Talent Buzzwords 2016
Digital will rule when it
comes to managing talent. Performance accountability will increase with
differentiation between the top talent and rest of the employees continuing to
rise. Four HR leaders talk about the buzz that will get stronger in the coming
months
ANURANJITA KUMAR CHIEF
HUMAN RESOURCES OFFICER, CITI SOUTH ASIA
HR To Go Digital
Expect digitisation to
continue to be a key disruptor in 2016, with enterprises leveraging the
integration of big data, cloud computing, mobile and smart technology.HR has
witnessed exponential progress in the use of technology.Mobile applications and
social networking platforms for recruiting, virtual interviews and employee
social networks, as well as predictive analytics and crowd learning together
form the new norm. HR professionals will embrace technology and leverage
data-driven decision-making to redefine talent management, employee engagement
and people policies.HR big data capabilities will become more intrinsic to the
function and technology will enable employee and business interactions, driving
an overall culture shift.As digitisation and analytics become more fundamental
to business advisory, resulting in innovative and agile people management
practices to stay competitive, HR will have truly gone digital.
ABHIJIT BHADURI CHIEF
LEARNING OFFICER, WIPRO
Learning Agility to Rule
Digital disruptions are
generating new approaches to hiring. Roles change constantly. So employers will
increasingly use programme hiring, with people being hired for qualities like
learning agility or ability to deal with ambiguity, rather than to fill specific
vacancies.Fungibility of talent will matter.Differentiation between top talent
and the rest of the employees will rise.Specialists and those with niche tech
skills will be chased by employers across sectors. Leaders will be outstanding
shapers of talent.Expect to see more variants of employment contracts beyond
permanent, temporary, part-time and contractual, and covering even senior-level
roles. This will lead to employers taking a broader view of talent.In digital
organisations, collaboration is a much soughtafter competence. Hence
performance management will increasingly incorporate peer feedback to identify
leaders who can work seamlessly across the organisation.
PIYUSH MEHTA CHRO, GENPACT
Workplaces will Transform
2016 will see the workplace
transforming itself to meet the needs of the current workforce, which is
multi-generational, with the majority falling in the millennial bracket.
Genpact is seeing a similar pattern as we craft the people strategy for the
next couple of years.This means that workplace design will be driven by the
innovation and collaboration agenda, in addition to addressing workforce needs
of informality, flexibility and sociability. Technology may be the medium, but
the outcome will be towards creating a space that connects people across
diverse backgrounds and skillsets to work as a cohesive unit. Social media and
mobile will become as enabling as email.Partnerships and extended ecosystem
alliances will change the way talent is sourced (talent-on-tap, contingent
workforce forums, open recruiter networks), developed (rapid reskilling and
reinforcement) and engaged (diverse career opportunities provided across the
ecosystem).
K RAMKUMAR EXECUTIVE
DIRECTOR, ICICI BANK
Make, Not Buy, Talent
We will realise that with
minimal investment in skilling and some patience in not demanding immediate
results, we will unearth loads of talented young people in India. “Make, not
buy“ will be the buzzword.Another new buzz phrase is going to be `performance
accountability at all levels'. This will help restore credibility to the
performance management process. More and more boards will spend time ensuring
that the CEOs and their senior teams are held as much accountable for
performance as the coal face employee. The demand for leveraging technology to
deliver `just-intime performance support' will grow. Enlightened organisations
will see that there is greater value in doing this than being solely dependant
on incentives and the threat of sacking.The hope is that leaders will realise
that nurturance and not process and analytics releases human ability. This
realisation will in turn help HR fearlessly play the role of culture shapers
and not process enforcers.
ET11JAN16
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