Talent tango: Fresh faces, sharp skills, or tech triumph? HR’s 2024 balancing act
For us, the top priority in 2024 will be to develop new skills. While newer skillsets, multi-skilling and upskilling would take centre stage, new talent and new technology would come in based on need. Our renewed focus on superior quality and better asset utilisation needs skillupgrade campaigns in several areas. In line with this, we have started enterprisewide programmes in the following three areas —i) larger foray into AI/ML based problem-solving; ii) safer operations through adoption of emergent safetymanagement methods and tools; iii) adoption of analytics as a way of life. Adoption and practice of these formative processes will improve our employee retention. Employees have already started showing keen interest in these programmes. Thus, attracting new talent will become easier. With this major shift to the world of analytics, adoption of new technology will also become easier.
One of the ways in which hybrid can become a true and win-win value proposition is by ensuring very sharply-defined KPIs/metrics for each employee
Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?
Hybrid working is a reality and is set to continue as an accepted and mainstream working model. Except for manufacturing operations and its related functions such as logistics and quality analysis (QA) where a physical presence is mandatory, the other functions will assimilate hybrid working as a reality. In fact, I consider it to be a unique employer-value proposition. Today, there is a purported myth around lower work output/efficiency in the hybrid-working model. One of the ways in which this model can become a true and win-win value proposition is by ensuring very sharply-defined KPIs/ metrics for each employee and clearly stating daily/weekly outcomes. This will improve accountability of output and thereby make hybrid working a reality.
Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?
In our quest to improve diversity and inclusion, we have put in place programmes and policies that encourage representation and participation of diverse groups of people, including people of different genders, races and ethnicities; with different abilities and disabilities; following different religions, cultures; belonging to various ages; having different sexual orientations; belonging to diverse backgrounds, and with different experiences, skills and expertise. To make this a success and to make quantifiable progress, measurement metrics have been put in place.
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