Using the hard lessons from 2014 to your advantage in the New Year
by Beth Cook

January 2015

 

A comprehensive strategy coupled with well-executed implementation can turn your organisation’s workforce into your most competitive advantage.

This is according to Beth Cook, the CEO of Progression, a leading Human Capital and Transformation Solutions Service Provider. She says that there are four distinct trends that emerged from 2014, which her management team have identified as key drivers for the development of successful and sustainable skills development and diversity strategies.

Develop a learning organisation

The extraordinarily rapid growth of technology and new digital platforms has provided unrestricted access to a wealth of information at our fingertips.

We’re now living in the “everyone’s an expert” age, where expertise is less sought after in a world where people are more aware of what is going on around them, and if in doubt they can seek out the information for themselves. Added to this free and independent thinking, are the emerging entrepreneurs who are willing to take risks and offer new ways of doing business.

What will provide established organisations with the edge in this highly competitive marketplace is to identify scarce skills within the organisation and invest in a long-term strategy that will develop tacit knowledge, enabling the organisation and its people to remain experts at the leading edge of their areas of expertise.

We also believe that it’s not just what you know, but also how you apply it. If organisational leaders can identify, mentor and coach young leaders, who can effectively mobilise the workforce then long-term growth and sustainability will follow.

Organisational leaders will need to invest in skills audits, career mapping as well as leadership and management programmes in order to create a dynamic and “difficult to imitate” dynamic workforce.

Win the war for talent

Getting the most out of your employees has been the quandary of employers and managers for many years in an attempt to drive efficiency in an environment that is scare in additional resources.

However the last year has also shown us that organisations that prioritise employee well-being have a more committed and loyal workforce.

Further to this is the notion that recognition as a non-financial reward is fast becoming a bigger incentive for self-motivated employees. These individuals seek job satisfaction over and above that big pay cheque. Over and above this, they want to know that they are valued by the employer.

Large corporate firms that have lost that close-knit work family feeling, may be faced with losing crucial talent.

The drive toward digital transformation

The information age is forcing organisations to go digital and find new ways of becoming instant go-to-experts for information.

Managing the heavy capital outlay to move from paper-based to digital systems and processes will indeed be a challenge for the family-run business and other SMEs.

The revised B-BBEE codes and compliance

As organisations struggle to meet the requirements of the new B-BBEE codes, our local marketplace will see many companies elect to become non-compliant and exempt enterprises instead.

We however believe that true transformation is a process that ties in with holistic business practice and long-term results.

Company leaders will need to develop capacity building tools in order to truly empower transformation. These tools need to be sustainable and breed a culture of transformation that will move business into the future rather than restrict growth and development. 

Google+