Robert Blain, Editor Human Resources magazine
Digitalisation has been a significant catalyst as to how we define the “modern workplace”. Automation is now an apparent subject that replaces manpower as well as jobs. As HR practitioners we should empower our staff and educate them of ideas that should redefine what work means from a corporate level to an individual level.
“It’s a numbers’ game!” is what we’re all told but finding the right talent has always been the HR practitioner’s dilemma. Even with today’s advancement in social networking, technology, connectivity, the ability to fill in mandates has never been more challenging. What are the issues we face in acquiring talent and how can we do to improve it otherwise?
As humans, we are social beings. Being in a group or community and working towards a goal gives us a sense of identity and purpose. Individuals can identify themselves with an ideal or a community that represents their beliefs, inspiring them to move with
enthusiasm and intent; making their actions achieve a higher chance of success. So how do community building initiatives bring about successful talent acquisition in today’s work place?
We all know the glitz and glamour of successful start-ups, but do we know what are the challenges they face to be at the top? Carmen Chong, Director of People from LalaMove will share her ideas and experience from a HR’s perspective of how LalaMove navigated thru their ups and downs from day one up to present!
Getting a higher pay or giving better benefit packages no longer guarantee tenure from our talents even for next two years or so! Talents of today are more careful and picky of the brands and functions they associate themselves as they are more concerned of their future. We believe that that itself is an opportunity that HR practitioners can identify and use a unique selling point to promote their brand and as well develop their corporate function and future planning.
Our panel of experienced HR practitioners will discuss and share the challenges they face as well as opportunities in keeping talent in today’s competitive environment.
- What are the challenges in keeping talent? What do companies of today do to retain their talent?
- How do we keep your talent engaged and satisfied?
- How do you manage and deal with exiting employees? Do you try to keep them or let them go?
Experience is the best promoter for a product and now more so for companies in keeping talent. Nothing beats word of mouth promotion (and in most cases demotion)! So the likes of Google, Microsoft, Huawei and Tencent have invested in billions of dollars to making their office and brand the pinnacle of positive work experience for their employees but not every company has that budget. So as HR practitioners, how do we improve the employee experience? What can we do to add value to better and improve our employee’s experience within our companies?
Uncertainty in the workplace can be defined by several factors; corporate hearsay, political rumblings, as well as mistrust & miscommunication are some of the examples of what employees go thru. And it’s not just about following and articulating office and labour guidelines – it’s about how we overcome it as an employee, an employer and as individual. So how do we manage thru uncertainty – inside and outside our offices? How do you manage office morale and what are the consequences after which? What are the examples of policies that most companies can enforce in dealing with crises?
Robert Blain, Editor, Human Resources magazine
Data analytics is the fulcrum of today’s decision making. Whether it is looking at a group age of customers for production, a comparison between action points in marketing, or even in predicting sales forecast in the month/years to come. Data analytics has now become a viable tool in understanding employee performance in optimizing company growth. So how does data analytics determine these employee data points and interpret it from a business perspective? What are the examples of data driven initiatives? Who interprets the data and how do employees react to such data? How does a company benefit from the data?
The success of any workforce is determined by the collective attitude and aptitude of its employees –a meeting between soft skills and hard skills. While most senior management would appreciate employees that are fit culturally and trainable, it’s up to HR practitioners to determine and enforce the old adage of “hire for attitude and train for aptitude”.
Here are some points that would further the discussion –
- How do we balance between attitude and aptitude in the workplace?
- How do we identify our corporate needs between hiring someone who is cultural fit and someone who possesses the skill set?
- The medium skilled employee – a myth or a possibility?
Agility is a dynamic term adapted by businesses to promote adaptability in rapid changing environments. It’s also used as a term to describe new innovations and processes in technology. HR practitioners of today have also adapted the concept as a way or means to innovate mindsets and work-culture that would engage and enable employees and employers alike.
It’s no longer a question of when workplace transformation is taking place. It’s already happening -technological advancements, diversity and equality in the workplace, as well as employment flexibility are greatly enforced more than ever. And while most people think it’s the end of the professional working world, we believe it to be a great opportunity to change the mindset and improve the engagement between employer and employee.
Survey says that one of the most important initiatives that employees look at employers for is Training/Learning Development. And while that’s true, getting employees to do their L&D is another matter. So how do you get around the dilemmas of learning and development; what are the challenges that both HR practitioner and employees face? And what are the best practices that we can adapt to get a successful outcome?
What makes a leader in an organization? How do you qualify an individual to be a CEO? Can a HR practitioner be a CEO? What qualities should a HR practitioner have to be a CEO? These and many more questions will be answered by our esteemed guest of business leaders and general managers from different industries in the region. As panelists, they will offer their insights and experience on what makes a leader as well as the challenges and opportunities the title of CEO presents.
It’s become an imperative for any business to make their employees happy – simply because it’s evident that when employees are happy, the business thrives! But what does happiness in the workplace mean? And as an organization, how do we promote happiness? What are the examples of making a happy workforce? Is there even a downside to having a happy workforce?
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