This article is part of our new State of Employee Feedback Series which will interview a diverse mix of HR experts and thought leaders with a goal of better understanding their perspectives on the current state of and future of HR.
The following is an interview we recently had with Khadija Moore, BSc, CPTD, Founder and Managing Director, Dijitalised.
Human Resources is leveraging its new seat at the table to cultivate people-centric workplace cultures. HR professionals are tackling the critical issues that have taken precedence over the last 18+ months. We are:
These activities drive enhanced problem-solving, operational improvements, productivity, company growth and overall business performance. Therefore, the Human Resources Industry today is an active contributor to organizational strategy and success.
Some of the most common challenges faced are the negative feelings and sentiments held by employees - primarily fear and/or disinterest.
First, there’s often the fear that confidentiality may be breached or that anonymity is not a guarantee. This leads employees to believe that retaliation and retribution could be possible outcomes and causes them to shy away from involvement.
Additionally, disinterest usually stems from a past unpleasant occurrence that rendered employee feedback an exercise in futility in their minds. Previously shared feedback not met with receptivity, dismissed or never actioned are some of the regular culprits.
Taking measures to overcome such sentiments becomes crucial to conducting a successful employee feedback initiative.
Increase the frequency of employee feedback and make it an organizational mainstay by training leaders on how to solicit feedback from their team and be receptive of the feedback once it is shared. Employee feedback should be viewed as a part of ‘how we do things here' instead of an annual chore.
Just as important, utilize employee feedback. Ensure that the feedback received is actioned by the organization. Be sure to share both the feedback received and the actions taken. This highlights that the company values its employees. It also builds trust and helps to shape a more positive workplace culture.
The future of HR is innovation!
To remain responsive to the expected changes and challenges ahead, Human Resources will have to view each aspect of the function as an opportunity to ideate, experiment and reinvent. Whether it be the way people analytics are leveraged, organizational design is flexed, talent mobility is achieved or AI solutions are integrated, balancing high performance goals with people-centric priorities will undoubtedly call for new and dynamic approaches to be explored.
It’s an exciting time to be in Human Resources, actively shaping the future of work!
The already high demand for Organizational Development (OD) practitioners will continue to increase. As more and more senior leaders lean on the function, the development and delivery of interventions will have to adapt and evolve to meet these rising needs. Though highly advantageous, agile approaches alone will not suffice in meeting this demand.
The OD role will therefore be tasked with creating solutions that democratize organizational development in a sustainable manner. These solutions will act as enablers that empower business unit leaders, middle management and even employees to contribute to organizational development strategy in order to achieve transformation at scale.