More power to HR in 2019
More power to HR will mean more responsibility. HR will continue to be a driving force of change in 2019 and beyond. Given the competitive landscape that organisations operate in today, HR teams have opportunities aplenty to make a sustainable difference to business growth, cost margins, driving competencies for the future and enabling a readily deployable workforce. Customers today have access to several competing organisations, and therefore, consider good HR practices an asset, while aligning with a business partner. Automation of processes and systems will still require highly-skilled manpower to enable business growth considering the marketplace is no longer limited to a geography.
“Technology majors strive to outdo each other with higher cost interventions to encourage stickiness of their employees”
The global landscape has ensured that sound HR systems will drive the growth plans of organisations across green field opportunities. HR will be the enabler for seamless integration, transition and strategic interventions.
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The biggest challenge for HR in your sector
Scanning the marketplace for talent is only one of the challenges that HR teams face. It is a perennial challenge that will not go away anytime soon. Considering the rapid changes in technology, attracting talent with the relevant skills and competence will be tough. Add to that the high expectations to deliver exceptional performance within short timelines! Our sector calls for domain-based subject matter expertise coupled with a technological outlook. Merging both to engage a top-notch workforce that can compete with global competition is an exciting challenge we love to solve. Technology majors strive to outdo each other with higher cost interventions to encourage stickiness of their employees.
“The involvement of various HR functions, be it regulatory, statutory, legal, talent acquisition and partner engagement can largely impact how an organisation can leverage the temporary workforce”
However, studies have indicated that employees want to grow with organisations that manifest qualities of fairness, equality, and respect while providing a challenging environment that enables them to explore professional and personal strengths. So organisations such as ours, that recognise and encourage a culture of inclusivity and diversity, and maintain a truly global workplace, will continue to possess the force to take on larger business opportunities.
Role of HR in the temp workforce
India is no stranger to the temporary workforce. It has always leveraged and utilised workforces for short-term skill engagements, where maximum benefit is derived by both the temporary workers and the business. This is across industries and skill sectors. The technology sector is also welcoming the gig workforce with open arms. Short-term assignments, varying skill expectations, rapidly changing niche technology spheres, all call for the engagement of the workforce that is not tied down for the long term and non-deployable at a later stage. Gen X and Z are also contributory factors, considering that long-term commitment is not an aspect that engages that age-bracket. The involvement of various HR functions, be it regulatory, statutory, legal, talent acquisition and partner engagement can largely impact how an organisation can leverage the temporary workforce.
“Gearing systems towards an invisible workforce that does not require to physically come together to work together”
Unionisation of employees: a big challenge in 2019
‘Unionisation’ is a monster that has lifted its head in the past without much success. As long as there is fair pay, treatment and practices above the minimum stipulated by law and opportunities available to keep insecurity at bay, people will not unionise. The workforce in the IT and technology sectors are educated, mature and will not require collective bargaining.
“Our sector calls for domain-based subject matter expertise coupled with a technological outlook. Merging both to engage a top-notch workforce that can compete with global competition is an exciting challenge we love to solve”
Developing new skill-sets for the future workforce
Having an employable workforce that is future ready is an exciting challenge that engages businesses and HR leaders. Can we predict and drive HR strategy directing what it will take to build a future-ready organisation?
Some parameters that we need to look for are:
– How quickly the future workforce can assimilate the culture of the organisation
– Gearing systems towards an invisible workforce that does not require to physically come together to work together
– Building technology-enabled connected platforms for multicultural and lingual teams
– Seamless roll-out of operational drivers leading to higher employee engagement
– Leveraging technology to enable skill building and competency enhancement
– Integrating with educational institutions at the grass-root level for a readily employable workforce.
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