A refreshed approach to HR transformation
The future of work is on our doorstep. With the arrival of the coronavirus crisis and enterprises’ focus on business continuity, long-anticipated shifts in the world of work have, overnight, become the key to business survival. Digitalization, remote working, and agile workforces are now essential to organizations’ capacity to operate in an age of fluctuating lockdowns and economic uncertainty. As The Economist noted, while the CFO was the corporate hero of the 2008 financial crisis, in 2020 company leaders are looking to CHROs to secure their business in a COVID-19 impacted world.
One of the main priorities for HR to consider is employee experience, which matters in the near and long-term. Research from Mercer’s Global Talent Trends Study shows energized employees are more resilient, more likely to stay, and more ready to reskill – all vital to helping the business return to work and thrive in the post-coronavirus reality.
Winning organizations activate for impact starting with the design thinking found in a Target Interaction Model. Adopting TIM means breaking away from traditional HR operating models in favor of dynamic ways of working that flex to business needs.
So how do you focus on the initiatives and programs most likely to deliver impact in the new environment, while doing so cost-effectively?
We have outlined the four critical steps in our new paper, Designing for Remote Employee Experiences, to jump-start HR.