The path of digital workforce management won’t be straight. Developing a high mature digital workforce won’t happen overnight, it takes planning, adapting, and innovating.
It takes a clear vision and unique path to shape the high competent digital workforce, accelerates business performance, and maximize digital potential.
Workforce planning: Workforce planning is an integral component of the strategic planning of the business. Strategic workforce planning requires collaboration among HR staff, managers & executives, apply information analytics, and other technology-enabled solutions to integrate disparate planning sources and gain a comprehensive knowledge of the organization's collective talent requirement, skill gaps, and people insight. It’s an entirely new approach that uses tools and resources often weren’t available in the past. Whatever workforce management programs you run need to be smoothly aligned with the business’s strategic goals, improve the overall organizational performance, and maximize its potential.
However, in most organizations, the amount of segregation and number of silos, the lack of cross-functional communication, and the amount of competition in the workforce are still the business reality today, cross-functional collaboration within the business only occurs occasionally. To break down silo mentality and traditional talent management techniques, workforce planning and management have to become more dynamic, analytic, and systematic, engaging workforce planning, deployment, and development based on performance both qualitatively and quantitatively.
Workforce analytics: We live in an information abundant world, organizations today should have data orientation in anything they do. Every organization must address their common and unique skills requirements and map that out through some sort of skills/competency matrix within their organization. Peter Drucker provided six perspectives on knowledge worker’s productivity: well-defined tasks, self-management, continuous learning, continuous innovation, quality over quantity, talent as a human capital/asset than the human resource, etc. Talent analytics is crucial to put the right people in the right position, build a highly competitive digital workforce, and shape high-intelligent business.
We are experiencing rapid change and exponential knowledge growth. People are human assets and capital. Talent analytics will bring business leaders together across the organization to share their experience and insight wherever there is a gap in the system, identify the root cause of low performance and competency gaps, help to streamline and identify root causes immediately and give practical guidance for improving and ordering talent relevant data and using it in creative ways to gain predictive insight and competitive advantage.
Social analysis: Digital workforce today is more global, flexible, and virtual in the hyperconnected digital world. Organizations use social platforms and collaboration tools to communicate, learn, and grow, engaging diverse and intellect minds in brainstorming and co-solving problems. Doing social analysis helps to develop a digital talent pipeline, improve effective communication, and collaborative innovation.
Social analytics is an important tool for leadership development and talent recruiting and management. The term social hiring, social media hiring, social recruiting, etc. are interchangeable. You can define it as a process for quickly attracting the appropriate candidates using a number of digital technologies and messaging platforms, in an integrated manner. The knowledge/recognition of achievements is some of the key drivers, which results in the adoption of the digital talent pipeline and social performance management.
Embracing futuristic trends: The "view of the digital landscape” has many dimensions technically, scientifically, philosophically, psychologically, and sociologically. You have to look into an unknown future and attempt to define the landscape with its risks and opportunities and shape an adaptive workforce to overcome the challenges. In the company of the future, emotion and action are re-emphasized for competencies going forward. It’s important to embrace the futuristic trend, build the updated competency model, assess the talent's overall capability to solve problems, strike the right balance of communication fluency, learning agility, and professional capability.
With increasing speed and hyper-connectivity of digital businesses, talent management systems are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state. The digital workforce management means change driven through growth mindset, coordination achieved through emergencies; decisions made through collective wisdom, people motivated toward intrinsic rewards, and risk mitigated via business insight and foresight.
The path of digital workforce management won’t be straight. Developing a high mature digital workforce won’t happen overnight, it takes planning, adapting, and innovating. The part of the digital transformation journey is to prepare people to get digital ready psychologically and professionally; inspire discovery, autonomy, and mastery, build a sense of purpose and mission, and translate senior management vision and goals into workforce "language” and competency.
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