Human-centric Future of Work

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The Future of Work is here, now. Organisations faced unprecedented challenges of coping with the work-from-home model, when COVID-19 hit earlier this year. Many organisations managed the pivot successfully – but all organisations were impacted in some way.

The COVID-19 crisis has required major resets in how organisations function – across industries and economies. In this environment of intense changes, businesses that have been agile in their operations and their mindsets and were better digitally enabled have thrived, while others have struggled.

Our 360o Future of Work practice focuses on Business, People, Technology and Work Environment. All four are required to work together to enable companies to meet future challenges. The Future of Work enables companies to Pivot, Adapt and Thrive.

Ecosystm Future of Work Framework

The People practice within the Future of Work helps organisations adapt their People strategies in conjunction with the other areas to drive a holistic approach in the Future of Work strategies. 

The Need for Human-centricity

Talent has always been a key company asset that brings product and service offerings to life. HR teams have retained a constant focus on attracting and retaining talent. HR teams have come into sharp focus as the pandemic rages across the world. With the closure of offices and borders, and distancing measures, companies have had to focus their energy on their people and the work infrastructure – almost overnight.

With every passing week, the situation keeps evolving – and so do the ways of managing and engaging with employees and customers. As countries and businesses slowly reopen and modify their distancing protocols the People strategies will have to evolve rapidly.

Every organisation is now grappling with the decision of whether to “reopen” and go back to how things were; or think of alternatives and opportunities that they can capitalise on to strengthen their businesses.

The 4Es of People: Experience Journeys

The cornerstone of the People practice within the Future of Work is to align the Customer Experience and the Employee Journey.

It is not just about finetuning the employee process or employee life cycle in isolation. That is a consequence of the tweaks to the overall journey.

Depending on the phase of the company that you are in (Pivot, Adapt and Thrive) the changes to the employee experience would vary. The 4Es of People is designed to help you make that happen.

Experiment.  HR leaders are increasingly being asked to “orchestrate” companywide experiments to help figure out the way forward. An Experimentation Mindset is crucial to finding the right solutions fast. This needs to be done in a small and holistic way – some examples include thinking of different workforce models, working contracts and benefits, working archetypes, technology and data enablers and workplace models.  

Enable. Two main areas of enablement that need to be looked at are:  the human elements of talent, capability, leadership and culture to align to the business strategy pivots; and  the associated elements of technology, workspace and analytics.

Energize. Key HR competencies of empathy and collaboration are increasingly becoming crucial to ensure that the organisation is staying well, motivated and focused through these demanding times.

Embed. The ability to learn from the experiments, finetune the overall system within and outside the company, and support the changes over the longer term are crucial to help companies scale the models and gain sustained competitive advantage over the mid-term.

The 4Es of People can be effective in adding the right elements and outcomes to support the changes. These are intended to enable HR to help organisation establish their Future of Work strategies and implement them effectively. This will help them to be prepared for whatever model of work becomes prevalent in the future.

Schedule a time to speak with us on Future of Work

Ecosystm Principal Advisors; Tim Sheedy (Technology), Ravi Bhogaraju (People & Organisations), and Mike Zamora (Work Environment) provide a holistic view of what the Future of Work will look like.

We enable businesses to adapt, pivot and thrive in their ecosystem; provide holistic access to data and insight across People, Technology and Work Environment; help businesses transform and be better prepared for future disruption, and the ever-changing competitive environment and customer, employee or partner demands.

Contact us through the platform, or over email at info@ecosystm360.com


Ecosystm 360⁰ Future of Work

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The Future of Work – Implications for Business Leaders & HR

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The COVID-19 crisis has required major resets in how organisations function – across industries and economies. In this environment of intense changes, businesses that have been agile in their operations and were better digitally enabled have thrived, while others have struggled. Irrespective of whether an organisation has been able to pivot fast to thrive or struggled to cope, it is very clear that the Future of Work is here now. Every organisation has had to make some changes to their People and work practices. It is time to (re) focus on employee experience holistically so that organisations can be ready for whatever model of work becomes prevalent in the future. I have recently published a report offering guidance to business leaders and HR Teams on how to make holistic workplace shifts, with inputs from Ecosystm Principal Advisors, Tim Sheedy and Audrey William.

Employee Experience at the Core of Customer Strategies

It has become increasingly clear that customer experience (CX) is not just about good sales skills or customer service. It is about the overall experience of the customer from start to post-purchase. Customers are focused on not just what they are buying but also on how they are treated along their entire journey. Good CX has consistently shown to help increase price premium, impulse buying, and loyalty. Consequently, one bad experience can drive a customer away forever. Customers pay for your products or services, but it is your people who can really deliver the experience.

Audrey says, “As it becomes clear that we are headed for a hybrid/blended model of work, employee experience (EX) has to be a key focus area for organisations. Organisations will have to support remote work and simultaneously evolve their physical workplaces so that employees have the choice to come into work. But business leaders and HR will definitely have to come together to re-evaluate their policies around employees and improving EX – irrespective of where they choose to work from.”  

The Role of Productivity in the Digital Workplace

Productivity has been at the core of an organisation’s desire to be a digital workplace. Tim says, “A digital workplace is one that has the capability to support any employee to access the process, information or system they need on their device of choice, in their moment and location of need. In the wake of the pandemic, the digital workplace went from being a ‘good idea’ to an ‘absolute necessity’ – and the seeds were sown to build true digital workplaces, years ahead of plan.”

This is the time to retain that focus on productivity. A lot of energy is being spent in defining and measuring productivity. The focus seems to have shifted to how to get the best out of the remote/hybrid workforce. It is time for business leaders and HR to go back to the drawing board to re-define what productivity means to their organisations.

Tim says, “The focus should be on enabling productivity rather than on monitoring activity. Productivity is an outcome, not a process. So, measure the outcome, improve the process. Productivity will be driven at an organisational level through removing friction from overall operational processes, to make things more streamlined and effective to create more value.”

The True Implication of Flexibility

There has been a rapid shift in practices around working from home and flexibility. But it is time now for organisations to create a framework (policy, performance expectation and management) to manage these practices. Many companies do not really understand the implications of flexible working to their business. In fact, they may be unaware of shifts in work patterns that have taken place in the last few months and the impact these shifts are having on the business.

Framework around flexible working should be backed by data and an understanding of the feasibility of such practices. If your employee has to work on her compulsory day off, then you do not have a truly flexible work practice. This will have a negative impact on employee experience and ultimately on your business.

 The Evolution of Employee Engagement

Audrey says,One of the areas that business leaders and HR will have to bear in mind is that despite flexible working hours, employees might be overworked – it is emerging as a common problem with working from home. It is common that many employees are working longer hours.”

Ecosystm research finds that some organisations have been evolving their HR practices, since the start of this crisis (Figure 1).

Key HR Measures to Empower a Future of Work, Remote Set-up

But more needs to be done. Organisations have to work really hard to replicate their employee engagement and social hours in the virtual world. It is critical that organisations design mechanisms of keeping employees connected – to each other, as well as to the organisation. “Virtual social groups” not only provide this connection, it can also be a rich source of input for HR and wellness teams to quickly adapt their programs to meet the changing needs of employees.

Shift in Managerial Styles

Performance management has been traditionally done through annual cycles, and by monitoring and tracking. In the Future of Work, organisations will have to increasingly give their employees the choice of working from home. Meetings, check-ins, 1:1 and team huddles for close monitoring will not work in this remote/hybrid model.

It is time to stop close monitoring and really focus on outcome-based management. And this will have to start with re-skilling people managers. Training should be provided on softer skills such as emotional intelligence, being able to sense across boundaries and digital spaces, and being able to be responsive to employees’ needs. The people manager must evolve into being a coach and a mentor – internal coaching and mentoring networks will have to be established. Line managers, business leaders and HR teams will need to collaborate more to ensure that these skills are developed and that the right support system is in place. 


For more insights on how organisations should evolve their Future of work Work practices to strengthen their agility and market competitiveness, read the report.
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THE FUTURE OF WORK – The New Natural State of Equilibrium

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As the saying goes, the “Future Ain’t What it Used to Be”. This has certainly been true of 2020. There have been many aspects of business that have rocked the foundation of what “used to be”, i.e. technology, changing business models, and digital transformation – all amid the onslaught of the coronavirus. All of these have affected every industry and every business, quite literally around the world. 

Some businesses and individuals are beginning to effectively address and deal with this continuously evolving landscape. Others are unsure how to proceed. And still others are freezing like a deer in the headlights of an oncoming vehicle. While no one can predict the future with certainty, it is still possible to assess their rapidly changing environment and develop business scenarios to consider the various potential outcomes.  

COVID-19 has impacted all businesses, industries, and individuals. It has impacted how both business and work is conducted. Even after the crisis has passed, new ways of doing both will be required. The businesses which are thriving right now understand these changing requirements and how they might impact their Future of Work. They have learned what is required for them to compete through a New Holistic approach in order to be agile and adapt to sudden changes and a very competitive global marketplace.

At Ecosystm, we have developed a new 360o Future of Work practice, based on the changing business environment and what companies need to adapt, pivot and thrive. The 360o Future of Work practice is comprised of four components:

  • The Business (organisation)
  • The People (employees)
  • The Technology (tools)
  • The Work Environment (where work is done) 

The Business component is of course the driver. The People component is key – they are one of the most important assets to make the Business successful. They are the Talent. The Work Environment and Technology are critical enablers. As enablers they allow the People to be more collaborative, innovative, creative, and effective, to contribute to the Business’s success. 

When all four components work in unison, the outcome is an effective Business designed to meet future challenges, competitors, and the unknown black swans – we call this organisation the “Empowered Business” (Figure 1). It is essential that each of these four components be understood and discussed and organisations seek advice in detail with respect to the specific business strategy in order for the Company to not only succeed, but thrive in the New Natural State of Equilibrium.

Ecosystm Future of Work Framework

What to Expect

In subsequent articles, the 360o Future of Work practice leaders (Ravi Bhogaraju – People & Organisation; Tim Sheedy – Technology; and I – Work Environment) will discuss each of these components in detail and provide some insight as to how best to prepare for the new Natural State of Equilibrium, a post COVID-19 world.

For more information about the 360o Future of Work practice Or to speak to one of our experts, contact us on info@ecosystm360.com

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