Organizational culture and talent management will witness a paradigm shift in Asia through 2022 — People Matters
The global disruption caused by the ongoing pandemic and social unrest in parts of Asia over the past two years has resulted in an unprecedented shift in how, when and where people work. It has also caused many people to think about their motivations at work, their values, and how best to balance their professional and personal commitments. For most organizations, this has created great challenges in managing their employee expectations, as it has also changed the way many people think, feel and engage within their organization. It’s Talent Uprising, ushering in an era in which employees began to have heightened expectations for flexibility, leadership, culture, purpose, diversity and inclusiveness.
As many companies go through exponential changes in digital transformation, hybrid working, reskilling and upskilling, they also have a unique opportunity to transform in response to this paradigm shift of power, in which employees now wield their influence to redefine and shape their future of work.
“Talent Uprising” is an opportunity
This “talent revolt” presents a unique opportunity for organizations on many fronts. Many quickly transitioned to a remote work environment early in the pandemic, proving that employees don’t always have to be “in the office” to get their jobs done. This has opened the door for organizations to recruit top talent beyond traditional locations, and not limit the limits of their search to those who may reside nearby or are willing to relocate.
It also provided the opportunity to create meaningful changes in workplace culture at an accelerated pace. As business strategy continues to adapt, the organizational culture must also adapt, which is critical to enabling its successful execution. This gives leaders the opportunity to reorient their organization around an ideal leader-led culture, reinforced at every stage of the employee lifecycle and made possible by the support of excellent human resources.
Embrace the future of work
I believe there are important lessons to be learned from the last 24 months of the pandemic. Leaders are now expected to facilitate a degree of choice and empowerment over how, when, and where their people and teams work to achieve the results for which they are accountable. This will require continuous periods of experimentation, trial and error, adaptability and agility. Inflexible and rigid approaches that are reintroduced simply because they worked well “before the pandemic” run a high risk of disengaging people and not meeting their current needs, values and expectations.
An aligned organizational culture, delivered by inspiring and engaging leaders, and supported by talent management practices that deliver a world-class employee experience, is essential to guiding people through these difficult times and transforming the risk of a great resignation” into opportunity. to gain a competitive advantage by attracting and retaining top talent.
Practical ways leaders can make this happen within their organization include:
- Organizations intending to create the culture necessary to drive their business forward — Strategy aligned with strategy, executed by leaders, and supported by talent programs that work for the business and its people.
- Increased focus on caring and engaging leadership. Developing relationships that unlock people’s potential while balancing business needs remains a key focus area. As the pandemic continues, more emphasis needs to be placed on leadership that demonstrates trust, authenticity, care and concern for employees.
- Leverage innovation to develop leadership talent in a remote or hybrid environment. With pandemic-related restrictions limiting the ability to bring people back to traditional face-to-face learning, organizations should look to leverage new tools, technologies and practices to accelerate the development of required leadership capabilities. Coaching and mentoring remain more important than ever.
- DE&I is becoming critically important to recruitment and retention efforts as well as the employee experience. Countless studies have demonstrated the impact of diversity and inclusiveness on business performance, customer experience, innovation, and a range of other critical outcomes. People need to be comfortable investing fully in their work.
- Listening and responding to employees is even more critical than before. Now more than ever, leaders need to actively listen to their employees’ experience and demonstrate a high level of commitment to act on that feedback. This means asking the right questions to the right people, at the right time, which may require adjustments to the frequency of your employee surveys.
The main focus for organizations and leaders is to work on lessons learned over the past two years of the pandemic, to understand what worked well, what could be improved, and how people’s motivations and expectations are changing. . It is also essential to look into new ways of working and not have the illusion that things will go back to the way they were.
Employees want to be heard and it would be unwise for leaders not to facilitate some degree of choice and empowerment over how their employees achieve results.
There is a substantial competitive advantage to be gained by organizations that most effectively realign their culture to enable business strategy and transform their talent management practices enabling new ways of working. Now is the time to seize this competitive opportunity.