Change in the workforce is more rapid than ever. To keep advancing seems like the only way of being these days, but there are two missing components: listening and communicating. It’s great to have ideas about how we can improve the nature of work. However, it is not until we share those ideas with others and have meaningful dialogue that we can start to craft solutions.
Concepts like talent analytics are far-fetched for the average HR practitioner. HR practitioners struggle to latch onto talent analytics not because they don’t think it could be useful – but because it is hard to envision the applicability of data when you work in an environment of siloed information and resources. This very archaic notion that withholding information in the workplace somehow preserves jobs and makes individuals inherently more valuable is not accurate. We now know that people and businesses are far more productive and even more profitable when information, ideas and resources are shared commodities.
If I can note one area where hoarding information has had a detrimental effect -it would be with employee engagement surveys. This act of crafting a survey to assess employee sentiments around work, dedication to the company and their work and workplace happiness is well-intended; but often poorly executed. As an employee, I don’t mind to provide insights into my approach to work and/or my work experiences if I have a reasonable expectation that you will address my concerns or issues. If on the other hand, I take the time to provide you with feedback on my work experiences and concerns without any tangible action taken on the part of leadership to do something with the information; I am likely to feel like I wasted my time with this exercise and will be very unlikely to respond to future inquiries for this kind of information. Here is where information gets locked down again and by proxy stunts the ability to gather valuable employee data – which in turn hinders any progress to be made with utilizing talent analytics for both present considerations and predicting future outcomes.
People want to feel like they are understood, valued and heard. Whether it is shifting the mindset from reactive reporting to predictive analytics or just-in time talent management to succession planning, every shift begins and ends with the ability to continuously listen, communicate, and take decisive action to move the needle forward. The decision to work collaboratively and share insights freely is something to be championed from the top. If every C-Suite Leader empowers their workforce to approach present and future workforce challenges with this mindset; the future of work will have a fighting chance.
Follow #SmarterWorkforce on Twitter to hear more from Janine Truitt (@CzarinaofHR) and other influencers as we tackle the future of HR together. And don’t miss the IBM Smarter Workforce Summit in Orlando, FL on October 4 – 6, 2015 featuring keynote speaker Steve Gross (Founder and Chief Playmaker, Life is Good) and 30+ HR Thought Leadership Sessions. With over 500+ HR Leaders and professionals from the Fortune 1,000, this is an incredible opportunity to meet and mingle with peers and build the kind of professional relationships that are key to doing business today.
Janine is the Owner/Chief Innovations Officer for Talent Think Innovations, LLC, a talent management consulting firm. She is also the Founder and Chief Blogger at “The Aristocracy ofHR”. Her career spans over ten years in HR. Janine is a dynamic speaker, entrepreneur, and animportant and respected voice bringing business savvy to the discipline of HR. A globally-knownfigure in Human Resources and Business, she contributes for TLNT.com, Performance I Create,and Hiring Boss Asia, and IRIS.xyz, where she isn’t afraid to tackle the obstacles and issues facingemployers and employees alike. She has been quoted by Maternity.com , SHRM, US NewsCareers and has been featured by Black Enterprise, Entrepreneur and Ebony Magazines.
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