What we’re reading – 10 March 2017
Deloitte’s Human Capital Trends 2017 Report
REG says: The report presents the top 10 trends as Deloitte sees them, based on their research with 10,000+ respondents from 140 countries. These trends are representative of what we see and hear in organisations we work with and people we speak to: issues of digital leadership, the future of work (is now), digital HR, analytics, and the augmented workforce (e.g. robotics and IR).
The 10 trends are:
- The Organization of the Future: Arriving Now
- Careers and Learning: Real Time, All the Time
- Talent Acquisition: Enter the Cognitive Recruiter
- The Employee Experience: Culture, Engagement, and Beyond
- Performance Management: Play a Winning Hand
- Leadership Disrupted: Pushing the Boundaries
- Digital HR: Platforms, People, and Work
- People Analytics: Recalculating the Route
- Diversity and Inclusion: The Reality Gap
- The Future of Work: The Augmented Workforce
(It’s good to know Deloitte hasn’t given up on the Oxford comma. )
They also make the point that discomfort with the pace of technological change is not new, but that a new set of digital skills are required both for organisations and for the individuals within them.
“Today, a new set of digital business and working skills is needed. As we discuss in this report, companies should focus more heavily on career strategies, talent mobility, and organizational ecosystems and networks to facilitate both individual and organizational reinvention. The problem is not simply one of “reskilling” or planning new and better careers. Instead, organizations must look at leadership, structures, diversity, technology, and the overall employee experience in new and exciting ways.”
How to Push Your Team to Take Risks and Experiment
REG says: We see many organisations struggling with the idea of failure and experimentation. For some, the nature of their work means true failure is not an option, and as a result they have fostered a culture of perfection that discourages (safe) experimentation. For others, pockets exist where failure is acceptable and experimentation rewarded, but this is often constrained by a broader resistance to the idea that either failure or experimentation can have a place in the organisation. This piece offers four strategies managers can employ to push their team towards risk and experimentation, and focuses on divergent – not creative – thinking as an important skill individuals need to develop for innovation and future success.
“Divergent thinking is different from creative thinking. It’s not the ability to come up with an original idea, but the ability to come up with lots of different answers to the same question. Divergent thinking looks more like insatiable curiosity than like original ideas. It is an essential skill for innovation because it provides team members with the foundation to create great tests. The goal is to gradually change a company’s culture from one of finding the right answer to one of exploring and testing many possible answers.”
Long read: #CMGRHangout Presents: Building & Managing Communities on Slack
REG says: This week’s long read is actually a long watch: An interesting panel discussion for which it’s worth setting aside an hour. Note not all the panelists are Slack advocates, but they are all community professionals and approach the topic from this perspective. The panel discuss topics such as the advantages and disadvantages of Slack as they see it, getting buy-in for using Slack, onboarding new members and the KPIs they use to measure their Slack communities.