Future of Talent – Key Dimensions

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Organisations are finding that the ways to do work and conduct business are evolving rapidly. It is evident that we cannot use the perspectives from the past as a guide to the future. As a consequence both leaders and employees are discovering and adapting both their work and their expectations from it. In general, while job security concerns still command a big mindshare, the simpler productivity measures are evolving to more nuanced wellness measures. This puts demands on the CHRO and the leadership team to think about company, customer and people strategy as one holistic way of working and doing business.

Organisations will have to re-think their people and technology to evolve their Future of Work policies and strategise their Future of Talent. There are multiple dimensions that will require attention.

Hybrid is Becoming Mainstream  

It is clear that hybrid workplaces are here to stay. Ecosystm research finds that in 2021 BFSI organisations will use more collaboration tools and platforms, and virtual meetings (Figure 1). Nearly 40% expect more employees to work from home, but only about a quarter of organisations are looking to reduce their physical workspaces. Organisations will give more choice to employees in the location of their work – and employees will choose to work from where they are more productive. The Hybrid model will be more mainstream than it has been in the last few months.

Companies are coming to terms with the fact that there is no single answer to operating in the new world. Experimentation and learnings are continuously captured to create the right workforce and workplace model that works best. Agility both in terms of being able to undersand the market as well as quickly adapt is becoming quite important. Thus being able to use different models and ways of working at the same time is the new norm.

Technology and Talent are Core

Talent and tech are the two core pillars that companies need to look at to be successful against their competition. It is becoming imperative to create synergy between the two to deliver a superior value proposition to customers. Companies that are able to bring the customer and employee experience journeys together will be able to create better value. HR tech stacks need to evolve to be more deliberate in the way they link the employee experience, customer experience, and the culture of the organisation. That’s how the Employee Value Proposition (EVP) comes to life on a day-to-day basis to the employers. With evolving work models, the tech stack is a key EVP pillar.

Governments will also need to partner with industry to make such talent available. Singapore is rolling out a new “Tech.Pass” to support the entry of up to 500 proven founders, leaders and experts from top tech companies into Singapore. Its an extension of the Tech@SG program launched in 2019, to provide fast-growing companies greater assurance and access to the talent they need. The EDB will administer the pass, supported by the Ministry of Manpower.

Attracting the Right Talent

Talent has always been difficult to find. Even with globalisation, significant investment of time and resources is needed to find and relocate talent to the right geography. In many instances this was not possible given the preferences of the candidates and/or the hiring managers. COVID-19 has changed this drastically. Remote working and distributed teams have become acceptable. With limitations on immigration and travel for work, there is a lot more openness to finding and hiring talent from outside the traditional talent pool.

However it is not as simple as it seems. The cost per applicant (CPA) – the cost to convert a job seeker to a job applicant – had been averaging US$11-12 throughout 2019 according to recruiting benchmark data from programmatic recruitment advertising provider, Appcast. But, the impact of COVID-19 saw the CPA reach US$19 in June – a 60% increase. I expect that finding right talent is going to be a “needle in a haystack” issue. But this is only one side of the coin – the other aspect is that the talent profile needed to be successful in roles that are all remote or hybrid is also significantly different from what it was before. Companies need to pay special attention to what kind of people they would like to hire in these new roles. Without this due consideration it is very likely that there would be difficulty in on-boarding and making these new hires successful within the organisation.

Automation Augmentation and Skills

The pace at which companies are choosing to automate or apply AI is increasing. This is changing the work patterns and job requirements for many roles within the industry. According to the BCG China AI study on the financial sector 23% of the roles will be replaced by AI by 2027. The roles that will not be replaced will need a higher degree of soft skills, critical thinking and creativity. However, automation is not the endgame. Firms that go ahead with automation without considering the implications on the business process, and the skills and roles it impacts will end up disrupting the business and customer experience. Firms will have to really design their customer journeys, their business processes along with roles and capabilities needed. Job redesign and reskilling will be key to ensuring a great customer experience

Analytics is Inadequate Without the Right Culture

Data-driven decision-making as well as modelling is known to add value to business. We have great examples of analytics and data modelling being used successfully in Attrition, Recruitment, Talent Analytics, Engagement and Employee Experience. The next evolution is already underway with advanced analytics, sentiment analysis, organisation network analysis and natural language processing (NLP) being used to draw better insights and make people strategies predictive. Being able to use effective data models to predict and and draw insights will be a key success factor for leadership teams. Data and bots do not drive engagement and alignment to purpose – leaders do. Working to promote transparency of data insights and decisions, for faster response, to champion diversity, and give everyone a voice through inclusion will lead to better co-creation, faster innovation and an overall market agility.  

Creating a Synergy

We are seeing a number of resets to what we used to know, believe and think about the ways of working. It is a good time to rethink what we believe about the customer, business talent and tech. Just like customer experience is not just about good sales skills or customer service – the employee experience and role of Talent is also evolving rapidly. As companies experiment with work models, technology and work environment, there will a need to constantly recalibrate business models, job roles, job technology and skills. With this will come the challenge of melding the pieces together within the context of the entire business without falling into the trap of siloed thinking. Only by bringing together businesses processes, talent, capability evolution, culture and digital platforms together as one coherent ecosystem can firms create a winning formula to create a competitive edge.


Singapore FinTech Festival 2020: Talent Summit

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Blended Workforce – Changing Mindset in Asia Pacific

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In this blog, our guest author Chandru Pingali talks about the potential benefits of the Blended working model and the impact it will have on FinTech and financial services organisations. “FinTech innovation and performance is here to stay and thrive. It needs to be backed by a well-oiled machine to support implementation of a blended workforce plan to institutionalise and scale.” 

Chandru Pingali, Founder and MD, Icube Consortium

When under pressure to reduce costs and survive, we reimagine everything we do to build resilience and thrive. Never before have the buzzwords frugality, prudence and agility gained as much prominence not just in one country or industry, but across global economies simultaneously (a phenomenon not seen since the Great Depression). And these words have sliced through the employment opportunities ruthlessly, leaving an abundance of talent to be gainfully employed differently. 

So, is the freelance economy surging? Statistics appear to say yes. In 2018, freelancers had contributed almost USD 1.40 trillion to the US economy; 162 million freelancers work across US and EU-15. So, who are these people? Why is blended workforce new or relevant for the Asia Pacific? Why is it gaining more prominence now? How can enterprises create and implement a blended workforce strategy to reduce costs more permanently, while running and scaling businesses? What does the Future of Work and workforce mean? How can FinTech enterprises successfully implement a blended workforce strategy?

Let us take Singapore as an example. With 1000+ FinTech firms and increasing investments, the “smart financial centre” initiative of Singapore is a huge success story, recognised globally. To sustain this, apart from innovation and technology, the main ingredient is consistent availability of talent as the demand for expertise in technology and financial services increases, while the supply is inconsistent, uncurated and fragmented. Recent data from the Singapore government job portals reveal that there are several hundred jobs at any point in time posted by FinTech companies that are open for months! This invariably slows down the ability to build businesses, innovate or scale. Interestingly, while the local talent for technology and BFSI may be limited in Singapore, the crisis this year presented a significant opportunity to reimagine the Future of Work and workforce. While efforts should continue to upskill and reskill local talent, it is now possible to create dedicated local and cross-border talent hubs to work part-time, fulltime-short term with the option of working physically or remotely. We expect the plug and play of freelance management experts and expertise to cost 25-30% less to an enterprise, keeps costs flexible and dramatically shortens time to “hire and deploy” from an average of 120 days to 15 days.  

The Three Level of Freelancers

Gigs and Generations – Conceptual Clarity of Who We Need

Culturally, the US and Europe are more accepting of freelancing as full-time careers compared to the Asia Pacific. It is predicted that by 2027 the majority of the workforce in the US will be freelancers overtaking traditional employment. The buzz in the Asia Pacific has just started with both employers and employable talent accepting a new reality – learning to run businesses with a blended workforce, starting at the top of the pyramid. Particularly, since the ratio of new jobs to lost jobs is skewed in the wrong direction.  

Power of Blended Workforce

A blended workforce is a combination of permanent, part-time, full time-short term and turnkey practitioners, working as a single collaborative workforce. It is built around business activity clusters – Strategy, Implementation and Institutionalisation, applied to create a plan for core and non-core workforce to drive business. 

A creative estimation of how a blended workforce gets distributed across the three business clusters is depicted below (Figure 2). What is important here is to recognise that the ratio of permanent to flexible workforce has to start at 10-15% across different levels. Enterprises will gain the most on cost optimisation when they focus on the management layer to go blended. Not an easy change to drive but then change is often driven by some tough calls and some low hanging fruits to build a sustainable cost model.  

How a blended workforce gets distributed

Developing & Implementing a Blended Workforce Strategy: What to Consider

Fix the core and flex the non-core should be the mantra

  • Identify roles by each business and function 
  • Segregate core and non-core roles by job profiles
  • Classify them into buckets of permanent full time, permanent part time, cyclical, and freelance on demand, based on:  
    • Time demand for the roles
    • Importance to business goals
    • Criticality to daily business output
    • Criticality to daily or weekly business continuity
  • Set up a process to engage and create a blended workforce strategy
  • Implement the plan with a blend of a common self-service platform and a central client service team to source, engage and deploy workforces  
steps to create a workforce plan

Once the process review is completed, the organisation structures will be finalised. Creation of a strategy and the process are the easier parts. A disciplined fulfilment of the plan is critical to success. So, is this the new normal? Pretty much yes, if organisations need to optimise costs and be agile to reduce or scale with freelance experts and shared talent pools. 

The Potential Benefits of a Blended Workforce

A Blended Workforce will help reduce your talent scarcity gap, while providing thousands of work opportunities to locals who are freelance experts. So, what are these benefits that can make you sleep better at night better?

  • Cost optimisation. Freelance experts do not need the fully loaded costs. They can work remotely or physically and do not need investment in regular training, insurance, or other related benefits.
  • Targeted purpose-hire for short term. With deliverables specified upfront, measurable, results focused and tracked for closure.
  • Job Sharing. Two or may be three, for the prize of one! Jobs can be dismantled to tasks or activity clusters to hire more than one expert in place of a full-time role. Enables razor sharp focus on sourcing for expertise, increases employment opportunities and accelerates productivity.
  • Boundaryless with an opportunity to find cross-border talent pools to work on-demand, remotely. It cuts both ways- Singaporean talent finding work opportunities outside the country whilst the best talent from other countries made available to grow Singapore’s economy.
  • Speed of hire is dramatically reduced (we have several client cases, with a reduction from an average of 120 days to 15 days, to clients’ delight!) 
  • Reduced infrastructure costs because the workforce works remotely or at best part-time physically. Easy to implement with hot desking, if needed but enables permanent cost reduction.
  • Builds resilience by staying agile and nimble in the cost line, with an ability to scale up or down rapidly based on business needs.

How Open is the Financial Services Industry to Blended Workforce and Future of Work?

SolvecubeHR conducted a recent survey with CXOs across 22 countries, predominantly focused on the Asia Pacific region. Some key findings for the financial services industry are:

BFSI opening up to the future of work

In summary, a blended workforce is the Future of Work. Asia Pacific will see a massive shift in its mindset from “jobs to work opportunities”. Employers and talent pools will embrace new ways of working to remain agile and prudent. The power of aggregation, curation, and collaboration by leveraging an AI matchmaking platform, backed by creation of shared talent pools, will be a game changer. 

FinTech innovation and performance is here to stay and thrive. It needs to be backed by a well-oiled machine to support implementation of a blended workforce plan to institutionalise and scale. 

We can build technologies to disintermediate people dependency, but we cannot take humans out of the human capital needed to build these technologies.  

About iCube: iCube Consortium is a Singapore based, Human Capital Management (HCM) solutions firm, with an award-winning AI platform to source and manage freelance management experts and execute turnkey assignments in Asia and Middle East


Singapore FinTech Festival 2020: Talent Summit

For more insights, attend the Singapore FinTech Festival 2020: Infrastructure Summit which will cover topics on Founders success and failure stories, pandemic impact on founders and talent development, upskilling and reskilling for the future of work.

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Key Considerations in Transitioning to a Hybrid Workplace

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5/5 (2) The past 3-4 months have seen technology leaders move mountains to support their newly remote employees and 100% digital customers. Over 40% of businesses in the Asia Pacific didn’t formally support remote working – so these companies have made massive changes in support of their employees. You have rolled out new hardware, new data protection and compliance policies, new security measures, collaboration software and VPNs. You have also strengthened the IT Helpdesk to better support remote employees and digital customer processes. And you are embracing the public cloud to offer new services and capabilities to customers and staff. The pace of change has been breathtaking – and things are not slowing down.This chart shows what businesses in Asia Pacific are doing to support remote working

Many countries or economies are now moving to a hybrid working arrangement. This ISN’T about “going back to the way things were”. Hybrid working is really an important step on the road to the Digital Workplace – which enables access to the tools, data and processes that employees need to get their job done regardless of location or device.

Components of a digital workplace

Many businesses claim that productivity has improved now that employees are working from home – some have even measured it and can prove it. We have to ensure that the move back to the office doesn’t negatively impact productivity. To drive continued productivity with hybrid working arrangements, consider:

  • How will video calls work with employees in the office and at home? If employees in the office are docking their laptops, they immediately lose access to the camera. If they have monitors on their desk, they might not even be able to work with the laptop open. If they are in an open-plan office, the regular video calls might be distracting.
  • What is the role of meeting rooms in the hybrid workplace? With social distancing an expectation in many countries today, the role of meeting rooms has changed. They will cater for fewer employees, and there is a growing need for them to be video-enabled.
  • How do you manage hybrid meetings – where maybe 3-5 employees are on a single camera? How do you ensure every voice has equal weight – and that the right employees have their fair share of voice on the calls.
  • How do you support employees who are moving between locations? You must focus on self-help services and automating as much of your Service Desk capabilities as possible.
  • How can IT support social distancing in the office? Many companies are scaling back their hot desk environments to ensure there are fewer shared working environments.
  • How will the changing location of employees impact business processes? Many of your processes were designed assuming employees were on site. You then redesigned many of them to assume they were not. Do you need to rethink them again?
  • Does the application strategy work for all employees? There has been an increase in employees accessing applications from mobile devices – sometimes that was because it was a better experience, but too often it was because it was the only option. Is it time to rethink access and interfaces to make them relevant for all users?
  • How do you keep employees and their data secure? Employees might move between secure and unsecured networks, work and home devices, on-premise and cloud applications. How do you keep them secure, backed up and synchronised – regardless of their device or location?

The move to hybrid working might not be a smooth one. The last thing you want to deliver is a poorer experience at one location versus the other, so you have work ahead in keeping your employees productive and secure – and hopefully, you’ll also move further down the path towards a Digital Workplace that can enable and empower all of your employees.

 


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Ecosystm COVID-19 Research Data

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