Are you tired of feeling dragged down by your work and have you wanted to make a change but haven’t done anything about it? As years progress, career progression plateaus. You will need to keep improvising and constantly innovating your career strategy to keep growing.
Everyone deserves to have a job that makes them want to jump out of bed in the morning. It takes time and commitment to make this happen, but it is possible.
Your career graph has to keep constantly moving forward, to keep pace with the changing times around you. If you are in the same position, role, or even the city for a really long time, chances are you will be reductant over time. Either technology or someone young and smarter, will do your job for half the pay.
All of us need career makeovers at each of these infection points. This makeover will kick-start the trajectory at your next goal. The time of these makeovers and the infection points could be different for each one of us. However the makeover is something we all have to go through, to be ahead of the game.
Here are 6 steps for a career makeover:
1) Decide on the next stage:
The first step is to decide on what is next. This sets the next destination, and all the time frame for reaching the goal. Make sure thisgoal is the next important thing for you.
2) Schedule and follow Schedule:
Almost all successful people in the world have a schedule. They have the schedule like white on rice. It is not list of “To do”, or a bucket list. Successful people are sticklers of a plan and schedule. Everything in their day has a time pre-booked. Make time for the things that will help reach your next IT, and do it in your most productive hours.
3) Invest in yourself:
Learn. Constant learning is the key to your success. Whatever you decide to do, keep learning. Get certified, work as an intern to gain experience. What it takes, Learn. The minute you feel you know a thing or two about something, learn the next big thing.
4) Meet people in your group:
In today’s connected world, it is a sin not to network. Connecting with like-minded people, will open up a world of possibilities. With a large network of people you can reach out for help. You will be able to get to your goals faster.
However, networking is NOT about asking the other person for help. It also means you will need to add value to the relationship and be willing to help. When you reach out to someone, make sure you find common ground and hold out the offer to help.
5) Talk about your plans:
Be willing to talk to every relevant person,seek feedback, and face rejections. These conversations will expand your horizon about your idea.
6) Overcome your fear, Visualize your future:
Finally, at the end of the day, when you are ready and convinced about your ideas or plans, be ready to overcome your fear of failure. Visualize how the future will be, and where you see the next step heading. Sometimes this is driven by data and at times, it is a leap of faith. Which is your path, take the plunge!
Today more than ever, organizations rely on the energy, commitment and engagement of their workforce in order to survive and thrive in the twenty-first century. As a former Nany SEAL, I can assure you that one of the fundamental reasons we continue to dominate our battlefield and defeat a very dangerous and decentralized enemy is due to the fact that we have 100% employee engagement. We have ecosystems of empowered teams that are fully engaged and working in a “decentralized command” environment.
According to Gallup’s State of the Global Workplace report, only 15% of employees worldwide are engaged in their jobs – meaning that they are emotionally invested in committing their time, talent and energy in adding value to their team and advancing the organization’s initiatives. More Gallop research shows that employee disengagement costs the United States upwards of $550 billion a year in lost productivity. So one could see why this is both a serious problem that most leaders and managers face with today’s workforce – but also an amazing opportunity for companies that learn to master the art of engagement.
The current business environment, and the world in general, is moving faster than it ever has before. Organizations across the globe are faced with more change than most can handle – in order to compete and dominate their segment they are required to grow faster often giving them less time to focus on managing all of their financial goals. They are forced to grow quickly with fewer resource – to do more with less. Managers have to learn to excel in managing themselves, their teams and meeting organizational goals simultaneously.
It is a common understanding of a vast majority of leaders that the employees are a company’s most important asset. But in reality, that is only true when the majority of the workforce is fully engaged in their work. If not, they are either adding minimal value or actively working against the organization.
There are three types of employees in any organization:
Engaged (15% of the workforce). These employees are loyal and emotionally committed to the organization. They are in roles where they excel and where their talents are truly leveraged. They enthusiastically invest in their work and take on responsibilities outside of their job description. They are generally more likely to become emerging leaders and will stay with an organization much longer then disengaged employees.
Not Engaged (67% of the workforce). These employees can be difficult to identify because they are often relatively happy and satisfied in their role. However, they do the bare minimum and are not invested in the company’s mission, vision, values or goals. They are less likely to be customer-focused and are not concerned about productivity or company profitability. These team members are both a threat and great opportunity – because with the proper approach, they can be transformed into engaged employees that thrive in the organization.
Actively Disengaged (18% of the workforce). We have all worked alongside these people. They are consistently negative, create a toxic environment, dominate their manager’s time and are usually vocal about their unhappiness. What’s worse, is they are often subject matter experts well-respected in their unique skillset. And because of that, they often have significant influence over others. These employees can easily spread toxicity throughout an organization and can rarely be transformed into true “A” players.
Most studies point to the fact that employee engagement has a direct impact on productivity and profitability. That seems self-evident, yet many managers still struggle to define, measure and improve engagement in their teams.
The Leader’s Role in Engagement
Leaders improve engagement by defining and communicating a powerful vision for the organization. They hire and develop managers that are emotionally invested in the organization’s mission and vision and give them the resources to build great teams with the right people in the right roles. They empower.
The Manager’s Role in Engagement
Great managers ensure they acquire and develop great talent – they get the right people on the bus and make sure they are in the right seats. They actively prioritize engagement. Their team’s activities align perfectly behind the mission narrative of the organization.
In many of my articles, I dive deep in to the methodologies, tools and strategies leaders and managers need to successfully navigate the murky waters of twenty-first century organizational transformation – for leading change. I showcase how to build a culture that is more nimble and adaptive founded on the principles of trust and accountability. The issue at hand is with such low engagement in the workforce, it is very difficult to create a culture of trust and accountability.
70% of organizational transformation efforts fall significantly short of realizing the company’s goals. Why? Because change is hard, takes longer and usually has higher hard and soft costs than managers and leaders generally plan for. Change can be intensely personal for employees, causes fear and can actually reduce productivity when approached improperly.
Humans are emotional creatures – and most managers hold the misconception that their team members are largely rational in their decision-making process. Yet studies show that we base 70% of our decisions on emotional factors and only 30% on rational factors. But this can also be a great way to improve engagement. Improving engagement is simple – but clearly not easy. Here’s how.
5 Powerful Steps to Improve Employee Engagement
How do managers know who is engaged? Their team members need to be able to confidently state the following:
- I know what is expected of me and my work quality.
- I have the resources and training to thrive in my role.
- I have the opportunity to do what I do best – every day.
- I frequently receive recognition, praise and constructive criticism.
- I trust my manager and believe they have my best interests in mind.
- My voice is heard and valued.
- I clearly understand the mission and purpose and how I contribute to each.
- I have opportunities to learn and grow both personally and professionally.
The steps for improving engagement aren’t complex, they simply must be prioritized. Which means engagement must be a core function of the manager’s role.
All else then falls into place.
Step 1 – Put Everyone in the Right Role
Again, get the right people on the bus and make sure they are in the right roles. This means that all talent acquisition and retention strategies have to be aligned with meeting company goals.
Step 2 – Give Them the Training
No manager or leader can expect to build a culture of trust and accountability – and much less improve engagement – without setting the team up for success. This means providing the proper training and development while removing obstacles.
Step 3 – Task Meaningful Work
Engaged employees are doing meaningful work and have a clear understanding of how they contribute to the company’s mission, purpose and strategic objectives. Again, this is why they first have to be placed in the right role. I’ve made the mistake of hiring great talent just to get them in the door – but didn’t have a clear career path or role for them. If you don’t sort those details out quickly, they will leave.
Step 4 – Check in Often
The days of simply relying on mid-year reviews for providing feedback are long gone. Today’s workforce craves regular feedback – which of course leads to faster course correction and reduces waste. Use both formal and informal check-in strategies – and use them every week.
Step 5 – Frequently Discuss Engagement
Successful managers are transparent in their approach to improving engagement – they talk about it with their teams all the time. They hold “state of engagement” meetings and “engage” everyone in the discussion – and solutions.
Again, these principles are not complex, but must be prioritized. Companies that get this right will drive greater financial returns, surpass their competitors and easily climb to the top of “the best places to work” lists.
If you don’t have a powerful and visible personal brand, you are putting yourself at a disadvantage in almost every aspect of your professional, business and personal life. Personal branding has become a requirement for anyone looking to grow their business, get a better job, get noticed by the press, take their career to the next level or meet new, high quality friends.
Personal branding is the practice of people marketing themselves and their careers as brands — the ongoing process of establishing a prescribed image or impression in the mind of others about an individual. Everyone has a unique personal brand, whether they know it or not. But what we should all be striving for is a powerful, attractive and visible personal brand. I define that as an online and in-person authentic display of the engaging aspects of your professional and personal activities and interests.
Here are the eight reasons why I tell people you must have a top-notch personal brand if you want to be successful today:
1. Opportunity finds you.
When your personal brand is attractive, customers, clients, vendors, press and even companies looking to hire, will find you and reach out to you. I am the CEO of a new social media platform, and I had them contact me for the job. I didn’t even know the position was available. I have gotten media appearances, writing opportunities and speaking engagements because I get noticed and folks reach out to me.
2. Online networking power.
When you have a compelling personal brand, people find you interesting and desirable, so they are willing to connect with you. I get dozens of new LinkedIn and Twitter connections every day. People look at my profiles, follow me and want to know more about me.
3. In-person networking power.
When I’m at a networking event and I engage others, I have many aspects of my brand to share. It makes me more interesting than the guy who walks up to you and says, “Hi, My name is Joe, and I sell insurance.” I have many facets to my brand, both professional and personal. That makes people want to connect with me and do business with me. I can demonstrate proficiency and have the online assets to back them up on many topics like photography, entrepreneurship, my Man-Up Project and fatherhood, blogging, speaking, social media, men’s health, non-profit work and more.
4. Build your business.
When I had to reinvent and rebuild my photography business in 2007, which was failing because of the rapid decline of film, it was my powerful personal brand that drove much of our success. Customers, clients and vendors are more likely to do businesses with a company when the leader has a killer personal brand. Good examples are Richard Branson, Elon Musk, Mark Cuban, Mark Zuckerberg, Bill Gates, Fred Smith, Warren Buffet and even Donald Trump — whose personal brand may be bigger than his business. Where would their companies be without their personal brands shining on their company brands?
5. Get hired.
According to SHRM, 84 percent of hiring managers use social media to hire — 96 percent use Linkedin, and 53 percent use Twitter. Many companies post jobs on Twitter before anywhere else. But the most revealing statistic is that 66 percent of hiring managers use Facebook to hire. They are doing that because they are trying to find out more about you than just what’s on your resume. They want to know you as a person and understand whether you are going to fit into their corporate culture.
It’s a logical approach for selecting the best candidates. Candidate A has an impressive resume. Candidate B has a similarly impressive resume, but their strong personal brand shows that they have a blog with articles on topics relevant to the company’s business. They tweet about news and ideas from the industry. They do yoga, run half-marathons, and they volunteer for charity. Who do you think is getting the interview and the job?
6. Make new friends.
A powerful personal brand doesn’t only benefit you professionally. When you are interesting and people can find and notice you, they will connect with you on a personal level. I have had people read an article I have written or see one of my social posts and reach out to me. I’ve become friends with many of them, and I might even admit that I have gotten a few dates from my “attractive” personal brand.
7. Serendipitous success.
When you are out there with your powerful and attractive personal brand good things happen — sometimes just by luck. There have been too-many-times-to-remember when simply being noticed for one part of my brand caused something else to happen. The person who noticed my popular Facebook account and reached out to me — she became my executive assistant. The doctor who found about my upcoming book — we ended up doing men’s health videos together and have become good friends. The senior executive and one of my company’s vendors saw my engaged social media and decided to give my company an exclusive on a new product launch.
Developing your personal brand requires you to find your authentic voice. The process of creating one develops who you are — the unique you — the Me, Inc. When you find your voice, and your audiences start to react positively, that builds self-confidence and self-esteem and allows you to find yourself in a meaningful way.
Recruiters and hiring managers have always considered conversational skills an important trait in new hires, but a new survey now places communication at the very top of the list.
The recruiting software company, Jobvite, together with Zogby Analytics, has just released its 2017 Recruiter Nation Report. The online survey of 831 recruiters in the U.S. is intended to identify the traits and qualities that recruiters evaluate to make the perfect hire—and the qualities they consider deal breakers, too.
Recruiters were asked the following question: “Which of the following positively impact your decision to hire a candidate during an initial in-person interview?” The question was a followed by a list of ‘subjective traits’ such as: appearance, punctuality, portfolio, conversation skills, industry knowledge and enthusiasm. According to recruiters, the most desirable traits are (in order):
1). Conversational skills (69% of recruiters said this is most important quality they look for in a job candidate)
2). Knowledge of industry
According to recruiters, a candidate’s ability to articulate their ideas effectively in conversation is a measure of their capacity to engage with others, a window into how the job candidate might interact with team members, clients and customers should they be hired.
Interestingly, the survey showed a generation gap among recruiters and the premium they place on conversational skills. For example, millennial recruiters place more of an emphasis on conversational skills than those recruiters over 50. A full 75% of millennials value communication skills as their top priority compared to 60% of those recruiters over 50, who place a greater emphasis on industry knowledge.
According to the survey, recruiters have seen it all— the good, the bad and the downright strange. For example, most recruiters say they’ve interviewed job candidates who didn’t know what company they were interviewing for. And a full 75% of recruiters say they’ve had candidates who dress “too casual,” which is a good reminder to dress a little better than you would for a normal day at the office.
Some qualities are subjective, of course, but the following actions are universal deal breakers, according to the survey. In other words, a majority of recruiters agreed that these actions would automatically disqualify a candidate:
- Being rude to the receptionist or support staff
- Checking phones during the interview
- Showing up late
- Bad hygiene
Communication skills will set you apart in a job interview. As I wrote in a previous article, many recruiters will openly admit that if they had to choose between two candidates with equal credentials, they are more likely to give the job to the person who can communicate better with colleagues and customers. Credentials and experience are no longer enough. Yes, they might get you through the door, but how you present yourself when you’re in the room still counts the most.
To avoid biases related to region and gender, among others, organisations are now plumping for a ‘blind hiring’ strategy – where the focus is on recruiting a candidate with the right skill set – say industry experts. Blind hiring is a process of recruitment where the premium is on skills and abilities rather than on soft skills, culture-fit and factors like region and gender. “This method is slowly gaining ground in India, especially when a number of vacancies are to be filled and the role is at the entry level,” CIEL HR Services CEO Aditya Narayan Mishra told news agency Press Trust of India here.
However, he said mid to senior roles call for a good assessment of culture fit and the applicants want face to face interactions with their potential boss.
“Given the impact a mid-level or a senior role produces in an organisation, it is important that the best get hired and the offered candidate has a realistic preview of the job. Hence, blind hiring is not practised for these roles yet,” he added.
Making a similar point, TeamLease Services vice-president-recruitment services Ajay Shah opined that blind hiring will lead to impartial selection, personal bias removal, gender parity, workplace diversity and development of a skill-based meritocratic organisation.
“Corporate India is already seeing dearth in employable talent and this may also be due to its conventional methods and expectations. Adoption of this method will definitely bring in a different perspective and will increase the scope of talent pool in India,” he explained.
Michael Page India director Anshul Lodha said this concept will work well for large business houses in India, large financial services companies and any organisation that is looking to hire mid-level employees in a large capacity.
“Speaking from experience, blind hiring is suitable for candidates who are applying for mid- to senior-level jobs as opposed to entry-level ones. For instance, in cases of campus recruitment, it is essential to take into consideration the educational background of the candidate to understand and gauge their level of exposure,” he added.
According to GlobalHunt managing director Sunil Goel, this has usually been followed partially where company do contract hiring for skilled workforce to complete task with specific skills.
“This trend will be more evident in technology and new age businesses targeting those segments who do not want long term commitment with the firm,” he added.
A recruitment agency helps job seekers find employment,while also helping a company find the perfect person for the job they are advertising.
Companies will hire a recruitment agency so that they do not have to sort through, possibly, hundreds of applications for a job. These days, there are more and more people applying for the same position and companies do not have the time to sift through that many applications. They will therefore hire a recruitment agency to take care of this part of the process and to whittle the number of candidates down to a manageable level. Business owners and executives do not have the time and, in many cases, do not have the skills to find the perfect candidates, so outsourcing to a recruitment agency may be the best solution.
There are a number of benefits to using recruitment agencies for employers and potential employees; below are just a few:
- Using a recruitment agency saves time. The hiring process can be very time consuming, and especially the initial stages of sorting through applications. With so many people applying for the same position, it is understandable for a company to want to avoid this part of the process. Running a company is time consuming enough without having to take time away from this to sort through large numbers of CV’s and application forms. Giving a recruitment agency the task of creating a shortlist of candidates for a position in a company is good business sense.
- Some companies will use one recruitment agency to find the best person for their available position and will not advertise anywhere else. Failing to use recruitment agencies means that some candidates will not see these fantastic job advertisements and may miss the opportunity to work in a fantastic company with an excellent package.
- Not only will recruitment agencies have the best jobs, they may also have access to the best candidates. Companies will benefit from the fact that a recruitment agency may have some of the best talent already registered on their books and it could mean finding the perfect candidate sooner rather than later.
- There are many levels to the hiring process, including sorting through applications, interviewing, screening, and reference checks. A recruitment agency can take care of all of these steps bar the actual interview. By passing these processes to the recruitment agency, a company can ensure that it does not have to worry about calling previous employers for references or checking up on qualifications, etc. These jobs can all be taken care of by the agency before the interview, and that will give the employer peace of mind that the person they are interviewing has already passed the necessary checks.
- A recruitment agency will want to make sure that the person they recommend for the position is the best person for the job. They will therefore be meticulous in their vetting process and will only choose candidates that they feel will do the job to the best of their ability. This gives employers the security that the candidate should be a good fit for the company.
- A good recruitment agency can be used repeatedly for available positions within a company. Once they have found a successful candidate for a company, the company will feel confident that they will be able to do so again and it will take the worry out of the process. It means that when new positions become available, the agency will have the details they need and can find the perfect candidate as soon as possible.
- Good recruitment agencies will work with both the client and the candidate and will try to help the candidate to make a good impression on the potential employer. This can be hugely beneficial to job seekers who are nervous about their interview.
Locating the Best Recruitment Agency
When it comes to recruitment in Inverses, HR Recruitment Services have access to some of the best positions and the best talent. We can help job seekers find the perfect position and can help employers to find the ideal candidate.
I’m learning the art of hiring. And every time I run a search for a client, I learn the craft a little more. Now that we have interviewed over 10,000 interviews, I’m beginning to ask three basic questions about job fit as I assess a candidate for a particular job.
When I sit down with a candidate, I can tell pretty quickly if they’ve thought long and hard about the role and if it’s a good fit for them. It’s not that I’m smarter than anyone else; I just have a lot of reps under my belt when it comes to reading people quickly.
When I’m interviewing a candidate, these are some of the main categories I’m listening for in order to see if they are just applying to any job that comes their way or if they are intentionally thinking about job fit.
- Has their previous experience prepared them for this role?
I participated in the #AskForbes twitter chat a couple weeks ago. One of the questions that got a ton of engagement was about hiring for education versus hiring for experience. While I do think education is important and and can be immensely helpful, I would choose experience every time.
I believe size and scope of previous experience is one of the key determining characteristics for success in a future role. As the saying goes, “Past performance is the best indicator of future behavior.” While a few business writers might disagree, I’ve seen this truth played out time and time again.
It’s also important to note that the saying is “past performance,” not past success. In fact, I love asking people to tell me about a time they failed and what they learned from it. Hearing their story helps me understand what behavior they displayed when they failed. Did they take responsibility, fix the failure, and grow from the experience, or did they blame-shift and play the victim?
I’m not looking for someone who has a 100% success rate doing the exact same role. I’m looking for someone who has a track record of positivity, problem-solving, and growth when facing new challenges.
- Have they developed themselves and the people around them?
Not everyone on your staff needs to desire to lead a team. Every team needs both great leaders and great followers. However, I would argue that now more than ever, soft skills are vital to becoming an irreplaceable team member.
When I’m interviewing a candidate, I’m looking for someone who genuinely enjoys helping people find solutions, because whether you work for a church or for a tech startup, ultimately, we’re all helping people find solutions. I believe this so strongly, that “solution-side living” is one of the core values at my company.
I see way too many people make the mistake of judging a candidate solely based on output. While results are important (see my point above), I believe that it’s invaluable to hire team members who value people and investing in them.
- Does the organizational culture match the candidate’s wiring?
I’ve said it before, and I’ll say it a million times: Culture trumps competency every time. When I’m interviewing a candidate, I’m looking for someone who has researched the organization, evaluated its culture, and has the self awareness to know whether it matches their own wiring.
Questions like, “This is a well-established organization of fifty years. I like to move pretty fast. Do you think that will be a problem?” or, “I’m big on systems and processes. I noticed this is a young company. Do they have sustainable systems and processes in place to support long-term growth?” show me the candidate is being discerning about the organizational culture and whether or not it would be a fit for them.
Both the employer and potential employees need to spend a lot of time and energy assessing culture fit in order to ensure it’s a good fit for both parties. If a culture fit isn’t there between the company and the candidate, both parties should have the wisdom to walk away.
The more a candidate can honestly evaluate their own experience and articulate it to me, the more realistic the expectations of both parties are throughout the interviewing and hiring process. If you look for candidates who are intentionally considering culture, chemistry, and competency fit throughout their job search, you’re much more likely to hire people with the discernment and soft skills to help take both them and your organization to the next level.
Job interviews can be really unpleasant for interviewers and candidates alike. A 30-minute chat sandwiched between a busy hiring manager’s afternoon meetings isn’t always the best way to get to know somebody, let alone judge their fit for an open role.
But over my past few years in the hiring seat, I’ve developed a set of five go-to questions that are easy to ask within the space of a half hour and still lead to revealing answers. Together, they give me a pretty comprehensive idea of who an individual is, how well they know their craft, how quick they are on their feet, and whether I’d be happy to see them every day.
And over time, I’ve found that asking this same set of questions has helped me get a sense for how everyone is performing against the same criteria, which means I can make apples-to-apples comparisons. The people who knock their job interviews out of the park are invariably the ones we hire, and who go on to thrive. Here are the five questions I always ask:
1. What’s Your Greatest Career Hit And The Role You Played In It?
Why it works: This question allows you to get a sense of the individual’s working process, whether they can lead and contribute, and how enthusiastic they are. It also lets you know their perception of quality. They might choose to talk about a student project (if they’re just starting out), a global integrated campaign, or a startup that they founded or contributed to.
I tend to spend the most amount of time digging into a candidate’s answer to this question–usually I’ll allot 10 minutes to discussing it, whereas the subsequent four only take five minutes apiece–probing for the specifics, and pulling up the work they’re talking about on the internet.
Answers that work: A detailed walk-through of the project that outlines their sources of data, inspiration, challenges and triumphs, along with a clear explanation of why it was successful and why they were proud of it.
Answers that doesn’t Work: An inability to explain their processes, or an eagerness to say that the thing that didn’t happen was the fault of the client/the creative director/the universe–anyone else but themselves.
2. How Your Discipline Is Changing? What’s One Company That’s Adapting Well?
Why it works: The world is changing quickly, and we want people who understand and embrace new opportunities.
Answers that work: A CRM strategist once described the way Glossier is inventing a new model for digital commerce and community-building. A visual designer told me about the way GE made machines brilliant in the smaller spaces of Instagram, and a copywriter gave a blow-by-blow account of the Twitter beef between Wendy’s and Hardee’s.
Answers that doesn’t Work: “Has it changed?”
3. What’s The Last Thing You Read, Saw, Or Listened To That You Wanted To Tell Someone About?
Why it works: I look for curiosity. I legitimately don’t care if the answer is Game of Thrones, as long as they have an interesting take and an ability to communicate it clearly.
Answers that work: There are too many to list, but here are some great examples from our recent hires:
- A strategist who described an article about the CEO of Scotts Miracle-Gro investing in hydroponics products that seem geared to the burgeoning cannabis industry
- A designer who pulled out a book about interface design in science fiction
- A creative who talked about Big Little Lies, and how Reese Witherspoon’s production career was an empowering response to the lack of roles for older women in Hollywood
Answers that doesn’t Work: Someone who mentions something they haven’t read properly, or only have flicked through when they were at the airport.
4. What’s A Current Cultural Phenomenon You Want Nothing To Do With?
Why it works: Because we want them to have opinions and not be afraid to express them.
Answers that work: Anything, just as long as they can explain why. Here are some examples we’ve seen persuasively argued: Coachella, cyber-bullying, the word “xennial,” internet outrage, transparent jeans, identity politics, Twitter, dressing children up as animals, the coopting of the term “self-care” by marketers.
Answers that doesn’t Work: Saying you don’t like “politics,” for instance, without being specific about what you find disconcerting.
5. What Do You Do For Fun?
Why it works: Because we work hard, and maintaining a life outside of it is important. I want to hear how they stay grounded and what makes them happy.
Answers that work: Their own genuine answer.
Answers that doesn’t Work: Not having an answer at all.
While it’s a given that the workforce is in a state of constant change and always has been it’s quite fair to say that today, it changes faster than ever. In this culture of rapid change fueled by generational shifts and technological advancement, human resources departments have their work cut out for them. From sourcing the best talent and developing it to be even better, to driving leadership and navigating the tricky waters of the “gig economy,” HR faces more challenges than ever. Here are some of the largest concerns facing today’s human resources:
The Gig Economy Is Growing
The last few years have seen a shift in the way that people work a shift that will only continue. Freelance and contract-based work are at an all-time high, and the portion of the workforce made up of such contingent workers is expected to reach 40 per cent by 2020. The reason is two-fold: for the contingent worker, they make more money per hour, and for the employer, they spend less on labor. But this presents a significant challenge to human resources. The talent pool, for one, is harder to navigate. Additionally, if companies are not careful about properly classifying contingent workers, they may find themselves in a difficult situation come tax season.
Creating a Powerful Team
This issue sees some overlap with the growth of freelance and contract work. Crafting the best possible team has always been a prevalent human resources concern a team that includes top talent in their fields, that can communicate and collaborate and succeed together. When you add a growth in the gig economy to this, it becomes more challenging. How do you make the best team, when a portion of that team works remotely? This is likely to be an ongoing challenge for human resources, one that will require true dedication to solve.
Streamlining HR Management
With the job of human resources management becoming more complex over time, any opportunity to make it more efficient is a welcome one. By taking advantage of new and powerful purpose-driven software programs, human resources managers are empowered to take their work to the next level without having to put in hours and hours of overtime. Integrated software solutions that combine human resource management, customer relationship management, and more, can be an incredible asset.
Whether the talent you are looking for is full-time, freelance, or contract-based, getting your hands on top talent is going to be a major issue moving forwards. Holding onto that talent in an incredibly competitive job market will be even harder. Today’s workforce is seeing shorter and shorter tenures at jobs and the reason for this, at least in part, is that people are less willing than ever to tolerate low levels of job satisfaction. So in addition to being able to find great talent in your sector, you also have to be able to offer them an attractive position, and work consistently to maintain high qualities of job satisfaction.
With shorter and shorter tenures at jobs, you’ll also see fewer people staying in one place long enough to grow into a leadership role. This is a major issue for human resources, and one that can’t be ignored. It’s of great importance to not only recognize leadership potential in people but to develop those qualities, nurturing them so that they grow and mature. By investing in leadership development, you not only make employees more invested in their work, but you create powerful leaders who go on to do great things.
To stay relevant in an increasingly new and constantly evolving job market, human resources managers need to be certain that they face these challenges head-on while being ready to adapt to new models and paradigms of work. But then again, hasn’t this always been the case? As previously stated, change is the only constant. How you navigate that change is how you define your future.