Hello everyone from Peoployed,
The year 2020-2021, which will not be remembered well even after many years, is preparing to leave tired administrations and societies behind. He has already convinced everyone that we will feel the impact of these challenging conditions for at least another semester next year.
In the context of readiness for similar processes in the future, some strategists emphasize agility instead of making long-term plans during such VUCA-dominated periods, while another section advocates a transition to scenario spaces aimed at addressing every situation within the possibilities. Differences of opinion do not occur only in the field of strategy setting. There are also different opinions about whether the aftermath of the pandemic will result in “a jump and a return to the point where the jump was made” or whether a new balance and order will be established at the peak point reached as a result of the jump.
In our opinion, a return to the point where we began to experience the conditions of the pandemic is no longer in question. However, as living and working conditions normalize, there will be a tangible retreat from the peaks reached during the pandemic. In the big picture, the change will continue from a slightly further point.
Achieving the right capabilities is a long-term problem area for companies. Of all the functions of Human Resources, it is the most critical and decaying. If you are successful in this sub-function as an organization, you are very likely to continue the subsequent processes of performance, adaptation, development and employee experience with little resources and high efficiency. Of course, there is also the opposite scenario.
If it is both difficult and necessary to solve a problem, such as clearing the field, achieving the right skills, this place should be a priority for managers. The new working models that the pandemic conditions have accelerated and expanded the entry into working life have increased the difficulty and necessity of delivering roles that require both expertise and managerial skills to the right employees.
Today the level of personal discipline and the threshold high durability, able to offer a high-performance experience in sustainable VUCA conditions, have the confidence to take initiative, work with multiple skill sets that provide individual, as needed, at the forefront of digital tools at peace with candidates and, unfortunately, this global talent pool to the shallow end. Therefore, the competition will be tough.
Probably, at no time have administrations worked as closely with Human Resources professionals as they did during the corona virus epidemic and applied for their expertise. Investments in technology and human resources and strategic policies to be managed from a single source and functions of HR and leadership are critical issues alone can decide that it is widely accepted that without BT. Senior management wants to hear from the real owners what the strategies in these areas should be.
It should be out of the question to take the use of HR analytics in a value-creating way, especially in determining strategy in organizations, out of the agendas. However, considering the periodic priorities and the fact that the HR world has recently come a long way in this area, we should naturally welcome a significant reduction in the urgency for now.
Integrating performance with direct remuneration instead of development, appreciation and reward is neither a very recommendable nor a very acceptable approach. However, the new generation of super jobs, the super abilities that take responsibility for them, the growing dominance of project teams in organizational structures, the fact that they can also work from anywhere, these two functions were included in our agendas under the same topic last year. Innovations in these areas include establishing more flexible, more agile performance and wage systems, switching to OKR-type performance systems that provide instant feedback, frequent and concrete evaluation opportunities, using wide wage bands, and offering income packages where the weight of wages is decimated. The environmental conditions dominated by the pandemic have made it more important and urgent for companies to take steps in these matters. Human Resources should also be provided to the administrations by designing effective employee performance, reward and remuneration systems in the conditions of VUCA. Just as a strategic stakeholder should…
With this period, our agendas are even more crowded with issues added to priority lists, from strengthening the sense of trust to digitalization, from restructuring the channels of internal communication to changing leadership competencies.
Although the pandemic has not said much new, it has accelerated one of the biggest technology-based transformation and change processes that the business world has experienced over the past decade. He mobilized many administrations that were slowing down the change process, changed the thoughts of leaders who believed that some changes could not take place. Being friendly with such an accelerating process of change and transformation, harmonizing strategies and operations, correctly addressing the unknowns and weaknesses that innovation will create will be the priorities of the business world. The good news from the Peoployed Human Resources point of view is that we will have the opportunity to take on more critical roles in this process than ever before, which will have an impact on employees in all aspects.