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Here are the top news stories in talent & organization from this week.
Three trends for the future of work
Overlooked talent, trust and adaptability are the three big trends that require the immediate and intentional action of organizations looking to thrive in the future of work, claims Cecile Alper-Leroux. “We have two large demographic groups that are underutilized in our workforce: people with disabilities and people over the age of 55,” she told Inc.’s Marcel Schwantes. “In 2020, organizations must make a concerted effort to reach into these untapped talent pools and create accessible, inclusive environments where these employees can thrive.” Organizations also need to find a balance between employee trust and data privacy. “By being transparent about employee data and privacy, organizations can strengthen employee trust,” Alper-Leroux said. “Workforces with high trust in leadership are twice as likely to outperform in revenue growth and customer loyalty.” She also believes in building adaptability into the workforce. “Many organizations have paid lip service to shifting recruitment toward critical professional skills like self-awareness and empathy, but the reality is to many business leaders and recruiters are still prioritizing technical skills that may be obsolete in a few years,” Alper-Leroux said.
A culture of lifelong learning leads to long-term sustainability
The traditional model of a three- to five-year higher education spent learning technical skills is no longer serving the needs of businesses, and smart leaders are already integrating learning into the overall employee experience, Jen Jackson claims. According to Glassdoor, the average business in the U.S. spends $4,000 per hire and takes up to 52 days to fill a position. “It makes sense to keep good people, transitioning them out of redundant roles and reskilling them to fit new positions, rather than adopting a cycle of firing and hiring,” Jackson writes in Insurance Business. “People are being valued on cultural fit and human skills, more than the ability to perform a specific technical task.” Jackson believes organizations should invest in building training capabilities. “They should be empowering people with the skills needed to teach each other,” she writes. “Good leaders know their people better than anyone, and are in the unique position to deliver ongoing personalized learning based on individual strengths and skill gaps .”
What generation Z women want from employers
A collaborative workplace culture is of primary importance to generation Z women entering the workforce, but so is money, claims Anne Stych. She cites the results of a survey by Fairygodboss, which found that an engaging team and coworkers who work together was the No. 1 reason women between the ages of 18 to 22 would get excited to come to work every day. “Employers need to take note, because generation Z is the largest generation since the baby boomers,” Stych writes in BizWomen. “With a whopping 24 percent of the young women surveyed saying they only expect to stay on the job for a year or less, knowing what they want could be a key to better retention.” In addition to craving connections with coworkers, young women also want good pay. Salary is more important than benefits, a fun culture or a company mission, the survey found.
Success in digital transformation
When it comes to digital transformation, humans play an integral role, argues Daniel Newman. “Companies that make strong use of the combined human/machine workforce have a far greater chance of success in digital transformation,” he writes in a Forbes blog post. Newman refers to Accenture’s latest “future systems” report, which describes the systems that seamlessly integrate humans and robots to create business goals that are limitless, agile and radically human. “The good news: these systems are already happening,” Newman writes. “The bad news: only eight percent of those surveyed by Accenture seem to be using them right now, despite the fact that revenue growth in future system companies is 50 percent higher than those in average or laggard adoptees.” He believes it is essential for leaders of companies, regardless of size or location on the digital transformation spectrum, to consider the ways technology can augment workers. “While we have a long way to go, there are opportunities to start learning now from companies at the forefront of the human-machine pack,” Newman writes.
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