Strategic HR Review
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Published By Emerald (Mcb Up )

1475-4398

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Richard Summerfield

Purpose This paper sets out the three-year people strategy at the core of a traditional professional services firm’s ambitious plans to transform into a progressive, agile and fast-growing business. The lynchpin of its acquisitions-led and people-centred cultural transformation programme is Project Zander, a pioneering hybrid working experience in its Jersey office that can be adapted to different geographic locations as the business expands. Design/methodology/approach Individual-level information gathered from the firm. Findings Nesting a hybrid working model within a clearly articulated people strategy aligned with corporate values appears to be setting the business well on the way to achieving its ambitions. Key is the ability of leaders to plan ahead for the future, mapping out a three-year journey with important milestones along the way. Although it is still early days, the business is already seeing a positive impact on collaboration, team working, staff recruitment and retention, leadership development, empowerment and creativity, employee engagement, and rebuilding the confidence of young people, many of whom have been negatively impacted by COVID-19 lockdowns. Originality/value The strategy has an innovative hybrid working approach as its cornerstone


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrew Watson

Purpose The purpose of this paper is to explore how organisations can remove the barriers that they are currently coming up against to increase their workforce collaboration. Playing a key role in workforce transformation, HR faces pressures to remove the barriers that stand in the way of effective collaboration and decision-making; and Andrew Watson explores in this piece the ways in which organisations can empower employees to take a more collaborative approach to work. Design/methodology/approach Drawing on Andrew’s extensive experience in HR, this is a thought led opinion piece. Findings The findings of the paper show that to empower employees to foster greater collaboration, organisations require a broader cultural shift in organisation. Although there are new challenges such as hybrid working models and siloed departments, Andrew’s paper reveals that to become a more collaborative workplace, employees need a platform that will allow them to come together and cultivate openness and transparency. Technology has the power to break down the communication barriers that stand in the way of effective ideas and knowledge sharing strategies. It can also help teams make incremental improvements quickly without having to wait for multiple approvals. Originality/value Drawing on Andrew’s extensive experience in HR to share insights.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mario V. Norman ◽  
Kimberly M. Johnson

Purpose The purpose of this paper is to provide an overview of the phenomenon, or the lack thereof, of building a culturally inclusive organization, specifically suggesting this paper will offer tips for human resources (“HR”) practitioners in their quest to understand and enhance inclusivity. Design/methodology/approach This paper is written for practitioners, focusing on ways to foster employee inclusiveness through personal awareness. It includes business and professional rationales for HR practitioners recognizing the need for and the factors impeding employee inclusiveness in the workplace. Findings Organizations are facing an increasingly dynamic environment in which they must interact with and, possibly, rapidly respond to changes. As a competition, both domestically and globally, increases progressive organizations recognize ways to retain and grow their talent pool. Not having a robust understanding of diversity, generally and cultural diversity, specifically, can lead to a less inclusive work environment. Originality/value This paper discusses the multifaceted nature of diversity and the need to understand cultural diversity. Particularly how HR practitioners can be a catalyst for organizational change. This paper then proposes practical steps for HR professionals to help improve cultural inclusiveness in their workplaces.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul White ◽  
Gene George

Purpose Organizational leaders and human resource professionals affirm that to have (and keep) an effective workforce, understanding one’s employees is critical. Thus, understanding the differences between employees of different age groups is important. Simultaneously, studies have demonstrated the significant positive impact appreciation has on the functioning of organizations. When team members feel truly valued, numerous positive benefits result, including lower staff turnover, less absenteeism, higher customer ratings and greater profitability. Design/methodology/approach Because individuals prefer to be shown appreciation in different ways and prior research has shown some age differences, this study examined how appreciation preferences differ across seven employee age groups. Over 190,000 individuals completed an online assessment based on the five languages of appreciation, which identifies employees’ preferred ways of receiving appreciation. The respondents were separated into seven age groups, from 19 years old and younger to 70 years old and above. Findings The results of an analysis of variance found that there were significant differences across groups. Although the patterns of preferences were largely the same across many groups, post hoc analyses found both the youngest and oldest age groups differed from employees in their 30s with regards to their desire for quality time. Additionally, older employees were extremely low in their desire for tangible gifts. Originality/value As the proportion of employees shifts from older to younger groups of employees, these results raise important implications for organizations’ approaches regarding how appreciation and other motivators should be adjusted for different groups of employees.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elissa Tucker

Purpose The purpose of this APQC (American Productivity and Quality Center) research study is to understand which strategic workforce planning approaches are currently in use; whether these approaches are meeting business needs; and what workforce planning challenges organizations are facing today. Design/methodology/approach This study involved survey research with 236 valid respondents representing organizations from a wide range of industries, regions, workforce sizes and revenues. American productivity and quality center (APQC) identified 46 “best-in-class” workforce planners from among these organizations based on their consistent achievement of superior results from workforce planning. Findings Best-in-class workforce planners are doing more than closing skills gaps and reducing skills surpluses. They are optimizing talent. Leveraging technology, varied work arrangements and employee development, they assemble the optimal mix of talent to achieve business goals. Originality/value The findings provide insight into how best-in-class workforce planners build a strong foundation for effective workforce planning through the distinctive ways they use process, people, technology and time. Organizations that adopt the practices and approaches of best-in-class workforce planners can drive improvements in their own workforce planning process.


2021 ◽  
Vol 20 (6) ◽  
pp. 189
Author(s):  
Javier Bajer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zeynep Hizir

Purpose The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to mass redundancies. The piece also looks at the role human resources (HR) departments will have to play in the implementation of, and response to, digital transformation within the workplace. Design/methodology/approach This paper combines research based on media articles, a parliamentary report and wider digital transformation industry research. The author looks to explain what digital transformation is, deconstruct misconceptions around digital transformation, assess the true evidence-based impact of digital transformation on jobs and advise HR departments on the impact of digital transformation within the workplace. Findings This piece finds that there remains a considerable degree of misunderstanding and many misconceptions around digital transformation and that while digital transformation will lead to the loss of some jobs, it will also lead to the change of existing ones and creation of new ones. Furthermore, this piece finds that HR departments will play a crucial role in the implementation of digital transformation, but that they too will need to pivot and adjust to new workplace realities as a result. Originality/value Many HR departments face confusion and misconceptions around the impact of digital transformation on the workforce, and there also remains concern among many employers that technology will replace their jobs. This piece seeks to dispel the myths and paint a clearer picture to both HR departments and employees around the impact of digital transformation.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chris Nichols

Purpose This paper aims to clarify the relationship between professional services companies and changing customer expectations. It proposes following the digital transformation process and outlines how companies can adopt agile, digital-first ways of doing business to tackle major long-term pain points. Design/methodology/approach This paper’s author draws on the author’s deep domain expertise on delivering digital transformation projects to businesses and organisations in a variety of industries, including professional services. The author explains the crucial applications for technology to help industry leaders address key business pain points. Findings This paper provides insights into how companies have an opportune moment to build long-term digital foundations for greater management, process efficiency and collaboration – with data-driven reporting, end-to-end business management solutions, dedicated HR modules and greater connectivity capabilities. This paper demonstrates that a digital-first approach can help companies achieve higher levels of customer engagement and secure their place in a highly competitive market. Originality/value This paper fulfils an identified need to explain how professional services companies can embark on digital transformation journeys to tackle outdated and manual ways of doing business.


2021 ◽  
Vol 20 (5) ◽  
pp. 183-185
Author(s):  
Veena Shenoy ◽  
Mohan Kumar

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