For many of you, this is your first full-on crisis. Even if you experienced the 2008 Financial crisis or the ups and downs of the VUCA world, nothing could have prepared you for this. Covid-19 is VUCA on steroids and nobody saw it coming (ok, except for Bill Gates). You have had to support your employees whose homes turned into offices and classrooms overnight, who fell ill or had loved ones falling ill, or whom you have had to let go through no fault of their own.
Our latest Research
Tomorrow’s Re-humanized HR
It was only 5 to 6 years back when we at KennedyFitch started to notice that “something is looming around the corner” in HR. And we were certainly not alone at that point in time. When we published in 2016 the first edition of this whitepaper, we predicted that classic HR transformation was an end-of-life-cycle product. We repeated our view at the end of 2018, stating that we were at the beginning of a disruptive change in the world of Human Resources. Now, in 2020 (with and without corona virus), we continue to be even more convinced about the direction we have been speaking about.
This article will report on how we see the world of HR in the future and is based on extensive research and conversations with academics, consultants, HR and business leaders and the report describes what it takes for you to be prepared and thrive in the world of tomorrow. It is less of a recipe book and more of a co-created manifesto.
We need to stop refining concepts for HR that were designed for the world of today and yesterday. The world of work of tomorrow is going to be very different. It is a world where current concepts (which are very often not even effective today) will be misaligned and where human beings no longer want and expect to be measured and assessed predominantly on the basis of cost and productivity.
We do not need an evolution; but we will need a disruptive revolution or re-imagination of our profession in order to stay relevant for the years to come. Every organization will inevitably be impacted, and the current coronavirus crisis only accelerates some of these developments. The speed and magnitude of this impact will largely be driven by “an appetite for change”: do you want to be “ahead of the curve”, do you want to “go with the flow” or would you rather be “late in the game” and learn from others or, possibly the least attractive option, do you want change to be done to you.
Work from Home Report (2021)
Employee Experience Report (2020)
Rising up to the challenge (2020)
Becoming more Empathetic (2020)
HR reinvented (2019)
We recently ran a workshop with the HR Executive Team of a large multinational on the Future of Work and the Future of HR and I thought to share the summary. One of our clients asked us where most companies are with regards to preparedness for the future and we took the liberty to paraphrase Dave Ulrich; 20% is getting it, 60% is trying to understand and wants to get there and 20% will never get it.
Pre-Covid we had been in contact to initiate a leadership development program for her organization. Our follow-up meetings to further explore the outlines of the program had, understandably so, been postponed several times due to her crucial role in managing the impact of the Covid-crisis in her organization.
How well we take on the perspective of our colleagues in our design of EX determines its ultimate impact. One of the key threats or challenges to Employee Experience (EX) is the tendency to see the way people experience our organizations through a narrow HR lens. The danger exists in the sense that framing EX as the ‘Customer Experience of HR’ and using HR jargon and frameworks will limit what we create and offer our employees and will keep EX as an ‘HR initiative’.
In the context of employee experience, we start thinking in journeys, in touchpoints, in moments that matter, we start design thinking, we start involving our employees in the design. This essentially means we are moving from “vertical management of people ” towards “horizontal distribution of work”. And this requires different management practices; we no longer “own” the data, we now start “sharing” the data.
Over the past 20 years as industries have been impacted by massive change and many have seen the need to transform their HR function. Following Dave Ulrich’s highly acclaimed book “HR Champions” in the mid 90’s of the last century, and with the help of a few consulting firms, we have embarked on several waves of large-scale HR transformations. But what is the real business impact of all this effort.