At the last i4cp virtual conference, three HR leaders agreed that employers should invest in training և technologies to improve employee engagement.
As companies continue to lose leading talent in the Great Resignation, many are rapidly trying to fill vacancies by reversing their recruitment and employment strategies, increasing registration bonuses, emphasizing the commitment to flexibility, and increasing their investment in corporate social responsibility. However, instead of focusing solely on hiring new talent, HR managers should also focus on “recruiting” their existing staff to reduce flight risk and create an embedded, engaged workforce.
It was the consensus of the CHRO group of CHRO board members of the Institute for Corporate Productivity, who spoke at the organization’s next Practices Now conference on Tuesday.
“There is a war for talent, the pool from which we are trying to reap is really small, so now more than ever, HR needs to have a strong, solid connection with business, be flexible in its thinking,” said Clint Wallace. : Senior Vice President of HR, Sanof Global Biological Society. “We need to make big changes to new ideas.”
At Sanofi, this means re-engaging with the “hearts and minds of the talented”, many of whom have burned in the last year and a half. That process involves doubling the organization’s vision, purpose, and ensuring that the employee value proposition is “inspiring” and real, Wallace said.
See also: How AI helps boost employees’ financial well-being
In its efforts, Sanofi has put forward aggressive diversity և inclusive ambitions, tried to take the initiative in creating a new hybrid workplace և initiated new skills նոր new digital transformation initiatives.
At the bottom line, this involves on-the-job training, coaching, mentoring, and short-term compliance with “celebratory” tasks called preceptorships, which employ about 200 employees, allowing those employees to develop their familiarity and experience. said Wallace.
Helping employees develop their skills has also been the focus of Black Hills Corp. an energy company that serves more than one million customers in eight states. Jennifer Landis, Senior Vice President և CHRO, և 2020 HRE:The Honor Roll Award says that most of the jobs in its organization require some form of technology school training, but the company has invested heavily in “building bridges” for employees who have no formal education but are willing.
For example, it offered to cover tuition, transportation costs, and provide extensive mentoring to call center staff interested in becoming a gas technologist or line mechanic.
“Our goal is to influence generations, not just one family,” Landis said. “We tend to train for this opportunity while developing loyalty.”
Black Hills is also working to redefine “transferable skills” by assessing how to provide employees who may not have special training or experience with other features brought to the company.
As organizations work to develop employee skills and identify skills needed for the future, technology is vital, CHROs agreed. It is also used to connect current employees to more meaningful jobs.
Black Hills has been in a pilot automation program for more than a year, which allows the company to discover և automate work that does not add value.
“Affordable technology forces people not to do automated, routine work that takes a lot of time,” Landis said.
At Providence Health System, the organization focuses on automation for tasks such as personnel planning, said Greg Till, Executive Vice President, CEO.
Company executives have found that 30% of nurses’ time is spent on administrative work, and they are not happy about it. By automating aspects of the work done in the health care system, HR seeks not only to reduce costs ացնել to increase efficiency, but also to improve employee engagement ի and ultimately retain.
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“Technology will not give [employees] more work; “It will give them more time to do the job they were called to do,” he said. «[Technology] It can be scripted to get a faster, cheaper, better job, all with better experience. ”
Jen Colletta is the Editor-in-Chief HRE:. He received a bachelor’s degree in writing from La Salle University in Philadelphia, and spent 10 years as a newspaper reporter and editor before taking up the post. HRE:. You can contact him at firstname.lastname@example.org.