Estimated reading time: 11 min read
Of course, we have not come as far, all together, but here my shot at how q4 2019 and 2020 will look related to the HR work:
Gen-Y, the generational demographic cohort following Gen-X and preceding Gen-Z, has had a different upturn than the generation before, primarily changed and stimulated by information technology, social media, and have had access to growing technology such as internet and video games. Several analyses show that Gen-Y has a 43% lower level of social interaction, which is known as an essential part of building empathy.
Gen-Y has grown up during what is now known as “the lost decade.” This generation has seen the world grow, experienced demographic change, increasing uncertainty, recession, and unemployment. They have seen solid corporate giants, making redundancies and coming under scrutiny for their employment and working practices. Growing up within the Information Age and are prone to use media in everyday life.
The effect of information technology, video games internet, and social media is that we are today connected in another way, and more of the communication between two people takes place over the internet and social media. Bothin the workplace and in private life. We experience new young Gen-Y who now has to adapt to being socially together, talking together, participating in teams, talking and interacting together, creating networks, etc. And it can be a new brave mission to join in on.
There is a lot of work in teaching and training these young people in social interaction, and luckily, the training is positively well received, and there is a great interest in the subject. However, social interaction is an essential part of the components in strengthening and building a stronger empathetic sense, and this may take its time, but we see that the Gen-Y sees this too, and it is in demand on the training schedule.
The war of the best candidates has never been on a higher level, and one can only expect it to continue. The war for talent refers to an increasingly competitive landscape for recruiting and retaining talented employees. We see a strengthening of the requirements for the candidates. At the same time, we, strangely enough, see a widespread lack of expertise in making the selection, and we can only recommend all to train internally everyone who is related to recruitment.
Ask yourself or your team, how do we choose our employees? You will probably be able to acknowledge that there is a huge development work.
Two analyses showed that recruitment is one of the weakest parts in the entire HR section.
Recruitment scored the only Index 11%, which means there are 89% improvement options. External recruitment companies got a slightly better score, but it was only Index 3% better and reach Index 14, this then allows for 86% improvement.
The recruitment model that some will call “referral recruitment,”a model where you only focus on how well the candidate match “on the paper,” regarding last 2-3 jobs and a short or long education, is simply not enough anymore. Today, a selection needs to be made on the full amount of talent, and this amount of talent need to be related to the job, and we must be sure that the candidate can be successful in the position. Not least, there is a great focus on other parts of key elements under the definition of talent; such as competencies, skills, professionalism, relevant intelligent, attitude, capacity, adaptability, absorption level, and engagement; those portions of talent also need to be selected and evaluated on. And those elements need a new questioning method. Some will work with special question frames related to whether example it’s a behavior, solution or a general question you ask to evaluate the candidate, and that is the way forward.
Try to think about who trained you and your managers who are taking the role as a hiring manager. In short, how to choose the right co-workers? And also, how this selection process matches the new demands for concealing more values in the candidate, related to the amount of relevant needed talent.
Successful recruitment also requires a structure, and many things need to happen before selecting the right one, so it’s a process that is complex. But keep in mind, the higher demand for quality at the recruitment also demands that you learn to work on this level.
So, beyond the working form must be significantly strengthened. Then you have to run fast to catch up with a higher high speed, so it can be difficult and demanding.
We have a busy weekday, and it is getting even busier, and the art is in choosing which kind of support, human or technology we need.
Internationalization and a definite greater insight into everyday life globally create a change in the way young people view the marriage; we experience more people who do not want to get married as early as before. The cultural family thoughts about when to marry are inverted, and the single lifestyle see is growing. It has been such for many years in Europe, but we understand and see that it is also the trend in Asia now. And that in spite of very stable family bonds.
However, it remains difficult, and it affects many, and one of the reactions is either to take education abroad or to ask HR to work in another country. Also, as a result of this change, we today have many people who want to work in other countries and gain the value and experience in their careers. This places additional demands on the companies, the HR and management teams, as this poses requirements for our flexibility. Many young people also choose more typical international companies where this option is available. The old virtues of building a home and a stable life in a country, we see it changing, and there is a great desire for working and living internationally.
We see a shift in the demand for training, and the wishes come directly from the employees, even in countries where we previously experienced a retreat due to the perceptions about training, and the request for extra training was looked at as wrong. Fortunately, here too, we see a positive attitude and increasing attendance.
Many of Gen-Y are keen to learn about social interaction, and we experience that more and more people have acknowledged that they are unable to do everything but that they have the opportunity to improve. At the same time, we see a much higher expectation that the training offered is valuable and relevant.
Being able to select, reviewing relevant information in a very fast changing world becomes one of the focus points, which is very important. Not only focusing on one’s specialty but also being able to combine these new things as changing, at national, regional, and global levels. In addition to the changes that happen, it also requires you to absorb quickly and adapt what is relevant in a given situation to what is needed.
From an HR angle, you should be able to translate this knowledge to guide your employees, especially millennial workers/Gen-Y. An analysis shows that there is a task that is 15-25 times larger here.
Setting up new programs for your employees will be a new task for HR, in a direct coach role. We already see a demand for adaptation and better fitting, to the more clearly defines company culture, and the communicated believes from the senior management.
We see a much higher desire to group in the company, not just in the team you work in, but also across. The networks you are a member of giving status, and it gives a stable signal about who you are, something especially the younger generation takes on very quickly. There is also a reasonable and stable aim for the activity level, the professional level, and what the network offers.
As mentioned before, we see an increase in learning how to work with social interaction.
We also see the groupings formed the hierarchy diagonally, and different spots suddenly become a new meeting place. Some join together in café trips, some in the football games, some join film clubs. These are quite important social self-initiating initiatives I can only recommend that you do much to strengthen and support.
We see that these networks are shaped to create and find strength together, for example, we see a group of new mothers, going along and making wishes about, for example, a more flexible working time.
Seeing a group is formed because you want to prepare a proposal for better helping and taking care of the elderly in the family. The population picture has changed, and there are a lot of older people to be looked after, and now this grouping mentality is self-initiating a shape in talking platform, making suggestions. It is a fantastic interaction, and many great ideas are shaped in those groups.
As mentioned, there is a great interest in working in several countries, and there are also bigger expectations for this can be done.
When it comes to the young people in the organization, the changing family lives are the reason for this, and several of them are created out from a single life perspective, but there is also a clear view at the opportunities an international career gives one. In many companies, it has been difficult too, because it may cost some money, but fortunately the new generation is not so demanding. They are also ready to invest themselves; it’s more about getting out and carry on working in a new environment and in a new city.
At the managerial level, there is also a great desire to work abroad, and those companies that fail to offer this, they simply lose their employees.
There have been such leaders in the past, but few. More companies realize the need to develop leaders with an international background to sustain their businesses, and now we even have a higher interest for this. We do see, people who have lived in more than one country have an openness to new things, and it shape an open door to innovation and creativity.
Unfortunately, we see countries that do not see the value in a multicultural and international workforce, especially at the management level, but we will see this change, not least because of the benefits it provides and the advantage it gives.
This is one of the most focused issues in many dialogues. Many companies have had a system of induction meetings, running 3, 6, 9 or 10 times a year, and it has given often some bad results as many employees are hired not just to start every second month.
We have induction the day the employee arrives, where a mentor and the nearest manager are responsible for the employees’ first day, first week or first month. A course supervised by HR. There is simply not the time to wait 1 or 2 months to get the practical information or learn about the culture, be introduces to the senior management believes; it needs to be in the first few days.
A welcome package has been created that is adapted to the 9 levels in the hierarchy, and it runs quite smoothly. The welcome package is also adapted to each country and, in some cases, the individual city where the differences in culture and expectations are high. But it’s actually easy enough to get planned; you get very far with a plan and “who’s going to do what.” – and the most important follow-up and follow up, as always. All new programs need this support.
We recommend everyone to embrace the whole concept and the thinking behind Artificial Intelligence (AI). It is something that comes with great speed. It’s not a choice.
We have not yet seen much in the HR area as an actual AI developed a product; most products are still programs that primarily make decisions based on demanding data patterns. It will be a valuable participant in all HR work, but the human part cannot be completely replaced by it.
We believe that we will see this solid within the fields of finance, administration, law, and all areas where there are many data backgrounds that the systems can make decisions from.
However, it is extremely important that we also start from an HR angle start to describe a framework for how AI should work.
We have already seen AI trials, which were not in control and could only be stopped by pulling the plug out, programs that began to work in an unclear and noncontrollable way, programs that created their own language, etc. But we do think that humans also find a way, an opportunity to control this; that we must hope for. It is an area that requires a framework and heavy control. Important is especially the basic data the systems work out from. Data purification, data checking has never been more important, especially since these old data are now much more used to form the decisions of the future. Even small mistakes can make big mistakes in the future.
HR administration, contract management, salary and benefits administration, and all kinds of people-related assessments can be made in a more data-supported, reliable manner with AI.
We await, seeing this trend, emerging in 2018-2020.
It is certainly open to most of the agenda, some have worked a lot with this, others have worked less so, but there is no doubt that creating a bridge between the company’s culture, the senior managements believe and what the employees believes is important or, in any case, trim or reduce the distance.
Practically, all analyses show that the better the employee matches the company’s conviction/believe and culture, the better it goes the employee and thus the company.
Many will probably work more with how to do the three or five keywords or sentences work related to describe the culture, shape the words and sentence more useful and related to everyday life.
One cannot only write “trust,” and everyone has an idea of what relation this is related to and how this (very heavy and valuable word) is used in everyday life, and most importantly, can the company live up to and working with the word and the concept with a so weighty word?
Here, it may be necessary to elucidate or explain how this is seen in relation to the business culture.
In short, get the business culture “down on the floor”, described and worked out as the foundation, after which ensure that it is included in everything we do, both as a manager and an employee. In some cases, it may be necessary to look once again at the culture that might have been created many years before, match it to 2018? If it does not make sense correct or explain how it’s fit 2018-2020, and communicate out the new culture, together with the business plan.
What was new today is (imaginable) old tomorrow, we live in a “high speed” world today
// Christian Hoffeldt
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