Is your workforce fit for the future?
Mimi Hough
Over the past couple of years, a set of critical global forces have been reshaping how, where and why people work. Now the Covid-19 pandemic has turbo-charged those trends and accelerated the drive and execution of people-related change.
The result is a new world of work to which organisations must adapt. And there's no going back.
The transition to the new world of work can make it daunting, especially for any business with limited resources.
So, as you take your people with you on the journey to your future workforce, how will you navigate the route?
We've identified five areas to focus on:
WORKFORCE MAP
Is your current workforce right for the work that you need to do to be successful in the future?
To really succeed with digital transformation, businesses have to reimagine their organisation and their workforce.
Will the mix of skills and capabilities you have today meet your needs going forward? If not, how will you build, borrow or buy those skill sets?
VALUE PROPOSITION
What is the “deal” you're offering your people? As employees' needs and expectations change, the value proposition to attract and retain them changes too.
Your future vision for the business should include the removal of costly, outdated practices, reflect the flexibility desired and the creation of a working environment and experience that helps people feel engaged, driven and included.
VIRTUAL WORKING
The initial switch to home-working happened at speed. But it's now time to advance from immediate responses to a sustainable model of virtual or hybrid working for the long term. This means understanding and planning for new – often hybrid – working patterns and office use.
It's vital to engage with employees and take their views into account.
EMPLOYEE REWARD
A different workforce working in different ways requires a different approach to reward.
This may mean looking beyond traditional structures and finding ways to reward and recognise positive behaviours such as upskilling, entrepreneurship or the creation of societal value aligned with your purpose and legacy. You might also consider concepts such as rewarding and recognising ongoing learning.
RESET PERFORMANCE MANAGEMENT
The events of the past year have provided a great opportunity to press the reset button on the whole reward package but specifically on incentives – focussing on how to set targets and determining what performance should be rewarded.
The changes usually include a greater focus on recognition, both financial and non-financial but also raises questions around the role of performance management in a virtual working environment.
For more information on the future world of work, please contact our people and organisation consulting team at PwC Namibia.
Mimi Hough is the associate director of PwC Namibia's people and organisation consulting services. Contact her at [email protected]
Over the past couple of years, a set of critical global forces have been reshaping how, where and why people work. Now the Covid-19 pandemic has turbo-charged those trends and accelerated the drive and execution of people-related change.
The result is a new world of work to which organisations must adapt. And there's no going back.
The transition to the new world of work can make it daunting, especially for any business with limited resources.
So, as you take your people with you on the journey to your future workforce, how will you navigate the route?
We've identified five areas to focus on:
WORKFORCE MAP
Is your current workforce right for the work that you need to do to be successful in the future?
To really succeed with digital transformation, businesses have to reimagine their organisation and their workforce.
Will the mix of skills and capabilities you have today meet your needs going forward? If not, how will you build, borrow or buy those skill sets?
VALUE PROPOSITION
What is the “deal” you're offering your people? As employees' needs and expectations change, the value proposition to attract and retain them changes too.
Your future vision for the business should include the removal of costly, outdated practices, reflect the flexibility desired and the creation of a working environment and experience that helps people feel engaged, driven and included.
VIRTUAL WORKING
The initial switch to home-working happened at speed. But it's now time to advance from immediate responses to a sustainable model of virtual or hybrid working for the long term. This means understanding and planning for new – often hybrid – working patterns and office use.
It's vital to engage with employees and take their views into account.
EMPLOYEE REWARD
A different workforce working in different ways requires a different approach to reward.
This may mean looking beyond traditional structures and finding ways to reward and recognise positive behaviours such as upskilling, entrepreneurship or the creation of societal value aligned with your purpose and legacy. You might also consider concepts such as rewarding and recognising ongoing learning.
RESET PERFORMANCE MANAGEMENT
The events of the past year have provided a great opportunity to press the reset button on the whole reward package but specifically on incentives – focussing on how to set targets and determining what performance should be rewarded.
The changes usually include a greater focus on recognition, both financial and non-financial but also raises questions around the role of performance management in a virtual working environment.
For more information on the future world of work, please contact our people and organisation consulting team at PwC Namibia.
Mimi Hough is the associate director of PwC Namibia's people and organisation consulting services. Contact her at [email protected]
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