In the future, employees want these three things most

The workforce is critical to business recovery.

In the past year, the process of digital transformation in all walks of life has accelerated. It is generally recognized that adaptable employees are the true lifeblood of a company, and people have also discovered that the workforce is vital to business recovery. It is under the impetus of this understanding that various organizations have also begun to rethink how to attract, retain and manage talents. What do employees want most in the future? How to meet the expectations of knowledge workers? Here are some suggestions for business leaders.

In the future, employees want these three things most

In order to understand the attitudes of human resource managers and knowledge workers to future jobs, we (Citrix) conducted a study called “Talent Accelerator”.

The research is part of the Citrix “Job 2035” project. Through a one-year survey of global work patterns and work plans, we understand what changes will occur in future work and what role technology will play in empowering employees to achieve their best performance. .

The survey covered more than 2,000 knowledge employees and 500 human resources directors from large, mature companies and mid-market companies, of which at least 500 people work in the United States. When commissioning this study, both groups of interviewed professionals had signed long-term work contracts. Affected by the new crown epidemic, the interviewees were either working from home or had recent experience of working from home.

 “The Future of Talent Management” Survey Results

Through this research, we found that knowledge workers have three major expectations for the future talent management model:

More flexible options

In this survey, 88% of knowledge workers said that when looking for new job opportunities, they will give priority to positions with complete freedom of working hours and locations. 83% of the interviewees predict that in order to cope with the global shortage of skilled talents, companies will no longer be limited by geographic location, and instead use flexible work models to reach suitable candidates. But only 66% of human resources executives hold the same view. In addition:

76% of the interviewed employees said that they value lifestyle (family and personal interests) more than distance to work, and in the future they will look for job opportunities in locations that can take both into account at the same time, even if their income is reduced.

83% of employees believe that if they can work remotely most of the time, it will be more likely that employees will move out of big cities and other urban areas, and a number of work centers in rural areas will be born.

To stand out from the competition in the future, companies will need to take the initiative to bring job opportunities to employees.

Adjust the evaluation method of work efficiency

As traditional work efficiency evaluation methods (and the view of performance that can only be made in the office) will become out of date, in the future, companies need to reformulate a set of work efficiency evaluation methods. This study found that employees now want companies to refer to the value they create when evaluating their work results, rather than just looking at numbers. They also hope that they can gain space and trust, so that they can perform their best no matter where they are.

86% of the interviewed employees said that they are more willing to work for a company that values ​​results rather than output. This result shows that the ideal employer of the new generation of employees is the kind of enterprise that cares more about the impact of employees on the company as a whole and less about the output of qualified work.

However, there is obviously a certain distance between ideal and reality. Research shows that only 69% of human resources directors said that their company is currently operating in this way. 50% of human resources directors believe that employers or executives leave work to employees for completion and not supervise the progress of work will help improve the overall efficiency of their organization.

Forward-thinking companies will strive to narrow the gap between the two, and will design a human-centered work experience to provide corresponding space so that employees can release their full potential and deliver transformative results.

Diversified work team

The new generation of employees all hope to work for companies that value diversification. On this issue, employees and human resource managers seem to coincide.

The survey shows that 86% of employees and 66% of human resources directors believe that as roles, skills, and corporate needs change, the importance of diversification of the workforce will increase.

To ensure that the work related to building a diversified team is measurable, targeted, and influential, it is necessary to formulate frank and actionable evaluation standards around the diversification process of the enterprise and the gap between it and the ideal state.

Advice for business leaders

In terms of the results of this survey, what are the important conclusions that business leaders can draw?

Broaden your horizons

After breaking the space constraints, business leaders must further broaden their vision of recruiting talents, enhance the attractiveness of the company, and let more talents who can improve organizational creativity and work efficiency be used for their own use.

They can turn their attention to free those people from the labor market, such as “family living”, or those who according to babysit their parents to give up the cause, for the care of elderly family members who give up work back into the workplace, for those who have retired , But the baby boomers who are still willing to work a few hours a week can take advantage of their residual heat. They can also recruit more part-time employees, contract workers, and odd jobs to take on more jobs. This kind of personnel accounts for a far greater proportion in the labor market. in the past. Of course, business leaders can also set their sights on the world and find suitable talents from all over the world.

Prioritize employee training and growth

The new business model spawned by the new crown epidemic and changes in customer preferences and needs have brought new roles and growth opportunities for companies and their employees. Skills upgrading and retraining will become key factors in taking advantage of the above opportunities. As discovered in this study:

82% of employees and 62% of human resources directors believe that in order to maintain a competitive advantage in the global job market, employees need to upgrade existing skills or master new skills at least once a year.

Interviewed HR directors believe that ensuring that the organization has the latest collaboration technology and empowering agile learning has become the most important factor in recruiting and retaining the best talent. 88% of employees agree with this view and say they will be looking for new ideas. Pay attention to this when working.

The author hereby reiterates: Organizations need to prioritize retraining and skills upgrading, so as to attract and retain talents that can promote corporate growth. Companies that take this approach can not only increase the enthusiasm of existing employees, but also attract the attention of the most discerning new employees. In this way, after the epidemic is over, these companies will not only be able to recover, but also gain more benefits. Competitive position and brighter development prospects.

What happened in the past year has forever changed the way employees view and handle work, but one thing has not changed, that is, if companies want to attract and retain the talents they need for their development, they must understand which employees will value most in the future. Elements. Companies must embrace a new and flexible working model and train employees who can plan their careers. In this way, companies can not only enhance the enthusiasm and participation of existing employees, but also attract the attention of outstanding talents, and then push their careers to new heights.

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