- CEO’s Weekly Newsletter
- 25 Apr 2020
As the world is trying to get into an operational mode, many human resources leaders realize they have a huge portfolio of work to be done in the post Covid19 world. No other crisis has created so much work for HR leaders in the last 20 years or so. While there is significant cost pressure for the enterprise, there is also an unprecedented amount of work to be done. As a result prioritization of activities and projects is at the top of the minds of HR leaders.
We worked with world’s top companies across a range of problems. We are delighted to provide this summary.
One of the models we have developed is, through careful review of job responsibilities, the assessment of the digital disruption impact and the associated number of people impacted. In a typical enterprise, jobs will go through varying degrees of disruption. These jobs will be at different cost points with different headcount distribution. We have limited resources to work on any transformational initiative. To help in the decision making process, we have developed Digital Transformation Opportunity Model. Through this model, you can isolate where are the potential opportunity areas to prioritize transformation. Your internal analyst team can also develop this model and we will work with them to help you build this. I am presenting a sample map here developed by analyzing well over 5000 job description for an automotive company. This will provide you an overview of the powerful insights such graphs can deliver. This can be done at a location level or at the overall enterprise level.
Another interesting question we are getting is around assigning Work from Home coefficient to each job to detect the long term work from home potential. In order to do this, we conducted a few surveys to understand what are the factors that determine whether the job can be done from home. Here is a quick table around this. Several factors such as client data access protocols, degree of supervision required, documented KPIs for the jobs have come up. The economic factors of the targeted talent pool was also cited as a major reason (proxy to the social challenges faced by some work from home talent pool). There are well over 20 factors and subfactors we are planning to incorporate into this model. All the factors are normalized into Systems score, People score and Compliance score to generate an overall work from home coefficient. We are quite excited about this model.
Soft competencies are very critical for successful navigation of post Covid19 world. We looked at what the are key differences in Managerial Soft Competencies across major tech companies. Draup analysed the job descriptions by a list of Ten Tech Companies, for the role of ‘Program Manager’. The enlisted soft competency requirements were categorized to form a set of general competencies common across companies. The second category yielded a set of unique competency requirements established by the companies in view with the specificity of their job role and company culture. Here is a sample view. If you need the full report please let us know and we will be happy to share the same
One major area that is common across industries is the ability to assess the existing skills and map what are the skills employees can learn. If the organization provides the necessary permission, through our big data technologies, we are able to scrap the demonstrated skills across various public digital assets and provide employees a mechanism to edit their feedback. Through this way of data gathering, the cost of collecting and maintaining a skills inventory is optimized.
There is one important thing we are learning in reskilling which we did not know before. Often, Reskilling is not around a major job change. (the scenarios where we discuss data analyst becoming a data scientist is not the need an immediate need for an enterprise). The question in the minds of leaders is centered around how can my marketing person do the job in an efficient and productive way do the Digitally Influenced Marketing. How can my Financial Analyst do the job as a Digitally Influenced Financial Analyst. We are developing number of Gap Analysis assets around this specific question.
Overall, we are quite excited about the role HR can play under these circumstances. If we plan the projects correctly, we can accelerate transformation and adaptation and make our enterprises that we deeply care for, a great place to work.