface."

Academics Ronald Heifetz and Marty Linsky, experts in building adaptive leaders, note that when things get busy and tough and the adrenaline is pumping, it’s easy for leaders to convince themselves that they won’t succumb to the normal human frailties. However, the “…intellectual, physical and emotional challenges of leadership are fierce”. To manage they recommend leaders “…regularly step into the inner chamber of your being and assess the tolls those challenges are taking”.

Take the leap
With feedback in hand, leaders can determine the actions they need to take to elevate their leadership.  This is about them creating their own personal playbook filled with strategies and tactics that put them in the best possible position to lead with integrity, authenticity and courage, and in turn, create healthy, thriving workplaces.

Making time to do this doesn’t automatically catapult a leader into a ‘good boss’ category.  It does, however, make them someone who’s interested and invested in being the best leader they can be.  And that’s the first step in progress.

Picture a workforce wherein abilities are the driving pressure, not static labels. The conventional mildew is shattered, replaced with the aid of a dynamic ethos of increase and edition. HR's position has evolved into that of architects, guiding firms to harness the full capability of skill-based evolution.

In this article, we unveil a strategic roadmap for HR luminaries, navigating the complicated path towards a ability-centric organisational paradigm. From meticulous ability checks to fostering a lifestyle of perpetual improvement, our guide is brimming with actionable insights and measurable milestones.

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If you Google “what hiring managers wish they knew about the candidate experience”, you wouldn’t find any result matching this topic. Instead, your page will be inundated with thousands of articles on what hiring managers and HR wish candidates knew about them.

Read the full article at: www.peoplehum.com

Usually, the only kind of attention supply chain gets is negative. If an order isn’t manufactured, shipped, or delivered on time, supply chain is where the fingers start pointing. But in 2020, as COVID-19 took hold around the world, the often-invisible work of supply chain became a matter of both intense public interest and boardroom gratitude.

When resource scarcity, workforce shortages, and transportation bottlenecks hit hard, it was supply chain experts who kept supermarket shelves stocked with food and stopped businesses’ bottom lines from plummeting. And as more and more disruptions followed on the heels of the pandemic—the semiconductor shortage, the reduction in rubber and lumber production, the Russian invasion of Ukraine—it became apparent that it was supply chain that kept the world moving in times of chaos.

Read the full article at: www.mckinsey.com

Believe it or not, there’s a lot to be hopeful about as we head into 2023. While there’s no denying the realities of a looming recession, widespread layoffs, and rising employee disengagement, this moment offers an opportunity for every company and People leader willing to double down on employee support and advocacy. 

Read the full article at: www.blueboard.com