The second day of HR Tech Fest Connect 2021 looked at key workforce issues such as skills building, remote work management, leadership and employee well-being.
Over two days of insightful presentations and discussions, HR Tech Fest Connect 2021 decoded many of the key priorities HR managers face as they plan to lead their organizations into the future of work.
Or, like Dr Terri Horton, Workforce futurist and founder of FuturePath suggested, it is imperative that HR managers begin to think, act and behave like futurists.
In his keynote address on the second day, Dr Horton explained that it starts with human resource managers who are constantly analyzing social, technological, economic, environmental, political, global and competitive changes in behavior, values and preferences of people. consumers. HR needs to be data-driven and be able to look for signals and understand what they mean and what that means for the future of your business, she added.
Dr Horton also highlighted the importance of hyper-relevance, where HR managers must prioritize, acquire, demonstrate and exploit skills and competencies such as future of work strategies, mastery of the AI, analytics, digital transformation, business strategy, cross-functional expertise, risk management, humanization of the worker experience, as well as cycles of growth and innovation.
Citing the lack of professional development as the main reason for staff turnover, Eklavya Bhave, Regional Director, APAC and Japan, Coursera, asked HR managers to identify the key skills that will be needed to build their organizations in 2021 and beyond.
Based on research conducted by Coursera, the essential future skills identified after the pandemic were mostly soft skills, compared to the pre-pandemic, when organizations saw technical skills as a priority.
By 2025, expect problem-solving skills to be added to the mix of digital and people skills, predicted Bhave, who stressed the importance of developing critical skills for critical roles within the company. the organization.
The pandemic has not only changed the way we work, but has also increased the importance of agility, said Suchita Prasad, Expert in leadership development, talent and change management, McKinsey & Company.
Organizations today need to be more nimble and flexible in order to attract and retain talent, in part because work teams will become smaller, faster, and more collaborative. To adapt, employers must embrace the self-employed so that increased labor productivity can be achieved through a better talent match, added Prasad.
Digital nomads are likely to ask this question: If I can access information from anywhere, why can’t I work from anywhere?
The emergence of this group of individuals, coupled with the onset of the pandemic, has seen an increasing number of people move to remote or hybrid work centers, said Charles ferguson, Managing Director, APAC, Partners in globalization.
When an organization’s talent pool is based around the world, organizations need to consider the long-term vision of what they want to do with their business in a remote working environment, and understand that employees have the power to choose, he added.
There are a number of legal issues that organizations need to consider when managing a hybrid workforce. For example, can employers demand that they be vaccinated, and can employees demand that employers provide the vaccination?
It depends on the nature of the job, replied Kala Anandarajah, Chief, Competition and Antitrust and Trade, Rajah & Tann Singapore. Do employees work on the front lines and meet a lot of people in the course of their work, she explained.
As the world of work changes, so too must companies and roles, suggested Michael lee, Managing Consultant, South East Asia, SHL. In terms of leadership, organizations are more than three times more likely to make the right leadership mobility decisions with the power of context. Lee also advised organizations to look at leadership from three perspectives:
Skill: Strength of natural fit with leadership skills
The context: Strength of natural adaptation to the context or business challenges in which the organization operates
Experience and performance: Strength of critical leadership experiences.
LILY: Key predictions that will define the future of work
To harness the benefits of diversity and inclusion, a localized approach to identify systemic inequalities and build relevant locations is essential in Asia Pacific, said Sophie Guerin, Head of Diversity and Inclusion, APAC at John and Johnson.
First of all, take responsibility. Strengthening corporate accountability in ways relevant to Asia-Pacific allows companies to take a more nuanced and focused approach to developing initiatives and strategies capable of addressing inequalities, she explained.
Then ensure that HR systems are in place to enable data tracking to protect employee privacy before taking a deep and holistic approach to data, to develop D&I strategies, solutions and results. significant to meet the challenges and opportunities of the business, Guerin concluded.
Sentosa being one of Singapore’s most iconic landmarks, Fabian Lim, Senior Assistant Director, Sales, Business and Channel Development, Sentosa Development Corporation, explained how organizations can take advantage of the facilities offered by Sentosa to keep employee morale high in times of crisis, strengthen interpersonal relationships in remote working arrangements and improve employee productivity.
Present their vision of the well-being of employees at work, Sulaxmi Prasad, HRD APAC, Herbalife Nutrition stressed that organizations need to care more deeply about the well-being of employees, as this can help improve productivity and engagement, achieve better results, and create a more resilient work culture.
Noting how employee well-being can be represented in various forms, including financial well-being, emotional well-being and intellectual well-being, she urged organizations to design for diversity and inclusion, and to include all employees without exception.