cover feature
we see everyone looking for and that’s what we think is going to
keep people here,” said Enros.
“The idea that learning is the new loyalty is something a lot of
companies are starting to understand,” said O’Grady. In the com-ing
year, businesses that realize this will have an advantage. “The
most common contributing factor to poor staff retention is a lack
of professional development or a lack of career progression,” said
O’Grady. He adds that when companies drill down, it’s not always
a promotion or a salary bump employees are after. “More often
they question what they’ve learned in the last 12 months, whether
they’ve had a new challenge, worked on interesting projects or
learned anything from their boss,” said O’Grady.
ATYPICAL WORK
If today’s employees are changing the definition of what it means
to grow on the job, they’re also completely upending the notion of
a “typical” work experience.
Pina Nicoli, Metro Market manager, The Creative Group, says
there are a number of atypical work arrangements that are on
the rise and promise to be significant factors for the coming year,
including flexible hours, telecommuting, a compressed workweek
and job sharing.
“These programs can also be a strong recruitment and retention
tool,” said Nicoli. “In today’s competitive job market, good candi-dates
have options and can often afford to be picky about things
like location and commute time. Job seekers are taking an increas-ingly
holistic view when assessing whether to look for a new
position – it’s much more than just salary. Flexible work options
are key factors professionals consider when making career moves.”
From an organization’s perspective one significant upside to
atypical work, and in particular telecommuting, is a significant
widening of the talent pool, as geographical restrictions disappear.
However, to prep for atypical work requires a little infrastruc-ture
adjustment and possibly even investment. “We use tools like
Zoom Video Conferencing or Skype,” said Enros. “If someone is
working remotely, or maybe they’ve moved away to an area that’s
more affordable, we can still have their face in that meeting room.”
Using collaborative software tools and online platforms can
help staff stay in touch; and ensuring regular calls and in-person
meetings when possible can help overcome some of the obstacles
of distance. “Once an organization has decided their business is
ready for remote work options, they need to be prepared with pro-cesses,
tools, expectations and guidelines to keep productivity and
team morale on track,” said Nicoli. “Keeping a schedule of workers’
on-site availability, and where and how they can be reached when
off-site, can keep work flowing smoothly.”
A FINE BALANCE
If the word “more” comes up often in a list of 2019’s biggest HR
trends, “balance” is also a consistent theme. There’s a need for
HR to embrace technology, but to do it strategically and judi-ciously.
There’s a need to develop flexible work plans to meet
employee needs, but to do it in a way that promotes productivity
and connectivity.
“HR is a mix of art and science,” said Seymour. “The science
is the data, the system, the technology. The art is the ability to be
human.” In 2019, the biggest challenge – and the biggest rewards –
will be in striking the right balance between the two. n
Organizations that do good in their communities are gaining an upper hand in recruitment
Wavebreak Media Ltd /123rf.com
20 ❚ DECEMBER 2018 ❚ HR PROFESSIONAL
/123rf.com