Training Industry Magazine - May/June 2021 - 41

Action Area

Implications for the Enterprise

Impact

Measure employee performance
continuously and transparently

Clear and continuous coaching and performance conversations
are essential to proactively address workforce and performance issues.

Very high

Invest in the new role
of leadership

The role of leaders requires new and different skills and behaviors.
Predict strong leaders with analytics and invest in their development.

Very high

Build and apply capabilities
in agile and design thinking

HR must be equipped to help design and manage agile teams through operations,
rewards, performance management and workplace productivity tools.

Very high

Pay for performance - and skills
- in a fair and transparent way

The old model of pay for tenure prevents growth, innovation and hiring of top people.

Very high

Continuously build skills
in the flow of work

Employees and leaders must be learning all the time, with both formal and informal
learning embedded in the culture, coupled with capability academies for deep skills.

High

Design intentional experiences
for employees

Today's workforce expects meaningful employee experiences that are
highly personalized, responsive to their needs and constantly improved.

High

Modernize your HR
technology portfolio

The move to a cloud-based architecture enables speed, scalability and flexibility.

High

Apply data-driven insights

People analytics is now essential to understanding, managing
and continuously improving organizational performance.

High

Reorient and reskill your
HR business partners

HR must act as strategic advisors, trusted coaches and data-driven problem solvers.

High

Source talent strategically

Top talent can come from novel sources, so companies must look
inside and outside to find the best hires to remain competitive.

High

Humanity at
the Heart of the
Cognitive Enterprise
As new technologies, business models
and global disruptions converge to
transform the enterprise, it has become
more important than ever to elevate
the work and skills of employees
and teams. According to the IBV
study, " Accelerating the journey to
HR 3.0, " business executives agree
that HR must be radically redefined.
Personalization, skills, data-driven
decision making, transparency and
agility are at the core of this new HR.
The analysis revealed 10 priority action
areas (See Figure 2).
Invest in the new role of leadership.
Leadership today needs to focus on
collaboration, listening, and the ability
to navigate uncertainty. Leaders put
the team first and exhibit behavioral
traits such as agility, communication and
adaptability. They are seen as coaches,
empowering their teams to innovate.

Build a sense of psychological safety
and personal autonomy. During
crises, leaders need to create cultures
that acknowledge and allow for the
mental and emotional pressures
people face in their daily personal and
professional lives.

THE FUTURE OF WORK
INVOLVES CONSIDERING
THE WORK, WORKFORCE
AND WORKPLACE
COMPREHENSIVELY.

employee takes responsibility for
building their knowledge by cultivating a
growth mindset. Develop the resilience
they will need to expand their networks
and remain relevant in the future
of work.

Leading Forward

When people have autonomy, they
have more freedom to take advantage
of breakthrough methodologies. As a
result, they are in a better position to
help themselves and their organizations
stay ahead.

This past year revealed that the most
efficient organizations able to weather
disruption were the ones that had
already started preparing for the future
of work. These organizations had
embarked on a transformation with their
employees at the core of their strengths
and capabilities. Their ability to adapt
with courage and flexibility is a testament
to the competencies engrained in their
people. These resilient organizations
learned how to navigate turbulent times,
reinvent themselves and discover new
ways to achieve greater outcomes in
the future.

Encourage people to develop career
resilience. Drive a culture where each

Sonia Malik is a learning strategist at
IBM. Email Sonia.

T R A I N I N G I N DUSTR Y MAGAZ INE - CLOSING SKILLS GAPS I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - May/June 2021

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