The talent management industry will always be responsible for introducing workforce changes, whether it is controversial or universally accepted.
With engagement, employee job satisfaction and productivity all at risk when it comes to new developments, the implementation of successful change strategy is of dire importance to the HR function.
The modern business world requires employees to perform at a much higher level than ever before, which can include the rapid development of new skills and understanding of processes to successfully undertake their responsibilities. At the same time, those in executive and managerial roles must be prepared to think creatively when it comes to exerting their influence on a changing workforce.
Organizing change in the multiple levels of the generational workforce
2015 Was the first year in history that the workforce has incorporated employees from five different generations, each of which thinks and acts differently from the next, posing a challenge to the human resource department. A study by Pew Research Trends found that those aged 18 – 29 were the most open to change and progressive of all the age groups in the work force.
This means millennials can be considered the easiest generation when it comes to change management by HR, but leaves the function with the task of developing new and innovative strategies to influence the remaining generations to accept newly introduced developments.
For this reason, HR needs to develop success strategies that detail how it intends to cope with influencing change in each organization
Preparing employees for change through skills development
A SHRM study into critical skills in the workplace found that “the issue of skills shortages in the available labor pool appears to be growing.”
This conclusion comes after the organization found that “58% of HR professionals reported that some workers lack competencies needed to perform their jobs.”
As the landscape of today’s high-performing organizations evolves, People Management teams must ensure they are providing employees with a change strategy that works to meet the needs of the skills gap. Staff cannot be adaptable to change if they are do not have to skills to do so.
It is like your staff will feel the need for change in this regard before you do. The SHRM report also stated that “employees are feeling the increased importance of adaptability/flexibility in the workplace.”
This is reflected in the proportions of workers who take the initiative to go beyond employer-paid or employer-provided skills training and seek additional resources to keep their skills competitive.
The existence of a strategy that allows employee the chance to develop their skills can have a huge impact on preparing them for organizational change, as it can provide HR with a workforce that is already more advanced than it needs to be.
The People team should assess their current talent’s ability to deal with changes in the workforce, and consider whether or not current management tactics are fully connecting with the specific skills and needs of employees.
© New To HR