2021 – changing organisational design
Talent acquisition will become increasingly net-based. Predictive AI tools will be used to assess and support hiring decisions. Block- chain will become critical to redefine the talent-acquisition process. New skill-sets and leadership competencies will be sought out. With travelling, physical working and such other limitations losing importance, chances of a more inclusive and diverse workforce (particularly gender, location and age based) will be enhanced. Perennials will emerge as the new workforce segment, replacing the Millennials. Unlike the past, this segment will not be based on age cohorts, but on the basis of the talent capability irrespective of age, gender, language, religion and so on, to fulfill the organisations firmographics and work requirements. People analytics will become a super-speciality. Bespoke cloud-based HR ERPs will have greater acceptability, even in classical brick-n-mortar companies. Many more HR roles will get outsourced. Fancy offices will be disinvested in, controlling the infrastructure and supporting administrative costs. Some of the savings will be further reinvested in strengthening and purchasing technological infrastructure, cloud space, bespoke software and IT assets. ‘Galvanising’ skills – that help leaders provide a protective cover to their workforce in times of adversity – will ensure organisational sustainability will not be a question for reasons of talent erosion, but will become a leadership success determinant. The bespoke organisational talent-rewards growth ‘calculus’ will be reset in alignment with the new challenges. ‘MACE’ programme resets will become necessary – the motivation models, alignment to purpose, connection & engagement of talent, will all get dynamically designed and have to be frequently renewed.
“People analytics will become a super-speciality. Bespoke cloud-based HR ERPs will have greater acceptability, even in classical brick-n-mortar companies”
Blurred work-life balance: managing employee experience to managing the life experience
Employees’ mental well-being and domestic happiness will deteriorate on account of such intrusive erosion into the work and life spaces without any clearly defined boundaries. ‘Work from Anywhere’ (WFA) norms will emerge, backed by structured administrative policies. The organisational policies may allow hiring co-sharing spaces near employees’ residences, to avoid travel to office. Employees’ frustrations and inter-se conflicts will grow in the ‘WFA’ situation. This will disturb organisational alignment and social health. In house counselling and similar services will have to be offered. Workplace socialisation, which is critical to organisational health, will take a severe beating.
