Saturday, December 1, 2012

People 2.0: How to Accelerate Employees to the top of Maslow’s Pyramid 2.0

A starting point for designing a People 2.0 road map is to ensure that the organization has a strong platform for building digital capabilities.

According to Maslow, once a person has fulfilled a need for one layer, they’ll move up to a higher level. And numerous studies have shown that in the workplace, the revised Maslow pyramid 2.0 is a good practice: if you’re going to motivate your people, besides compensation, fair and consistent talent management should be in place, acceptance, appreciation and affiliation can attract talent to have sense of belonging, at digital era, and today’s cross-generational, cross-cultural and cross-geographical working dynamic, the new generation of workers also pursue freedom, independence, and autonomy, at highest level, to find meaning, purpose and mastering of work, so focus on what will matter most to your employees.



 A survey from Capgemini indicates that over 50% of senior executives across industries believe that their organizations have not fully leveraged the power of digitization in HR and recruitment. This has resulted in the HR function lagging other business functions, thereby emphasizing the critical need for change.

Therefore, from the report, People 2.0 has been proposed as the behavioral, cultural, and educational transformation of employees and organizations driven by new technological paradigms. People 2.0 is built on the four key pillars of Collaboration, HR, Talent and Management. Digitization has triggered a transformation across each of these areas resulting in benefits as well as transformational challenges.

1.    Collaboration 2.0

Collaboration, today, is less about mere information and document sharing and more about leveraging collective intelligence. The increasingly virtual and dispersed nature of organizations and the growing workforce of employees receptive to 2.0 technologies are two factors redefining collaboration practices both within the enterprise and with external stakeholders as well.

2.    HR 2.0

The HR department plays a critical role with the dual responsibility of not only transforming itself but also helping steer the transformation of work practices by leveraging technology. The challenge now for organizations is to most effectively communicate “what they stand for” and “what they offer” to prospective employees. The latest research pointed out that engaged employees put forth 57% more effort and are 87% less likely to leave their company than employees who consider themselves disengaged7. Consequently, organizations have begun.

  • Digital Recruiting: A recent development in recruiting has been the use of social recruiting techniques to reach out to a wider talent pool in real time. Employers need to realize the benefits and reach of the recruitment innovation initiated on social media and mobile channel, gauged by the fact that despite the ubiquity of the mobile web, social media, and apps, approximately 92% of the Fortune 100 companies still ignore them for their recruitment initiatives.
  • Employee Engagement 2.0: Today compensatory benefits, monthly town halls or annual retreats and other traditional activities are no longer sufficient to keep employees satisfied and motivated. They seek more visibility and involvement in the strategic objectives of the organization to drive constant engagement. Social listening within the organization is another trend which is gaining traction.

3.    Talent 2.0

Performance management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state. Improved transparency, goal tracking, real-time feedback, and enterprise-wide acknowledgment/ recognition of achievements are some of the key drivers, which result in the adoption of digital and social performance management systems. And the role of talent in a People 2.0 environment can be primarily seen in Learning and in Performance Management

  • Learning 2.0: is about combining traditional face-to-face sequences with digital platforms to train and develop talent. Learning and development platforms with social features, for peer learning, coupled with web training /webcasts for diverse teams across geographies, are being increasingly adopted by companies across sectors.
  • Performance Management 2.0: Digitization has a direct impact on the way companies manage talent and their performance. Performance management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state. Improved transparency, goal tracking, real-time feedback, and enterprise-wide acknowledgment/recognition of achievements are some of the key drivers, which result in the adoption of digital and social performance management systems.

4. Management 2.0

The era of face-to-face, top-down management, and communication – something that is reassuring for many traditional managers – is beginning to change. Management 2.0 is now all about transparency, active listening, trust in the wisdom of the team, giving proper credit where it is due, and constant experimentation. The adoption of a new generation of Enterprise 2.0 tools is providing organizations with potential better control over exchanged information by allowing it to be reviewed, moderated, and corrected by multiple stakeholders.

  • Mobilization 2.0: Mobilization is all about a new kind of Change Management, one empowered by digital tools and relying on a winning combination of face-to-face and virtual initiatives. It involves the creation of an interactive multi-channel communication and sharing process to generate awareness about new digital tools and processes help accelerate and secure workforce buy-in.

5. Roadmap for Successful Transformation

This redefinition People 2.0 needs to occur by visualizing the HR function as a people supply chain, as a people marketer and as a thought leader. A transition to People 2.0 is complex, given the constantly changing number of options and the magnitude of the impact that each option has across the organization.

  • Build Digital Capabilities: A starting point for designing a People 2.0 roadmap is to ensure that the organization has a strong platform for building digital capabilities. Companies should first assess their digital maturity before building their readiness to change by creating an environment where continuous talent development and collaborative values are encouraged. A successful transition to People 2.0 must be based on a well-designed plan addressing all the company’s dimensions to support both business and people ambitions.
  • Employees' personal experience: A third challenge is the potential for confrontation between the 2.0 ‘personal experience’ and the professional environment that is offered at the workplace. The rapid spread of social tools across the length and breadth of organizations will play a compounding role in this transformation.
  • Culture management: A company’s culture is as important to the success of a People 2.0 endeavor as the business issues driving it. Most importantly, HR together with management should build a bottom-up culture where employees feel free to share their practices, knowledge, and honest feedback through multiple digital channels.
  • Redefine the people function mission: In the digital age, organizations need to re-define and re-invent their HR missions. They need to understand the extent to which digital technologies enable people to manage an integrated ecosystem of stakeholders and operate as an efficient and effective Strategic Business Partner.
  • Digitize the HR infrastructure: The digitization of the people function brings with it the dual challenge of the HR delivering on its traditional administrative role while simultaneously transitioning to a more strategic role requested by the new ecosystem.
  • Sustainably engage workforce hearts & minds: Encouraging employees to use internal social media tools by championing them, through a careful identification of change agents and/or community managers is a must. Offering visually rich, natural and intuitive environments.
In summary, such People 2.0 transformation, even for the agilest organizations, is a significant challenge and a well-planned journey. How fast and effective is this transformation will determine whether organizations can be talent magnets and how businesses compete for the future with digital speed and adaptive talent pipeline. 

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