HRO Today December 2019 - 15
Cover Story
In a culture where communication between managers,
employees, and peers is frequent and effective,
individual performance improves by
34%.
Source: Mercer
companies to cut back on one-size-fi ts-all solutions in
favor of greater fl exibility and deeper connections.
" As employers struggle to identify ways to stand out
in the increasingly competitive labor market, I see a
defi nitive increase in the focus on culture, employee
development, and individualized career growth, " says
Heather Jordan, vice president of HR at Eliassen Group.
" Leaders are starting to understand more and more that
jobs are much more than a paycheck and that while a
healthy culture used to be a 'nice-to-have' it is now a
'must-have.' "
Employees are no longer content with following the
status quo-they want their employers to adapt to
the changing times and modes of work. According to
Jordan, this means embracing a more individualized
approach to HR and creating agile programs that
respond and adapt to continuous employee feedback.
" While some aspects of HR must stay standard practice
for regulatory reasons, it is important that HR teams
position themselves with the capability to quickly
adapt to changes in business needs. An HR focus on
continuous rather than annual feedback, tight feedback
loops with immediate results, continuous improvement
exercises, and utilizing real-time data will be key.
Identifying data points that can have immediate impact
and are sustainable over time will be useful in driving
the agile HR approach, " she explains.
Jordan believes that modular performance review
platforms that allow for individualized goal setting will
become more prevalent as companies seek to improve
productivity. And these feedback practices will do
more than just keep employees engaged; Mercer's The
Future of HR survey reports that in a culture where
communication between managers, employees, and
peers is frequent and effective, individual performance
improves by 34 percent.
Tomorrow's employees will also gravitate toward
organizations where they feel empowered, impactful,
and involved. The new generation wants to be part
of a company with a mission that they fi nd personally
meaningful, and they want to be able to contribute to
that mission while developing their own skills in a positive,
diverse, and supportive environment, Jordan says.
According to Mercer, thriving employees are three
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HRO Today December 2019
Table of Contents for the Digital Edition of HRO Today December 2019
HRO Today December 2019 - 1
HRO Today December 2019 - 2
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