People Management is about building talent competency of the business by finding, renewing, and protecting the right of talent, streamlining positive energy flow, and ultimately shaping a talent competitive digital organization.
However, in most companies, people management is a silo discipline with outdated practices. Developing a highly mature digital fit workforce and talent competitive organization won’t happen overnight, it takes planning, adapting, and innovating to enable true meritocracy and make a smooth digital paradigm shift.
Gap/Risk identification: Due to the increasing speed of change and abundant information, outdated thoughts or knowledge, and skill gaps are the reality. There's also a disconnect of short-term staff needs and long term talent perspectives, out-of-date talent recruiting, and performance management practices and mechanisms. Too often, leaders are allowed to complain generically about what they mean by skill and competency gaps, but they pick the symptom, not dig through the root causes. Management should also identify regulatory risk which is related to employee behavior, regulations, and laws; or the negative impacts of law or regulation on an organization's ability to attract talent.
To fill talent gaps, organizations today need to discover and develop talent for tomorrow, rather than just hire for yesterday. To improve talent management effectiveness, organizations must identify the talent bench strength and weakness, address their common and unique skills requirements and map that out through some sort of skills/competency matrix, to achieve organizational goals at a technical, behavioral and attitudinal level. Today’s talent managers should isolate and address a much broader array of talent risks, taking into account a critical need to craft a solid talent strategy that supports business objectives and capital investments for the long term perspective.
People engagement: In many digital laggards with a traditional business setting, the overall employee engagement is very low, businesses still treat their people as cost, headcount, or human resource only. People fear to step out of their comfort zone and adapt to changes. Employee engagement and empowerment are important to build workforce competency. Digital organizations today need to redefine themselves in which talent can develop and learn more rapidly than anywhere else.
With emerging enterprise collaboration platforms and tools, cross-functional collaboration and social engagement are the new normal in the effective digital workplace. Focus on passion and the creative environment to consider Maslow’s Hierarchy of Needs. Higher levels of engagement come from recognition, feedback, growth, and opportunity. The organizations with the culture of empowerment will reap the benefits of knowledge workers who are willing to give discretionary effort and are always looking for ways to improve their own and team performance.
Training/talent development: If you want to create a truly high-performance team, you have to understand your people from mindset to attitude to behavior, and build the culture to encourage creativity, learning, and problem-solving. Each organization must be able to articulate clearly what constitutes “talent.” There is a different talent requirement to fit in different positions. What you can and should do is to provide the opportunities (talent development) for people to hone their talents and develop their skills, train them well and well align the employee’s professional goal with the strategic business goal.
Developing or creating talent is bringing up the hidden potential of people, discourage mediocrity which is often the root cause of negative vibes in the workplace. Identify areas of improvement individually (tech strengths), provide training on the specific aspect. Take advantage of the latest digital technology and online training, develop the tailored training solution in the most effective and efficient way to match the needs and demands.
Autonomy/self-management: High level of autonomy is the symbol of digital maturity. Either individually or collectively, self-management taps the inner and outer resources of strength, and to get yourself doing things with discipline and achieve the ultimate goals. A self-organizing team has the full authority on the business practices, processes, tools, engineering methods they would like to use to build business competency. At the company scope, organize a self-managed digital organization to define your circles, roles, and authority through the members of your organization, empower people, nurture trust, or inspire peace.
The high degree of the team’s or the organizational self-management capability reflects its maturity to be disciplined to do the work well in a dynamic and highly innovative environment. In these high-performance and high mature teams, the selection of roles is done automatically and naturally, people are able to adapt themselves and their organization through a collaborative and peer to peer approach. They can take ownership of their processes and achieve better-than-expected results. The goal for running a self-autonomous organization is to improve business efficiency, effectiveness, responsiveness, and flexibility.
Performance evaluation: You can only manage what you measure. There is a need to evaluate the performance of employees in a more objective and continuous way. Performance is a byproduct of engagement. The performance management alignment should be a smooth and harmonized process, build a flow zone in which people are ready for moving to a fluid working environment, and improve business achievement as an iterative continuum. It is all about creating a strong relationship, understanding, reflecting, and driving high-performance results.
Business executives nowadays are eager to set stages for implementing strategies and driving continuous performance management. Performance Management has KPIs that help to drive behavioral elements. The thought process, behavior, and outcome need to be assessed cohesively, to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement.
As the business ecosystem becomes hyper-connected, over-complex, and interdependent, people are the key determinant of the business’s long term success. People Management is about building talent competency of the business by finding, renewing, and protecting the right of talent, streamlining positive energy flow, and ultimately building a talent competitive digital organization.
Gap/Risk identification: Due to the increasing speed of change and abundant information, outdated thoughts or knowledge, and skill gaps are the reality. There's also a disconnect of short-term staff needs and long term talent perspectives, out-of-date talent recruiting, and performance management practices and mechanisms. Too often, leaders are allowed to complain generically about what they mean by skill and competency gaps, but they pick the symptom, not dig through the root causes. Management should also identify regulatory risk which is related to employee behavior, regulations, and laws; or the negative impacts of law or regulation on an organization's ability to attract talent.
To fill talent gaps, organizations today need to discover and develop talent for tomorrow, rather than just hire for yesterday. To improve talent management effectiveness, organizations must identify the talent bench strength and weakness, address their common and unique skills requirements and map that out through some sort of skills/competency matrix, to achieve organizational goals at a technical, behavioral and attitudinal level. Today’s talent managers should isolate and address a much broader array of talent risks, taking into account a critical need to craft a solid talent strategy that supports business objectives and capital investments for the long term perspective.
People engagement: In many digital laggards with a traditional business setting, the overall employee engagement is very low, businesses still treat their people as cost, headcount, or human resource only. People fear to step out of their comfort zone and adapt to changes. Employee engagement and empowerment are important to build workforce competency. Digital organizations today need to redefine themselves in which talent can develop and learn more rapidly than anywhere else.
With emerging enterprise collaboration platforms and tools, cross-functional collaboration and social engagement are the new normal in the effective digital workplace. Focus on passion and the creative environment to consider Maslow’s Hierarchy of Needs. Higher levels of engagement come from recognition, feedback, growth, and opportunity. The organizations with the culture of empowerment will reap the benefits of knowledge workers who are willing to give discretionary effort and are always looking for ways to improve their own and team performance.
Training/talent development: If you want to create a truly high-performance team, you have to understand your people from mindset to attitude to behavior, and build the culture to encourage creativity, learning, and problem-solving. Each organization must be able to articulate clearly what constitutes “talent.” There is a different talent requirement to fit in different positions. What you can and should do is to provide the opportunities (talent development) for people to hone their talents and develop their skills, train them well and well align the employee’s professional goal with the strategic business goal.
Developing or creating talent is bringing up the hidden potential of people, discourage mediocrity which is often the root cause of negative vibes in the workplace. Identify areas of improvement individually (tech strengths), provide training on the specific aspect. Take advantage of the latest digital technology and online training, develop the tailored training solution in the most effective and efficient way to match the needs and demands.
Autonomy/self-management: High level of autonomy is the symbol of digital maturity. Either individually or collectively, self-management taps the inner and outer resources of strength, and to get yourself doing things with discipline and achieve the ultimate goals. A self-organizing team has the full authority on the business practices, processes, tools, engineering methods they would like to use to build business competency. At the company scope, organize a self-managed digital organization to define your circles, roles, and authority through the members of your organization, empower people, nurture trust, or inspire peace.
The high degree of the team’s or the organizational self-management capability reflects its maturity to be disciplined to do the work well in a dynamic and highly innovative environment. In these high-performance and high mature teams, the selection of roles is done automatically and naturally, people are able to adapt themselves and their organization through a collaborative and peer to peer approach. They can take ownership of their processes and achieve better-than-expected results. The goal for running a self-autonomous organization is to improve business efficiency, effectiveness, responsiveness, and flexibility.
Performance evaluation: You can only manage what you measure. There is a need to evaluate the performance of employees in a more objective and continuous way. Performance is a byproduct of engagement. The performance management alignment should be a smooth and harmonized process, build a flow zone in which people are ready for moving to a fluid working environment, and improve business achievement as an iterative continuum. It is all about creating a strong relationship, understanding, reflecting, and driving high-performance results.
Business executives nowadays are eager to set stages for implementing strategies and driving continuous performance management. Performance Management has KPIs that help to drive behavioral elements. The thought process, behavior, and outcome need to be assessed cohesively, to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement.
As the business ecosystem becomes hyper-connected, over-complex, and interdependent, people are the key determinant of the business’s long term success. People Management is about building talent competency of the business by finding, renewing, and protecting the right of talent, streamlining positive energy flow, and ultimately building a talent competitive digital organization.
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