Sunday, January 3, 2016

“Digital Master” New Year Tuning Chap 8 - How to Manage Digital Workforce Effectively?

Digital is the age of continuous delivery.

People are always the most invaluable asset in organizations. However, the varieties of industry surveys continuously show that more than two-thirds of employees do not feel engaged in the work; and more than 50% of senior executives across industries believe that their organizations have not fully leveraged the power of digitalization in HR and talent management. Thereby, it is emphasizing the strategic imperative and critical need for changes. So what’s the People 2.0 all about to drive a behavioral, cultural, and educational transformation by new technological paradigms and fine tune the true Digital Masters?

Employee Engagement 2.0: With the abundance of information and the blossom of digital technologies and social platforms, many traditional activities such as monthly town halls or annual retreats are no longer sufficient to keep employees satisfied or motivated. They seek more visibility and involvement in achieving strategic goals of the organization to drive constant engagement. Social listening with an organization is another digital trend that is gaining traction. Leadership who listens well and provides ample room for the career development and staff managers who actively partners with HR to develop and promote a clear, simple plan for career progression sounds almost too simplistic, but it is indeed the most efficient and inexpensive route to higher employee engagement. It’s also the time to reimagine the fundamentals of how organizations work. The reality is that the organizational structures and relationships with and between employees were designed for a very different age, so it’s the time to reimagining digital workforce and workplace, don’t make the rules or structure too restrictive, and leave the room for management innovation, to strike the right balance between orders (structure) and "chaos (sparking innovation), between team setting and cross-functional communication and collaboration; between "old ways" and new ways to do things, in order to improve employee engagement and overall business maturity.

Continuous Performance Management: Digital is the age of continuous delivery, and digital strategy execution is an iterative continuum. From employee performance management perspective, there is a danger of not having a process to "develop and nurture" performance, bias and favoritism are common in the workplace. Waiting until once per year or even every six months to evaluate workers is also not enough to know key performance nor should it be. if the company's culture is democratic and that the evaluation is given on the effectiveness and efficiency of people based on the strategic plan and the routine duties of persons. How about real-time appraisals that take place consistently and can be tracked accordingly. A change in focus from evaluating the individual to partnering with the employee to evaluate the quality of the interactions the employee has started with the manager and employee. Each objective has milestones that the progress can be tracked by either the employee or manager and recorded in the talent system.The idea is to get away from the annual event based on stale data and poor record keeping. The basic premise is that every conversation a manager/supervisor has about project status or feedback is recorded as an assessment of current performance, with the goal to map every individual's performance and potential with business strategy execution more closely and seamlessly.

Digital Talent Management: Talent Management is about building talent competency of the business, it comes with the set of practices of identifying, acquiring, developing, deploying, and retaining well-qualified people throughout an organization and managing & refining business culture as well. Digital Talent Management or Talent Management 2.0 now is all about transparency, active listening, and trust in the wisdom of the team, and constant experimentation. For example, digital learning is about combining traditional face-to-face sequences with digital platforms to train and develop talent. And Digital collaboration today is less about mere information or document sharing and more about leveraging collective wisdom to break down silo thinkings, build interactive and multichannel communication processes to help accelerate and secure workforce buy-in to achieve an optimal business result.

So the digital organization of the future is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of challenges and strategic imperatives of the 21st century. The work is not just the place you go and paint only a small piece of a large puzzle, but an experiment lab you can connect the future dots. And digital organizations today have the blurring borders and uncharted frontiers, growth and innovation are heavily dependent on having the right talent with growth mindsets in the right places at the right time. So it’s important to create a positive, hybrid, and dynamic working environment where talent can develop and learn more rapidly and unleash employees’ potential to accelerate business growth and digital transformation.


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