Your digital HR future
HR is continuously evolving. Working with clients all across the world, we closely follow the industry trends. How will they affect your business? And what trend is your company best suited to latch onto, in order to become tomorrow’s best-in-class? We want to share. Our customers rely on us to translate this ever-evolving reality into actionable guidelines and recommendations.
Where to next?
By catering to all sorts of clients across the world, we know the business and where it’s headed. Allow us to keep you going in the right direction.
Where are you now? What are your goals? And what is the path that will take you there, fast? To answer these questions, we developed an extensive ‘maturity analysis’. With this tool, we can gauge where you stand within a certain trend, a particular market, or both. It’s your runway to tomorrow’s innovations. Need a co-pilot? We’d be delighted
Digital HR transformation
Through a set of clear, actionable guidelines and recommendations, Flexso for People delivers advice and strategy on how to transform your digital HR environment. Smoothly. Quickly. Implement these changes yourself, or let us assist; either way, you’re aiming high. By clearly defining your goals into a roadmap, best-in-class digital HR is on the horizon.
7 industry trends
Flexso for People keeps a constant eye on what’s happening in the world of digital HR and where it’s headed. Let’s focus on seven stories that we find particularly interesting.
“The only rule in Digital HR is that the rules are constantly rewritten.”
Digital workforce, digital workplace, digital HR
New management practices, a culture of innovation & sharing and a set of new talent practices are sparking a digital revolution in the workplace. This has become a modern environment that boosts productivity by using cutting-edge communication tools, promoting engagement, well-being and a sense of purpose.
Employees want and deserve an integrated, digital experience at work - one designed around teamwork and empowerment. This is driven by data, in which artificial intelligence, cognitive processing and embedded analytics are true game changers.
The move from recruiters to employer brand ambassadors
Companies tend to turn to the “open talent” economy: a company’s workforce is no longer limited to the company’s employees, but now includes freelancers, “gig economy” workers, crowdsourcing, …
In today’s transparent digital world, a company’s employment brand must be both very visible and highly attractive. The organization must position itself as an employer of choice: talent selects company, not the other way around.
Alternative talent acquisition sources such as social media sites (e.g. Facebook, Twitter, LinkedIn) and employee referrals are used more and more when looking for candidates. In turn, technology (incl. social networking, analytics, cognitive tools, simulations and gaming) takes over the basic, time-consuming tasks of sourcing and selecting candidates. The role of recruiters is now to enable a positive candidate experience.
Employees expect dynamic careers and continuous learning. Anytime, anywhere.
The digital revolution is changing the nature of work and the concept of career: they are no longer linear, but project-based and dynamic (especially for millennials). It’s no longer the organization or management that decide on a certain career path, but the employee. This journey of learning is no longer exclusively built on skills and knowledge that were acquired in the past. They are becoming obsolete very quickly and need to be constantly refreshed. Software engineers, for example, must redevelop skills every 12 to 18 months. A similar trend exists in finance, marketing, manufacturing, legal,... At the same time, quality learning content is becoming more and more freely available (e.g. Youtube, Google,…).
Employees need their company to tap into this. They expect learning opportunities to build skills easily and quickly, whenever and wherever they want, while candidates consider the “ability to learn and progress” as a key element of employer branding.
Key words: agile, fast and continuous
The traditional performance management process with end-of- year evaluation is considered a burden and a waste of time. As the way we work in the digital age is changing, the way to measure, evaluate and recognize employee performance is being reinvented.
The need to align goals, provide feedback, and coach for performance is now real-time, continuous and multidirectional. This is supported by the expectation from employees and organizations for continuous learning. These new approaches embrace feedback, check ins and coaching, while reducing the focus on appraisal.
As more and more data is available, it becomes easier to make important decisions around salary increases, who to promote, who to move into a new role,…
Succession Management as an agile process to proactively mobilize talent
Businesses struggle to retain top talent if they are unable to provide interesting career and development opportunities. They face an increasing need for internal mobility, requiring a more integrated and dynamic approach to employee development. At the same time, employees start having a more lateral vision of career progression.
Organizations are building talent pools as they expand their succession management practices to lower levels, 1:1 succession management is only used for key leadership positions. Succession management is evolving from an obscure to a transparent process. Talent is objectively identified via the increased use of technology and data.
From total rewards to a customized employee value proposition
(Future) employees want to see the big picture, beyond salary and benefits. Think flexibility, work environment, company culture and development opportunities. At the same time, remuneration programs must be linked to market worth and allow for achievement-based differentiation. One piece of advice is for organizations to offer customizable benefits that keep the different generations engaged and provide employees with a choice of benefits, whilst trying to reduce costs.
An increased focus on employee experience
Employees look at everything that happens at work as a “total” experience impacting daily life in and outside the workplace. This includes overall professional, physical, emotional and financial well-being.
HR is refocusing its efforts on building programs, strategies, and teams that understand and continuously improve the entire employee experience. Just like in their personal lives, employees expect every element of their professional lives (from work to development and rewards) to be easily accessible. Even on their mobile devices.
As transparency is the new norm in the digital world, total employee experience is becoming a critical contributor to employer brand and reputation. Candidates assess future employers from the very start of the talent acquisition experience and make quick judgments about life in the organization. Employees are looking for organizations that have values in line with their personal values; company reputation and corporate responsibility increasingly become important drivers of employee engagement.