Change is the only constant in this ever-evolving business environment. Organizations usually plan change well in advance, but sometimes unpredictable and rare external events, shocks, or crises dictate change. The COVID-19 pandemic is a perfect example of such an external shock, prompting many companies to make rapid and drastic changes to the way they operate. However, some organizations make serious mistakes in starting the transformation process by tinkering with organizational structures and policies without paying much attention to the organizational culture that is essential for effective talent management. The importance of talent management in times of crisis and change cannot be overestimated. Talented people are always in demand. When the economy is good, they are your most valuable asset and offer exceptional value. On the other hand, when the economy is bad, they keep the business alive and the competition at bay. In times of change, people are the only real strength a company can count on. Recently, the issue of talent management has received more and more attention. We all know "great resignation," "great restructuring," or "great retirement," but they all describe one thing. Talented people leave many organizations without looking back. Different people have different motivations for leaving, but almost all of them can be boiled down to one key reason for her. Your company is not (or may no longer be) a people-centric organization. According to LinkedIn's 2022 Global Talent Trends, people-centric organizational cultures exhibit several recurring traits: flexibility, asynchrony, trust, belonging, and an overall focus on well-being. To initiate organizational change, top managers must first engage with the existing culture and listen to their employees. Employee opinions, perceptions and buy-in will determine the success of future change. When asked what their top priorities are in a changing corporate culture, employees say:
career development opportunities
Flexible employment support
mental health and wellbeing
Training managers to lead remote and hybrid teams
diversity and inclusion
It is important to note that some organizations that try to follow popular trends ignore their employees' true wants, leading to negative outcomes and turnover behavior. The last two desires (training managers to lead remote and hybrid teams, and diversity and inclusion) are self-explanatory, but let's look at the first three demands employees are looking for, by name . 1. Professional Development Opportunities
When considering the provision of professional development opportunities for employees, it is important to emphasize the following strategies.
Set a clear career path: Smart organizations give every employee a clear career roadmap so they know what to expect and what to work for. Encourage continuous learning: The most successful strategy for many organizations is the establishment of in-house learning centers where companies develop their employees' management and leadership skills and provide training in key professional skills.
Regularly review job performance: Some successful organizations regularly review individual performance and measure it against set goals in order to provide career opportunities. , some set new goals based on both individual performance and organizational goals. At the same time, companies need to communicate that they care about the best people. These highly productive employees may consider leaving if they feel their job performance is undervalued. However, it is even more important not to create false expectations. Mismatched expectations often lead to employee turnover, while well-managed expectations can act as a powerful retention tool. Articulating expectations clearly, fostering an environment of mutual trust, and recognizing that individual expectations change over time is one of the most successfully used techniques in this area. 2. Flexible work support
Flexible working arrangements are a key value proposition for employers, as workers want flexibility in when, where and how they work. Many employers are now preparing to welcome employees in person, but most understand that there will be no return to 'business as usual' and that the 'new normal' will be a hybrid. The question for organizations is how to manage and profit from these developments. To provide flexible operational support, managers must build mutual trust. Other strategies include setting clear guidelines for remote work, creating a level playing field for all employees, focusing on results rather than time, and helping employees establish boundaries between work and personal life. (e.g. switch off occasionally). . 3. Mental health and wellness
When it comes to mental health and wellbeing, it's important that employers give employees more buffer time between tasks and meetings so they can refocus and reenergize. .Training managers to be empathetic leaders by providing emotional support to employees and encouraging (and rewarding) them to look out for signs of emotional distress and burnout To do. Make psychiatric services easily accessible. Use people analytics to identify issues. The last point is particularly noteworthy as the various apps currently available on the market allow companies to better understand employee behavior, especially with respect to different work patterns that contribute to stress and fatigue. To do. By identifying such issues, management can take appropriate steps to mitigate their negative impact and promote employee health in general and mental health in particular.
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