In a global world, top employers understand that 2024 looks very different to a decade ago. Unprecedented number of changes have occurred and some are fundamental to how the organisation operates. I do believe COVID accelerated increased use of technology in many organisations so that they could continue to operate during the pandemic. This appears to have triggered an influx of changes in the needs and preferences of both employers and employees.

To respond to the changing expectations of the workforce, employers need to understand what these expectations are. Rather than simply focusing on the areas that senior management deems important, consulting with staff is crucial.

Understanding workforce diversity and needs

Employers may want to consider whether different generations of employees have different needs. While not all expectations can be met, the directions can still provide useful information. Whilst in previous years this might have been undertaken by a paper survey or focus group, technology enables us to capture information quickly and in a useful format for analysis.

Focus groups can still add some rich data, however there are potential weaknesses in this approach as the employees who participate may not be representative of their team or department. Pilot projects are a useful way of testing the water to gain feedback from different stakeholders.

Careful implementation of digital transformation

When digital transformation introduces significant changes, it needs to be implemented thoughtfully, with opportunities for employees to practice in safe environments. Since digital skills vary, tailored development programs are essential to ensure successful adoption.

Employers now have access to limitless information online about nearly everything for example, never has it been easier to learn more about competitor organisations. However, from the opposite perspective, a key challenge is the ease in which employees can search for new jobs. More streamlined recruitment and selection also facilitate applications which can be completed in a very short period of time. Research suggests that the number of job applications the average person makes has increased quite significantly over the last decade.

Recruitment campaigns may explicitly show their need for new employees to have digital skills, in addition to their specialist expertise. This may include the need to recruit in a different way if the talent pool is changing. When reflecting on wider digital transformation it is helpful to consider each of the departments/groups etc in turn. By the nature of the role there will be many jobs where working digitally is the norm and others where there is little experience and confidence.

Flexible work and its implications

Flexible working arrangements can be an attractive proposition for prospective and current employees. This could include working hours, remote working or offering flexible rewards. Having options will help many employees to achieve a work-life balance, providing opportunities for them to do things that are important to them outside of the workplace.

However, this could also present the HR team with a challenge if not all requests can be supported. For example, if every member of staff wants to work remotely, this could impact on performance and productivity. Being physically separated from colleagues in a team may make it harder to get to know each other and collaborate. Organisations will need to consider if there are any financial implications from the different options and undertake a cost/benefit analysis. The structure may have to be reviewed at regular intervals to ensure that it is still fit for purpose and affordable.

Digital transformation in some organisations may have an impact on the roles of current employees which could be undertaken by technology. For example, in a large warehouse technology can be used to pick orders which means that fewer warehouse assistants are needed. Where possible, think about how these employees could be re-skilled into another part of the business. Leaders should be open and transparent about these changes and involve employees in a consultation process. If the employees are moved to a part of the organisation which relies on using technology, this may trigger a need for training and development.