There is so much change going on today. Major is disruptions with technology compelling a barrage of alterations and iterations with business strategies as well as modifications of business models etc. As a result, the Human Resources function is currently undergoing one of its most rapid evolutions yet. Today, it is common therefore to attend a Human Resources Conference and come off with a list of a million recommendations of frameworks cum actions to be taken in order to shift and improve outcomes on the job!
Making sense of and being able to navigate evolving issues is not often easy. However, by paying attention, it’s easy to see the multifaceted nature of the drivers for change. Having a firm grasp of these in itself would be vital for progress.
Again it’s easy to see how most of the elements required to succeed is hinged largely on the adoption of new mindsets as against some superficial and ephemeral displays which do not and cannot guarantee lasting results. Case in point is where some business leaders are already clamoring for a return to status-quo with respect to the physical resumption of their workforce. One would expect that consideration would be given –still, for an extension of the remote work model or in the least, a hybrid model especially with the COVID-19 still actively ravaging many countries plus a third wave making the rounds for example in Nigeria where I currently reside.
Still on the Nigerian angle, one would also imagine that the relentless, frustrating and incapacitating nature of vehicular traffic within the Lagos metropolis would be another valid premise for the consideration of hybrid work model right? Well, not quite. The other day, a HR executive told of how stressed she was returning home from work. The traffic was horrible as usual but she had decided to get to the office by all means necessary. She eventually got to the office, ‘marked herself present’ and left just two hours after. The remainder of the day [some five hours plus] was expended in traffic to and fro her work place. I do not have words to describe this degree of wastage.
Again, and needless to say, many organizations have gotten so familiar with inefficiency that for sure, a major mindset shift would be essential to making any meaningful change.
Still speaking about mindsets, it is evident that adopting new beliefs and behaviors would be critical to being able to rise to the occasion and meet the barrage of new business demands brought about by disruptive forces.
Often, business leaders are clear on what they want but with so many moving parts and shifting environmental factors, getting ‘there’ isn’t always as easy as they would want. Part of what has become most evident vis-à-vis the rate of change is the need for employees and leaders to learn, relearn and unlearn. This all powerful Alvin Toffler quote has never been more relevant than it is today. Hopefully, we’re cautious enough to retain the depth of its essence vis-à-vis keeping up with the acute pace of change.
As Mckinsey aptly put it, a number of domains within the modern organization, would require some form of rework and/or modification in order to effectively function in the new world order. In its article, ‘Five Trademarks of an Agile Organization’ the components highlighted are:
1. Strategy
2. Structure
3. People
4. Process
5. Technology
For sure there is a focus on People – and for good reason. Having people on board with relevant skillsets, who can drive organizational agenda, are responsive to fast evolving requirements of business and can achieve results will be vital. And right at the center of this picture is a skillful and competent HR team capable of enabling their people gain requisite learning capabilities essential for the achievement of organizational objectives- and that in spite of the uncertain and complex nature of the business terrain.
However, the question is, are people able to learn as quickly as is required in order to see any meaningful and timely impact on business outcomes? With the degree of change ongoing, do employees have what it takes to change the game and make impact? These questions are even more relevant to employees that have functioned within organizations that have operated in largely stable conditions for most of their existence.
I have written and spoken extensively on the vital role HR now has to play in the new scheme of things. The scope of work this entails is by no means for the traditional HR mindset. In one of my papers which was featured in CIPM Journal 2021, I stressed how HR has to be a ‘different kind’ of function for it to show up as a business enabler in the new business environment. In the paper, I highlighted the importance of certain introspective assessments to be done by HR in readiness to deepening her relevance in this regard. To my mind, it is impossible for HR to rise to up to its role as an enabler to line managers, workforce and ultimately the business if she doesn’t first ascertain her own responsiveness, adaptability and agility posture. I believe that much of the dissensions experienced between the HR function and business, arises largely from the disconnect of HR from business realities cum her inability to put forward a posture of flexibility and agility.
In the rest of this material, I will attempt to:
§ Present a fuller picture of factors compelling the need for reskilling and upskilling in today’s organization.
§ Highlight the particular and associated competences in this regard.
These factors and skillsets clearly have a huge impact on whether businesses win or lose in today’s highly competitive and complex business terrain.
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