What’s putting your organisation’s success at risk?

The PwC study based on interviews with 1,200 business and HR leaders in 79 countries,gauges the importance of 45 organisational capabilities and lists 10 of the most important risk zones.

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Organisations are at the cusp of a radical change. They need to work towards the future to be able to survive.

This change is very critical on the people’s front. Most HR heads are aware of what needs to be done, but fail to get their organisations to act on it.

A study by PwC suggests that while organisations realise that capability is important to the future of their business, they yet to take any action. This, in fact, is putting the businesses into the risk zone.

Companies need to use insights from big data and advanced analytics when it comes to workforce decision making, and use data analytics to predict and monitor the skill gaps in the workforce. Although companies are aware of this, they fail to act. Similarly, more and more HR leaders need to increase the depth of understanding of the technological landscape.

Businesses need to move away from an ‘up-or-out’ career model towards multiple career paths that cater to diverse employee needs and aspirations. The talent practices and processes (e.g., rotations, secondments, learning and development opportunities) have to be designed to nurture employees. In addition, workspace designs need to promote well-being, for instance, with spaces for relaxation, recuperation and to accommodate a variety of working styles. All of these will affect the future workforce and business.

The PwC study, which is based on interviews with 1,200 business and HR leaders in 79 countries to gauge the importance of 45 organisational capabilities, has listed 10 of the important risk zones as follows:

1. Data-driven decisions
2. Skill gaps
3. Biases
4. Level of technological know-how of HR
5. Flexibility of talent
6. Manageability of workloads
7. Workforce planning
8. Modern career paths
9. Adaptability
10. Ecosystem of workspaces

“Indian leaders today understand the importance of data analytics. However, there is a marked gap between realising the importance and taking the right and adequate steps to build the organisation systems and processes that enable insights-based decision making consistently. We need to address this gap and look at using advanced analytics in enhancing employee experience, to be future ready,” says Chaitali Mukherjee, leader, people and organisation, PwC.

The top three capabilities, which are at risk in the Asian countries are, decision making through data analysis, engaging flexible talent and managing the workload.

The study has also come up with various steps and measures that organisations can take to be future ready.

Chaitali Mukherjee

Indian leaders today understand the importance of data analytics. However, there is a marked gap between realising the importance and taking the right and adequate steps to build the organisation systems and processes that enable insights-based decision making consistently. We need to address this gap and look at using advanced analytics in enhancing employee experience, to be future ready.”

Create competitive advantage through a more engaging experience

Organisations need to nurture those employees who are at the least risk of getting automated in the future, as they are going to be perceived as the future workforce of the organisation. The people experience is more about workload and working experience. Organisation need to initiate HR-led programmes to train these upcoming employees.

Use workforce analytics to make the most of your talent

Data analytics,particularly predictive analysis, is very much effective in giving a better people experience. Despite the fact that data analytics is so important, many organisation are falling short fulfilling the requirement.

Bring HR leaders and business leaders together to create real change

Many a time, the HR leaders and the business leaders are poles apart in some of the opinions that they make. According to the study, a higher percentage of HR leads thinks that developing a good career path for the employees gives better results, but only one-third of the business leaders agree to it. Similarly, 60 per cent HR leaders say that transparency is reducing concerns about how pay is set, but only 45 per cent of business leaders agree. The HR leaders and the business leaders need to be on the same page to ensurehealthy results.

Ensure that HR steps up to gain from technology

Though 60 percent of the HR leaders are mapping options to automate repeatable activity in their organisations, 63 per cent of the organisations are not ready to match up with the capability to do that.

Harness the potential of flexible talent and innovation

Organisations need to engage their employees, who are working from remote places and be open to their innovative ideas. But the study says that only 8 per cent of the respondents are capable of performing this task.

1 COMMENT

  1. Organisations are already since decades under pressure to manage with less people, and managers are expected to compile their own statistical reports without assistance, while have to attend several meetings, reply to volume of mails from all directions, keep compiling reports for various purposes in a multi-layered and matrix organisation, time spent in reporting and MIS all the time, less focus on strategic thinking, dialogue and value addition even if one wants to. Laptops keep people busy 24x7x365, and the organisations do not measure how much personal time is going in achieving the work targets and think people are available 24×7 hours at no extra cost working from home all the while. Meeting with the boss, meeting with the next boss, and meeting with the superboss now and then at short notices, and loads of statistics and presentations to be compiled without any concrete outcomes understood by all. Organisations pretend they are working. The bosses feel they are controlling the organisation keeping their teams busy all the while, and a next review is due even before complying with the discussions in the earlier meetings.

    Thus organisations are unproductively data driven in a so-called manner sans value addition and slowing down the pace of progress and keeping people on the defensive all the while about the work they do, expressing high expectations in an uncoordinated vacuum.

    Need to keep goals and time targets simple and manageable with support of the required eco-systems, crisp statistics and brief reviews and focus on action with trust on the individual not doubting performances all the while and asking for more and more data compilations, while colleagues may not be co-operating to compile the data at the pace required delivered at the last minute, and no body bothers if the data has not arrived, but person put under the pressure to be ready with the data, forgetting everything once the meeting is over, and looking back at the data only when the next meeting is some three days away. Organisations become a factory of meetings and reems of reports to be dumped unproductively, pretending to run the organisation.

    It is better if a sense of what is happening and what is expected are discussed and facilitated to perform better towards excellence with continuous improvements and innovation and people finding purpose and meaning in what they are doing with celebrated results, time allowed to perform and not put under constant pressure of statistics-reports and review and lengthy multi-level meetings, without the right eco-systems and workforce, impacting work-life balance, talent attraction and retention we so much are concerned about, making cosmetic changes but retaining the unproductive irritating work culture and work systems, which can be simplified, less time consuming, and pleasurable, creating the time to perform, learn and innovate, adding value and making the difference, enhancing talent engagement. for high performance, quality, productivity and ROI promoting excellence at all times and brand image, growth for the people and the organisation, learning to manage talent by exception.

    Investing time and money in people processes and upgrading them for high resolution performances in pleasurable purposeful collective sans burden and irritability and over supervised and over reporting and reviews in the name of big data, with small attention spans.

    Hope the rambling captures a real life ground image of how things happen often in working organisations.

    We yet need to learn One Minute Goals, One Minute Reprimands and One Minute Recognition
    towards excellence in Talent Management, moving from Good to Great!

    best regards, kshantaram
    Retired hrd professional consultant and Leadership Coach, India

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