Catalyst |
Introducing
an era of
empathy,
supported by
technology
A
mid
the extraordinary disruption of COVID-19, one emerging
positive is a new fellowship, as organisations struggle,
simultaneously, to adapt. This has built a sense of empathy
and shared endeavour.
At Alexander Mann Solutions, our teams have visibility into the operations
of a diverse array of firms, across sectors and geographies. With this
valuable insight, we can begin to identify commonalities in how they are
thinking about their futures and the impact on the world of work.
Homing in on the impact of COVID on digitisation (the focus of this
edition, to be followed in subsequent issues by a spotlight on dexterity
and diversity), the accelerated global transition to remote and flexible
working has been clearly apparent. Those firms that already had
flexible policies in place were at a distinct advantage, but even the
most unlikely professions have had to adapt; for example, investment
bankers trading remotely.
Early evidence suggests that both productivity and wellbeing have
increased due to flexibility, but it is clear that a balance must be achieved,
once circumstances allow. As global research analyst Josh Bersin pledges:
“We’re going to make digital, remote work thrive… and we’re going to
do it in a human way.”
An enabler of change
Another unsurprising congruity is the increased digitisation of services,
a trend expedited out of simple necessity. Across life sciences, for example,
firms are digitising many elements of their business, from research and
development through to sales and patient care, with brands evolving
accordingly. Our client Baker Hughes has repositioned itself as an ‘energy
technology company’ to reflect the evolving market.
Organisations that have been able to adapt their day-to-day operations
through technology, and embrace digitisation as an enabler of change,
have fared best. While circumstances differ, most firms should be looking
at how tech can improve their efficiency, designing new processes from
a digital-first perspective.
Temporary opportunity
As the world adjusts to the rapid changes brought about by the pandemic,
the pace of digital transformation is only going to pick up; and, with it,
the demand for digital skills. Businesses that are still able to grow and
invest can capitalise on the current situation, where lay-offs, uncertainty
and candidates seeking greater security have created a temporary
opportunity to hire scarce talent. But when the next ‘normal’ arrives, it’s
likely that competition for digital talent will increase. Identifying new
hires based on potential and adaptability, rather than having the technical
skills on ‘day one’, will become an increasing trend.
This will see organisations having to invest in effective assessment tools,
and it is likely that many of the immediate digital responses to coronavirus
– such as video interviewing and virtual onboarding – will stay, rather
than revert. Healthcare giant Sanofi, featured on p11, now uses
12 different tools and technologies to support talent acquisition and
will also be exploiting technology to facilitate the development of
internal talent.
In the hiring process, factors such as location will therefore become
less relevant, making recruitment more inclusive. Employers will
also increasingly think about “what work needs to be done” rather than
“what people do I need to hire”, accelerating the shift from headcount
to ‘skills count’.
The big reset
Ultimately, we’re in the midst of what Bersin terms “the big reset”. Things
are not going to settle down, he warns, given that “everything – the virus,
our politics, our legal system, our culture – is changing”. As he argues on
page 6, organisations must turn to data and workforce analytics to support
their decisions around returning to physical workspaces, staffing
requirements and resource allocations.
What he does predict, however, is the post-pandemic birth of a new
era of empathy, characterised by flexible work, empathetic leadership
and support for employees and families. Technology must be used
to support this.
David Leigh
CEO, Alexander Mann Solutions
Most firms should be
looking at how technology
can improve efficiency,
designing processes from a
digital-first perspective