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Companies are obliged to reinvent the relationship with talent

The disruption by COVID-19 has added to a labor agenda marked so far by the looming horizon of artificial intelligence and automation,

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The disruption by COVID-19 has added to a labor agenda marked so far by the looming horizon of artificial intelligence and automation, establishing a before and after in the company-worker relationship. Companies will have to reinvent themselves to manage talent.

The Talent Trends report just published by the LLYC consultancy detects three major lines of transformation for this 2021.

The first was already marked by digitization, but it has become even more accentuated. It has to do with the need to prioritize upskilling and reskilling of  locksmith mississauga employees, either to generate competitive advantages in the market, to respond to the prospect of longer careers or to provide leadership tools to managers lost in the relocation of the company. job. 

The second major change focuses on the establishment of new, more flexible relationship models between companies and workers, still too stagnant in the past and with little responsiveness to current employee priorities such as mental health, personal life balance and professional or the vindication of senior profiles. 

The third focuses on the growing importance of communication in a context in which teleworking and the anticipation of hybrid models can lead in the medium term to a destruction of the culture and the internal social fabric of companies, and in which Increasing employee activism in certain causes can create significant trust gaps.

These are the 5 trends that will mark talent in 2021.

Activist employee

We are increasingly giving more importance to the position of companies on certain social aspects and to the gap that occurs between the values ​​it espouses and the actual experience of the employee. In addition, there is a growth in digital activism that provides new tools and, above all, a climate of very powerful emotional contagion. 

For example, it will be necessary for companies to establish internal instruments to listen in time and detect employee concerns with enough room for maneuver so as not to fall into a reactive policy in the face of the phenomenon.

Eternal employee

Despite the effects of the pandemic, it is a fact that we will live even longer in the future. How that increasing longevity will impact models in which physical work will be less and less relevant due to automation is one of the conversations to develop in the coming months. 

If companies do not want to risk losing some of their best workers, embarked on this quest for a better work-life balance, they will have to offer more flexible relationship models. 

Continuous learners

The conversation about the need for upskilling (acquiring new skills) and reskilling (professional recycling) of talent in companies is not new, but it is more crucial than ever. Until now, technology had been the driving force behind the need for talent to be in a continuous learning process, but the impact of covid-19, together with the exponential growth of Artificial Intelligence, has triggered this key and will continue to do so. more in the coming months. 

Digital capabilities are soon to be a basic commodity in many companies, such as reading. In addition, some studies reveal that 91% of companies expect that the skill most in demand soon will be creativity.  

The new managers

According to a PwC survey, 54% of CFOs indicate that their companies plan to make telecommuting a permanent option. This presents us with several challenges, but one of the clearest is that managers will have to reinvent their usual way of managing teams if most of them work remotely. 

Empathy will be one of the keys to maintaining the human connection of the teams. Achieved productivity can only be a goal if attention is not paid to other areas.

From employee experience to life experience

2020 was a year that separated us physically but that, curiously, has brought us closer than ever personally. From one day to the next we were forced to change physical meetings for virtual ones. 

We allow colleagues, whom we normally only saw in professional settings, enter the privacy of our homes through the window of our webcam. 

In the coming months, companies will need to create a kind of new ‘digital label’ for the new normal that has to contemplate new elements as important as the right to disconnect or respect for flexible schedules, which can be adapted to particular circumstances each.

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